JOB ANALYSIS & EVALUATION 4.

Tools and Equipment Used

5. Job Context
* Job Analysis 6. Work Performance
Job Analysis 7. Compensation Information
− gathering and analyzing information about Salary Grade- A cluster of jobs of similar
the work an employee performs, the worth
conditions under which the work is 8. Job Competencies
performed, and the worker characteristics Competencies -The knowledge, skills,
needed to perform the work under the abilities, and other characteristics needed to
identified conditions. perform a job.
− the foundation for almost all human
resources activities * Preparing a Job Analysis
1. Who Will Conduct the Analysis
* Writing Job Description 2. How Often Should a Job Description Be
- One of the written products of a job analysis Updated?
is a job description—a brief summary of the Job Crafting - A process in which employees
tasks and job requirements found in the job unofficially change their job duties to better
analysis. fit their interests and skills.
3. Which Employees Should Participate?
• Employee Selection 4. What Types of Information Should be
• Training Obtained?
• Personpower Planning Formal vs. Informal requirements
• Peter principle - promoting employees until
they eventually reach their highest level of * Conducting a Job Analysis
incompetence STEP 1: Identify tasks performed
• Performance Appraisal − Gathering existing information
• Job Classification − Interviewing Subject-Matter Experts
• Job Evaluation − SME Conference
• Job Design − Observing Incumbents
• Compliance with Legal Guidance − Job Participation
• Organizational Analysis
Ammerman technique -job analysis method in
• Job analysis interview- Obtaining information
which a group of job experts identifies the
about a job by talking to a person performing
objectives and standards to be met by the ideal
it.
worker.
Is writing a good job description important?
Ammerman technique are as follows:
“ it is not my job?
1. Convene a panel of experts that includes
• The first is that duties can always be added to
representatives from all levels of the
a job description, which can, and should, be
organization.
updated on a regular basis.
2. Have the panel identify the objectives and
• The second is that the phrase “and performs
standards that are to be met by the ideal
other job-related duties as assigned” should
incumbent.
be included in the job description.
3. Have the panel list the specific behaviors
necessary for each objective or standard to
* Writing a Good Job Description
be attained.
1. Job Title
2. Brief Summary
3. Work Activities
4. Have the panel identify which of the motivation and such tangible factors as licenses,
behaviors from step 3 are “critical” to degrees, and years of experience.
reaching the objective.
5. Have the panel rank-order the objectives on Example of a police officer accurately shooting a
the basis of importance. gun (skill) the police officer would need to hold
the gun properly and allow for such external
STEP 2: Write Task Statements conditions as the target distance and wind
Task Inventory - A questionnaire containing a conditions (knowledge), and have the hand
list of tasks each of which the job incumbent strength, steadiness, and vision necessary to
rates on a series of scales such as importance hold the gun, pull the trigger, and aim properly
and time spent. (abilities). To carry the gun, the officer would
need to have a weapons certification (other
• Task statements should be easy to characteristic).
understand
• The task statement should include the tools STEP 5: Selecting Tests to Tap KSAOs
and equipment used to complete the task. Include methods such as interviews, work
• Task statements should not be competencies samples, ability tests, personality tests,
(e.g., “Be a good writer”). reference checks, integrity tests, biodata, and
• Task statements should not be a policy assessment centers.
(e.g.,“Treats people nicely”).
• The statement should make sense by itself. * Job Evaluation
That is, “Makes photocopies” does not Job Evaluation - The process of determining the
provide as much detail as “Makes monetary worth of a job
photocopies of transactions for credit union
members,” which indicates what types of Determining Internal Pay Equity
materials are photocopied and for whom STEP 1 Determining Compensable Job Factors
they are copied. Compensable Factors - Factors, such as
• For those activities that involve decision responsibility and education requirements, that
making, the level of authority should be differentiate the relative worth of jobs.
indicated. This level lets the incumbent know
which decisions she is allowed to make on • Level of responsibility
her own and which she needs approval for • Physical demands
from a higher level. • Mental demands
• Education requirements
STEP 3: Rate Task Statements • Training and experience requirements
Task Analysis - The process of identifying the • Working conditions
tasks for which employees need to be trained.
STEP 2 Determining the Levels for each
STEP 4: Determine Essential KSAOs compensable factor
Knowledge - A body of information needed to For a factor such as education, the levels are
perform a task. easy to determine (e.g., high school diploma,
Skill - The proficiency to perform a learned task. associate’s degree, bachelor’s degree).
Ability - The basic capacity for performing a wide
range of tasks, acquiring knowledge, or STEP 3 Determining the Factors Weights
developing a skill. Salary Surveys - A questionnaire sent to other
Other Characteristics - include such personal organizations to see how much they are paying
factors as personality, willingness, interest, and their employees in positions similar to those in
the organization sending the survey.
Direct compensation - The amount of money Virtual Job Fair – job fair held on campus in
paid to an employee (does not count benefits, which students can “tour” a company online,
time off, and so forth). ask questions of recruiters, and
electronically send résumés.
EMPLOYEE SELECTION: RECRUITING AND
INTERVIEWING 4. Employment Agencies and Search Firms
Recruitment a. Employment Agencies – an organization
The process of attracting employees to an that specializes in finding jobs for applicants
organization. and finding applicants for companies looking
for employees
Internal Recruitment 2. Executive Search Firms – known as “head
Recruiting employees already employed by the hunters” that specialize in placing applicants
organization. in high-paying jobs.
3. Public Employment Agency – An
External Recruitment employment service operated by a state or
Recruiting employees from outside the local government, designed to match
organization. applicants with job openings.

Steps in Selecting employees 5. Employee Referrals

Job Analysis A method of recruitment in which a current
Selection of Testing Methods employee refers a friend or family member for a
Test Validation Testing job.
Screening
Recruitment 6. Direct Mail/Direct E-mail
Selecting A method of recruitment in which an
Hiring/Rejecting organization sends out mass mailings of
information about job openings to potential
* Recruitment Methods applicants.
1. Media advertisement
a. Respond by Calling Ads – Applicants to call 7. Internet
b. Apply-in-Person Ads – Walk-in applicants a. Employer - Based Websites
c. Send Resume Ads- Used if large applicants b. Job Boards – e.g Indeed, Jobstreet
is expected c. Social Media - linkedin, etc.
d. Blind Box Ads – Used if the employer doesn’t
want incumbent to know, doesn’t want name 8. Job Fairs
in public and is afraid people won’t apply if A recruitment method in which several
they knew the company name. employers are available at one location so that
e. Electronic Media – Posting job ads in many applicants can obtain information at one
Television commercials, Radios, Social time.
Media, etc.
9. Special Recruit Populations
2. Point-of-Purchase 10. Nontraditional Populations
Job vacancy are posted in places where 11. Recruiting “Passive” Applicants
customers or current employees are likely to see
them * Evaluating Effectives of Recruitment
Strategies
3. Recruiters 1. Applicant-Yield Method
a. Campus Recruiters – Sending recruiters to 2. Cost per applicant
colleges campuses 3. Cost per qualified applicant
 d. Future-focused question- question in
* Realistic Job Previews which applicants are given a situation and
Realistic Job Preview asked how they would handle it.
A method of recruitment in which job applicants e. Future-focused question/Situational
are told both the positive and the negative question– a technique in which applicants
aspects of a job. are presented with a series of situations and
Expectation-lowering procedure (ELP) asked how they would handle each one.
A form of RJP that lowers an applicant’s f. Past-focused question/patterned-
expectations about the various aspects of the behavior description (PBDIs) – questions
job. focus on behavior in previous jobs.
g. Organizational-fit question – taps how well
* Employee Selection Techniques an applicant’s personality and values will fit
Employment Interview with the organizational culture.
1. Structure
Structured interviews - Interviews in which 3. Creating a Scoring Key for Interviews Answers
questions are based on a job analysis; sameness a. Right/Wrong Approach
of question and standardize scoring b. Typical-answer Approach
Unstructured interviews - Free-flowing of Benchmark answers Standard answers to
questions interview questions, the quality of which has
been agreed on by job experts.
Advantages of Structured Interviews c. Key-issues approach –A method of scoring
• Interviews with high in structure are more interview answers that provides points for
valid than unstructured interviews. each part of an answer that matches the
• From a legal standpoint, structured scoring key.
interviews are viewed more favorably by the
courts than are unstructured interviews 2. Style
• One-on-one interviews
Problems with Unstructured Interviews • Serial interviews
• Poor intuitive Ability • Return interviews
• Lack of Job Relatedness • Panel Interviews
• Primacy Effects • Group interviews
• Contrast effects
• Negative-information bias 3. Medium
• Interviewer-Interviewee Similarity • Face-to-face interviews
• Interview Appearance • Telephone interviews
• Nonverbal Cues • Videoconference interviews
• Written interviews
Creating a Structured Interview
1. Determining the KSAOs to Tap in the * Successfully Surviving the Interview Process
interview 1. Scheduling the Interview
2. Creating Interview Questions Applicant must not be late!
a. Clarifier – question that clarifies
information on the résumé or application. 2. Before the Interview
b. Disqualifier - question in which a wrong Research about the company
answer will disqualify the applicant from On the day of the interview, dress neatly and
further consideration. professionally and adjust your style as necessary
c. Skilled-level determiner– question to fit the situation
designed to tap an applicant’s knowledge or
skill. 3. During the Interview
4. After the Interview 1. Confirming Details on a Résumé
2. Checking for Discipline Problems
* Writing a Resume Negligent hiring - A situation in which an
A formal summary of an applicant’s professional employee with a previous criminal record
and educational background. commits a crime as part of his/her
employment.
Characteristics of Effective Resumes 3. Discovering New Information About the
1. The résumé must be attractive and easy to Applicant
read Using google to gain information about the
2. The résumé cannot contain typing, spelling, applicant
grammatical, or factual mistakes. 4. Predicting Future Performance
3. The résumé should make the applicant look Validity coefficient - The correlation
as qualified as possible— without lying. between scores on a selection method (e.g.,
interview, cognitive ability test) and a
* Types of Resume measure of job performance (e.g., supervisor
1. Chronological resume – A résumé in which rating, absenteeism).
jobs are listed in order from most to least
recent. Four main problems with references and letters
2. Functional resume – A résumé format in of recommendation
which jobs are grouped by function rather 4.1 Leniency
than listed in order by date. − Applicants choose their own references
3. Psychological resume – résumé style that − Confidentiality concern
takes advantage of psychological principles − Fear of legal ramifications (slander or libel)
pertaining to memory organization and Conditional privilege –referees have the right to
impression formation. express their opinion provided they believe their
statement is true.
EMPLOYEE SELECTION: REFERENCE AND
TESTING Negligent reference - an organization’s failure to
Resume Fraud - the intentional placement of meet its legal duty to supply relevant information
untrue information on resume to a prospective employer about a former
employee’s potential for legal trouble.
Reference Check
The process of confirming the accuracy of 4.2 Knowledge of the Applicant
résumé and job application information. the person writing the letter often does not know
the applicant well, has not observed all aspects
Reference of an applicant’s behavior.
The expression of an opinion, either orally or
through a written checklist, regarding an 4.3 Reliability
applicant’s ability, previous performance, work − The extent to which a score from a test or
habits, character, or potential for future success. from an evaluation is consistent and free
from error.
Letter of Recommendation − the lack of agreement between two people
A letter expressing an opinion regarding an who provide references for the same person.
applicant’s ability, previous performance, work
habits, 4.4 Extraneous Factors
character, or potential for success. The style and structure of writing can affect how
the letter will be perceived.
* Reason for Using References and
Recommendations
* Ethical Issues useful for such occupations as machinist,
1. State your relationship with the person you cabinet maker, and tool and die maker.
are recommending
2. Be honest in providing the details Psychomotor Ability
Ethical and legal obligation in providing Measure of facility with such processes as finger
information dexterity and motor coordination. useful for such
3. Let the applicant see your reference before jobs as carpenter, police officer, sewing-
sending it, and give him chance to decline to machine operator, and truck driver.
use it.
Physical ability tests
* Predicting Performance Using Applicant Tests that measure an applicant’s level of
Training and Education physical ability required for a job.
Employees with higher levels of education had Physical ability tests is measured either
higher performance than employees with lower through job simulations and physical agility test
education levels. Job simulation example: firefighter applicants
might climb a ladder and drag a 48-pound hose
* Predicting Performance Using Applicant
Knowledge Some issues in using Physical ability test
Job knowledge test - A test that measures the - Job Relatedness
amount of job-related knowledge an applicant - Passing Scores (relative and absolute)
possesses.
work sample, the applicant performs actual job-
* Predicting Performance Using Applicant related tasks.
Ability - Job Relatedness
Cognitive ability is thought to predict work - Scores can predict to actual work performance
performance in two ways: by allowing employees - High face validity
to quickly learn job-related knowledge and by
processing information resulting in better assessment center is a selection technique
decision making. characterized by the use of multiple assessment
Cognitive ability includes such dimensions as methods that allow multiple assessors to
oral and written comprehension, oral and written actually observe applicants perform simulated
expression, numerical facility, memorization, job tasks
reasoning (mathematical, deductive, inductive),
and general learning. assessment center must meet the ff criteria
Cognitive ability test designed to measure the 1. Activities must be based on the results of a
level of intelligence or the amount of knowledge thorough job analysis.
possessed by an applicant. 2. Behaviors displayed by participants must be
Wonderlic Personnel Test classified into meaningful and relevant
categories
Perceptual ability 3. Multiple assessment techniques must be
Measure of facility with such processes as used
spatial relations and form perception. consists 4. At least one of the assessment techniques
of vision (near, far, night, peripheral), color must be a job simulation.
discrimination, depth perception, glare 5. Multiple trained assessors must be used.
sensitivity, speech (clarity, recognition), and 6. Behavioral observations must be
hearing (sensitivity, auditory attention, sound documented at the time the applicant
localization) useful for such occupations as behavior is observed.
machinist, cabinet maker, and tool and die 7. Assessors must prepare a report of their
maker. observations.
8. The overall judgment of an applicant must be Also called an honesty test; a psychological test
based on a combination of information from designed to predict an applicant’s tendency to
the multiple assessors and multiple steal.
techniques. - Polygraph
- Voice stress analyzer
Common Exercises include in Assessment - Overt Integrity test
Center - Personality-based integrity test
1. In-basket technique
2. Simulations Shrinkage
3. Work Samples The amount of goods lost by an organization as a
4. Leaderless Group Discussions result of theft, breakage, or other loss.
5. Business Games
Conditional reasoning test
* Predicting Performance Using Prior Test designed to reduce faking by asking test-
Experience takers to select the reason that best explains a
Experience Rating statement.
In giving credit for experience, one must consider
the amount of experience, the level of Credit History
performance demonstrated during the previous
experience, and how related the experience is to Graphology
the current job. Also called handwriting analysis, a method of
measuring personality by looking at the way in
Biodata is a selection method that considers an which a person writes.
applicant’s life, school, military, community,
and work experience. * Predicting Performance Limitations Due to
Medical and Psychological Problems
* Predicting Performance Using Personality, Drug testing Tests - that indicate whether an
Interest and Character applicant has recently used a drug.
Personality inventory
A psychological assessment designed to Psychological Exams should only be used to
measure various aspects of an applicant’s determine if a potential employee is a danger to
personality. himself or others.

Projective tests Medical Exams

- Rorschach Inkblot Test
- Thematic Apperception Test (TAT) * Rejecting Applicants
Rejection letter - A letter from an organization to
Objective tests an applicant informing the applicant that he or
- Minnesota Multiphasic Personality Inventory-2 she will not receive a job offer.
(MMPI-2)
Rejection Letter
Interest inventory 1. A personally addressed and signed letter
A psychological test designed to identify 2. The company’s appreciation to the applicant
vocational areas in which an individual might be for applying for a position with the company
interested. 3. A compliment about the applicant’s
- Strong Interest Inventory (SII) qualifications
- Vocational Counseling 4. Information about the individual who was
actually hired
Integrity test 5. A wish of good luck in future endeavors
6. A promise to keep the applicant’s résumé on - Busy supervisors
file - No money for merit pay
- Reduced cohesiveness
PERFORMANCE MANAGEMENT
* STEP 3 Determine who will evaluate
THE PERFORMANCE APPRAISAL PROCESS performance
1. Determine the purpose of appraisal (as Traditionally, employee performance has been
needed) evaluated solely by supervisors. Organizations,
2. Identify environmental and cultural however, have realized that supervisors see only
limitations certain aspects of an employee’s behavior.
3. Determine who will evaluate performance A performance appraisal system in which
4. Select the best appraisal methods to feedback is obtained from multiple sources such
accomplish goals as supervisors, subordinates, and peers.
5. Train raters (annually)
6. Observe and document performance (daily, Supervisors
provide immediate feedback) 74% of organizations is the sole source of
7. Evaluate performance employee evaluation
8. Communicate appraisal results to Supervisors, see the end result
employees
9. Make personnel decisions Peers
10. Monitor the legality and fairness of the Peers often see the actual behavior
appraisal process Research has shown that peer rating are fairly
reliable only when the peer who make the ratings
* STEP 1 Determine the purpose of appraisal are similar to and well acquainted with the
1. Providing Employee Training and Feedback employees being rated (Mumford,1983)
Feedback about what employees are doing According to research, high performers evaluate
right and wrong their peers more strictly than do low performers
2. Determining Salary Increase
To provide a fair basis on which to determine Subordinates
an employee’s salary increase. Also called “Upward Feedback”
3. Making Promotion Decisions Subordinate ratings can be difficult to obtain
To determine which employees will be because employees fear a backlash it they
promoted. unfavorably rate their superior
4. Making Termination Decisions
When performance management techniques Customers
are not successful, the results of a Customers provide feedback by filing complaints
performance review might suggest that the or complimenting employees
best course of action is to terminate an Formally, customers provide feedback by
employee completing evaluation cards
5. Conducting Personnel Research
Employment test must be validated, and one Organizations also seek customer feedback in
way this can be done is by correlating test the form of secret shoppers
scores with some measure of job Self-appraisals of performance appear to be
performance. most accurate when the self-appraisal will not
be used for such administrative purposes as
* STEP 2 Identify environmental and cultural raises or promotions
limitations Sources of relevant information about employee
Identify the environmental and cultural factors performance include supervisors, peers,
that could affect the system. subordinates, customers, and self-appraisal.
 - Safety
* STEP 4 Select the best appraisal methods to
accomplish goals Graphic rating scale - A method of performance
Prior to developing the actual performance appraisal that involves rating employee
appraisal instrument, two important decisions performance on an interval or ratio scale.
must be made: the focus of the performance
appraisal dimensions and whether to use Behavioral Checklist
rankings or ratings. Contamination - The condition in which a
criterion score is affected by things other than
Decision 1: Focus of the Appraisal Dimensions those under the control of the employee.
Decision 2: Should Dimensions Be Weighted?
Behavioral Checklist
Four Ways to Focus Performance Dimensions - Comparison with Other Employees
• Competency Focus - Frequency of Desired Behavior
• Goal Focus - Extent to Which Organization Expectations
• Trait Focus were method
• Task Focus
Behaviorally Anchored Rating Scale
Decision 3: Use of Employee Comparisons, Force- Choice Rating Scale
Objective Measures, or Ratings Mixed Standard Scale
Once the types of dimensions have been
considered, the next decision is whether to: * STEP 5 Train raters
1. Evaluate performance by comparing Frame-of-reference training - A method of
employees with one another (ranking) training raters in which the rater is provided with
2. Using objective measures such as job-related information information, a chance to
attendance and number of units sold practice ratings, examples of ratings made by
3. Supervisors to rate how well the employee experts, and the rationale behind the expert
has ratings.
- It increases rater accuracy and reduced rater
Employee Comparison errors
Rank order - A method of performance appraisal - The better that employees understand the
in which employees are ranked from best to performance appraisal system, the greater is
worst. their satisfaction with the system

Paired comparison - A form of ranking in which * STEP 6 Observe and document performance
a group of employees to be ranked are compared The next step in the performance appraisal
one pair at a time. process is for supervisors to observe employee
behavior and document critical incidents as they
Forced distribution method - A performance occur.
appraisal method in which a predetermined Critical incidents - A method of performance
percentage of employees are placed into a appraisal in which the supervisor records
number of performance categories. employee behaviors that were observed on the
job and rates the employee on the basis of that
Objective Measures record.
A second way to evaluate performance is use
called objective, or hard, criteria The importance of documentation
- Quantity of work 1. Help supervisor to focus on employee
- Quality of work behavior than traits
- Attendance
2. Help supervisors recall behaviors when to affect the ratings that she makes on each
evaluating performance relevant job dimension.
3. Provides example when reviewing
performance ratings with employees Proximity Errors
4. Helps an organization defend against legal occur when a rating made on one dimension
actions taken against it by an employee affects the rating made on the dimension that
immediately follows it on the rating
Common sources of error when documenting
performance Contrast Errors
- First impression (primacy effect) performance rating one person receives can be
- Recent behaviors influenced by the performance of a previously
- Unusual or extreme behaviors evaluated person
- Behavior consistent with the supervisor’s
opinion Assimilation - A type of rating error in which
raters base their rating of an employee during
* STEP 7 Evaluate performance one rating period on the ratings the rater gave
Obtaining and Reviewing Objective Data during a previous
A supervisor should first obtain and review the period.
objective data relevant to the employee's
behavior * STEP 8 Communicate appraisal results to
employees
Reading Critical-Incident Logs The most important use of performance-
Reading these incidents should reduce errors of evaluation data is to provide feedback to the
primacy, recency, and attention to unusual employee and assess her strengths and
information weaknesses so that further training can be
implemented.
Completing the Rating Form Normally, in most organizations a supervisor
Once critical-incident logs have been read and spends a few minutes with employees each year
objective data reviewed, the supervisor is ready to tell them about the scores they received
to assign performance appraisal ratings. during the most recent evaluation period.
While making these ratings, the supervisor must
be careful not to make common rating errors The supervisor should communicate the
involving distribution, halo, proximity, and following:
contrast. (1) the role of performance appraisal
(2) how the performance appraisal was
Distribution Errors conducted
Leniency error - certain raters tend to rate every (3) how the evaluation process was
employee at the upper end of the scale accomplished;
regardless of the actual performance of the (4) the expectation that the appraisal interview
employee. will be interactive;
Central tendency error, which results in a (5) the goal of understanding and improving
supervisor rating every employee in the middle of performance.
the scale.
Strictness error, rates every employee at the Sandwich Feedback
low end of the scale. • Positive feedback
• Constructive feedback (identify areas of
Halo Errors improvement and sources of concern, but
occurs when a rater allows either a single dont make it bland! Give actionable tips too)
attribute or an overall impression of an individual • Positive feedback
Feedback should be candid, specific and
behavioral rather than personal.
Awareness and acknowledgment of external
factors for performance is especially important
because we have a tendency, called the
fundamental attribution error, to attribute
others’ failure or poor performance to personal
rather than situational factors.

* STEP 9 Make personnel decisions

Legal Reasons for Terminating Employees
Probationary period
Violation of Company Rules
• Rules against particular behavior must
actually exist.
• If a rule exist, a company must prove that the
employee knew the rule
• Ability of the employer to prove that an
employee actually violated the rule.
• Rule has been equally enforced.

Progressive discipline
Providing employees with punishments of
increasing severity, as needed, in order to
change behavior.

Inability to Perform
an organization will need to prove that the
employee could not perform the

Reduction in Force (Layoff)

Employees can be terminated if it is in the best
economic interests of an organization to do so.

* STEP 10 Monitor the legality and fairness of

the appraisal process
Performance appraisal ratings should be
analyzed to ensure discrimination does not
occur in the raises, bonuses, promotions, and
terminations that result from the performance
rating