Job Performance and Analysis

Understanding and Measuring Job Performance

Overview of Job Performance Assessment

  • Focus of this section is to understand and measure job performance within organizations.

  • Job performance defined in earlier lessons is revisited for clarity.

  • Emphasis on the organizational context and methods to evaluate job performance.

Job Analysis in Organizational Context

  • Definition of Job Analysis:

    • A systematic process used within organizations to collect detailed information about individual jobs.

    • Purpose: Understand tasks, duties, responsibilities required to perform a job effectively.

  • Components of Job Analysis:

    • Assessing human attributes necessary for successful job performance.

    • Examples of attributes: Interpersonal skills, training, certifications, personal qualities enhancing job success.

  • Dynamic Nature of Job Analysis:

    • Job analysis is not a one-off task; it occurs continually to reflect the evolving nature of organizations and jobs within them.

    • Importance of ongoing analysis to ensure updated job descriptions.

Steps in Job Analysis

  1. Review Background Information:

    • Utilize past job data to inform current analysis.

    • Referencing databases like the National Occupational Classification (NOC) is encouraged.

  2. Select Sources of Job Information:

    • Identification of subject matter experts (SMEs) to gather job data.

    • SMEs include Incumbents, Supervisors, and Job Analysts.

  3. Collect Job Information:

    • Gathering data through surveys, interviews, or observations to assess job performance.

  4. Develop Key Documents:

    • Creation of job descriptions and specifications to outline tasks and the requirements for each position.

Detailed Steps in Job Analysis

Reviewing Background Information

  • Utilizing NOC:

    • Online database created by the federal government of Canada with standardized language describing over 30,000 jobs.

    • Information includes: main job duties, employment requirements, promotional opportunities.

    • Example for bartender job: duties like taking orders, mixing drinks, collecting payments, with possible requirements for secondary school education or certification.

Choosing Sources of Job Information

  • Subject Matter Experts (SMEs):

    • Incumbents: Current employees in the job can provide rich insights but may exaggerate duties.

    • Supervisors: Provide an overview of job relevance but lack day-to-day insights.

    • Job Analysts: External observers who provide objective assessments but may lack organizational context.

Collecting Job Data

  • Methods:

    1. Surveys: Collect job data through administered questionnaires, emphasizing established and validated surveys.

    2. Interviews: Conduct one-on-one or group interviews, and ensure structured formats to avoid bias.

    3. Observations: Observe incumbents performing the job; however, behavioral changes may occur during observation.

Developing Key Documents

Job Description

  • Details tasks, duties, responsibilities of the job, including work environment and equipment used.

  • Relevant for accommodation purposes for employees with disabilities.

Job Specification

  • Outlines the necessary characteristics such as skills, training, and personal traits required for effective job performance.

Performance Measurement Methods

  • Importance of assessing job performance regularly in organizational settings.

Performance Appraisal Definitions

  • Terms such as performance appraisal, job evaluation, and performance review, all referring to the assessment of job performance.

Key Methods of Performance Appraisal

  1. Ranking Method:

    • Employees are ranked from highest to lowest performance, effective in small organizations but limiting in large ones due to potential bias and lack of specific feedback.

  2. Forced Distribution Method:

    • Employees categorized into performance categories with set percentages, effective for large organizations but may undervalue high performers.

  3. Behaviorally Anchored Rating Scale (BARS):

    • Identifies specific key behaviors associated with performance categories that provide clear feedback but require significant development effort.

Sources of Appraisal Information

  • Recommendation to collect appraisal data from various sources:

    • Supervisors: Have knowledge about employee performance but limited direct observation.

    • Peers: Can provide detailed information but might be subject to log rolling (mutual positive ratings).

    • Subordinates: Useful for assessing managers but can be biased due to fear of repercussions.

    • Self-assessment: Employees reflect on their performance; useful but often inflated.

360-Degree Appraisal Method

  • Involvement of multiple rating sources for a comprehensive assessment of an employee.

  • Benefits include perceived fairness and detail but can be time-consuming to implement.

Conclusion

  • Emphasis on the importance of thorough job analysis and performance appraisals in maintaining effective workforce management within organizations.