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Analysis and Evaluation of Attributes - Coggle Diagram

- - - - Naturally, it is easy to include characteristics that cover several objectives, as long as we take care that they meet the following criteria:
        • Be easy to observe or recognize.
        • Be universal, that is, that they are interesting for all the jobs included in the plan.
        • That they have good discrimination, not presenting dark areas that make their meaning confusing.
        
        To avoid errors, the factors to be studied should be as few as possible. In all cases there are three fundamentals:
        • Ability to perform present task (current ability)
        • Knowledge that exceeds the demands of the present task (potential ability)
        • Surface characteristics, appearances, etc .; first impression.
        
        These factors can be examined through the following categories:
        • Execution: precision, quality, speed, performance, knowledge of the task.
        • Possibility: capacities, aptitudes, qualities of the boss, intelligence.
        • Behavior: attitude, application, versatility, influence, prudence.
        • Personality: initiative, joy, loyalty, enthusiasm, appearances, etc.
        
        In this particular case, both these factors and the categories present much more defined profiles and should be projected, to a greater or lesser extent, depending on the level they occupy, towards the following functions:
        • Company policy.
        • Planning difficulties.
        • Methods.
        • Administration.
        • Personal relationships.
        • Contacts with other executives.
        • Contacts with the outside world.
        • Creative ability.
        • Analysis task.
        • Difficulty in obtaining benefits.
- - - - Ratings Features
        • Intransigence in the face of criticism.
        • Sadness and pessimism.
        • Lack of initiative.
        • Fear of responsibility.
        • Fluctuating Loyalty.
        • Lack of constancy.
        • Hostility (suspicions of being harassed).
        • Dissipation of efforts.
        • Lack of sympathy.
  - - - • The central tendency.- The fear of not having arguments if there is the possibility of having to discuss their decisions or qualifications, before the interested party or a superior, makes the extreme degrees of the scale be dispensed with many times.
        
        • Benevolence.- They are asymmetries as psychologists call the tendency not to harm those who examine them, so they try to rate them high. It is comfort, since pondering rigorously requires study and effort, or it is the desire not to have remorse of conscience. This results in a fuzzy accumulation of ratings at one end of the scale.
  - - - Discrimination index. - It is not only interesting to know the degree of applicability or favorability of the sentences, but it is even more interesting to know the degree to which the sentences allow to discriminate individuals with "good" performance from those with "performance bad ”, and vice versa.
- - - - In the selection of these works, the following points should be taken into account:
        
        They must represent the different specialties.
        
        A “standard job” must be numerically important, both in terms of companies where such work exists and in terms of the number of employees who perform it.
        
        Selected works must be characterized by content stability over a long period of time.
        
        They must be capable of a clear and concise definition.
        
        Jobs for which there is abnormal supply or demand at the time of conducting the survey should not be selected.