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I/O Chapter 3: Standards for Decision Making (Work Analytic Procedures…
I/O Chapter 3: Standards for Decision Making
Job Performance Criteria
Objective performance criteria: factors used to assess job performance are actual in character
9 Major Job performance criteria
Prodcution
Sales
Tenure or Turnover
Absenteeism
Acceidents
Theft
Counterproductive work behavior (harmful to other employees or organization)
Emotional labor (requirement of some job that employee express emotions to customers or clients that are linked with enhanced performance of job
Adaptive (behavior that helps employee increase their capacity to cope with organizational change) & Citizenship behavior (behavior that transcends job performance & is directed to overall welfare of organization
Dynamic performance criteria: aspects of job performance that change over time
Subjective performance criteria: factors used to assess job performance are product of someone's judgement
Criteria: standars used to help make evaluative decisions
Conceptual criteria: abstract IDEA
theoretical standard
Actual criteria: TEST; operational or actual standards that can be measured
Criterion deficiency: part of idea that's not being measured by the test; part of conceptual criterion that is not being measured by actual criterion
Criterion relevance: overlap or similarity between actual criterion and conceptual criterion
Criterion Contamination: part of actual criterion that is unrelated to the conceptual criterion
Work Analysis: formal procedure by which the content of work is defined in terms of activities performed and attributes needed to perform the work
Sources of work information
Subject matter expert (SME): person knowledgeable about a topic whoc can serve as a qualified information source
Job incumbent's manager
Job analyst
Work Analytic Procedures
Task: lowest level of analysis in study of work
Position: set of tasks performed by single employee
Job: set of similar positions in an organization
Job family: grouping of similar jobs in an organization
Task-Orientated Procedure: set of operations in work analysis designed to identify important tasks as a means of understanding the work performed
Functional job analysis (FJA): method work analysis that describes the content of jobs in terms of people, data, and things
Worker-orientated procedures: set of operations in work analysis designed to identify important utilized human attributes as means of understanding work performed
KSAO - Knowledge, skills, abilities & others
Linkage analysis: technique in work analysis that establishes connection be
tween task performed & human attributes needed to perform them
How to collect work analytic information
Procedures for collecting formation
Interview
Direct Observation
Questionnaires
Taxonomy: classification designed to enhance understanding of objects being classified
Position Analysis Questionnaires (PAQ): method of work analysis that assesses the content o jobs on the basis of 200 items questionnaires
Taxonomy of human abilities needed to perform them - 52 abilities (i.e. reaction time, hand eye coordination)
Occupational Information Network O*NET
Managerial Work Analysis
Professional and Managerial Position Questionnaire
(i.e. complexity, level of responsibility)
Personality-Related Position Requirement Form (i.e. general leadership, attention to detail, sensitivity to interest of others)
Users of Work Analytic Information
Analysis of KSAOs show what attributes are needed to get the job done
work analytic info provides a basis of organize diff positions into job and different jobs into a job family
work analytic info gives one basis to conduct performance evaluations
work analytic info help decide content of training needed to do that job
Evaluating Work analytic methods
Competency Modeling: process for determining the human characteristics needed to do job successfully
work analysis identify specific & diff KASOs that distinguish jobs within organization
KASOs are identified by work analysis using technical methods designed to elicit specific job info
competency modeling tries to link personal qualities of employees to the larger overall mission of organization