Chapter 7

• Job Description
• Performance appraisal
• Job evaluation
• Job Design

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 Job Description
(not position description)
• Identifiers
– Title and other classifying information
• Summary
– Mission/ objectives
• Duties & tasks (<100 tasks; 5-10 duties)
– What -action verb)
– How – tools, equipment etc.
– Why – purpose “to…”
• Other information
– KSAOs, accountabilities, reports etc.

2
 Issues in Job Description
• Descriptive v. Prescriptive
– Is performed v. ought to be
• Present v. Future
– How it’s performed now cf anticipated changes
• Key considerations
– Method to fit purpose of JA
• How it’s to be applied determines infor collected
– Know the purpose of the job

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 Performance Appraisal
Purposes
• Support performance management
– Administrative
– Developmental
• Use for criterion development (selection)

4
 Rating Formats
• Graphic Rating Scales
• Behaviorally Anchored Rating Scales (BARS)
• Behavioral Observation Scales
• Forced-choice Scales
– Difficult to fake
– Reliable
• Precursor to forced distribution for ranking
– Administrative: merit awards

5
 Rating Scales
(comparison)
• All are difficult to develop
• Users like BOS,
• Users hate forced-choice
• Most not useful for coaching/development
– Especially “global” ratings

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 Behavioral Job Description
• Can substitute for management
– Objectives / outcomes from behavior terms
– Prescribed behaviors / outcomes for successful
performance
• Create one for your job
– Establish evaluation standards
• Benchmarks

7
 Job Evaluation
• Equity theory (Adams) concerns with:
– Internal:
• Same jobs, same company (internal)
• Different jobs, same company (internal)
– External:
• Same job different company (external)
– Market value issue
– –what are some factors that will affect this?

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 Evaluation
• Whole job v. Compensable Factors
– Ranking method (simplest)
– SKA/effort/responsibility/work conditions
– (Equal Pay Act, 1963)
– Compensable factors
• Factor comparison method
– panel ranks jobs & assigns $ value to each factor (table 7.6)
– Jobs v. Attributes
• Point Factor methods (table 7.7)
– (Hay Group)
– U.S. Civil Service Commission (table 7.8)
 Evaluation Methods
• Multiple Regression
– Beta weights used
• PAQ
– Cross validation avg about .85)
• O*Net
– Standardized set of abilities and work activities

• Good reliability for Job Evaluation

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 Job Design / Redesign
• Production System Needs
• Social –Organizational Needs
• Individual worker Needs
– Physical
– JCM dimensions
– Internal Social relations factors
– Career paths

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 Design Decisions
• Accomplished by People
– For Problem solving, Humans are better than robots (so far)
– Keeps them tuned up if they have to use skills
• Airline pilots
• Truck divers (in the future)
• Task Allocation
– How many people do you need?
– Redundancy needed?
– Cross training?
• Job Relations (proximal – distal distance)

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 Key Considerations
• Kinds of information
– Duties and how they fit the mission
• Redesign Process (4 steps)
– 1. Define task clusters (smallest collection)
– 2. Rate clusters (table 7.9)
– 3. Combine clusters
– 4. Evaluate results
• For motivational potential and satisfaction

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