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49 Cards in this Set
- Front
- Back
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Criteria
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evaluative standard/ way of determining whether something is good or bad (job performance)
example- interpersonal relationships are evaluated through honesty and trust should be Appropriate, Stable, and Practical |
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Theoretical Criterion
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a theoretical construct, an abstract idea that can never be actually measured (honesty)
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Ultimate Criterion
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- ideal measures of all aspects of job performance
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Observed Criterion
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concrete measure of conceptual criteria (the actual measure of job performance)
how would you measure how honest your boyfriend is? The point is, it is hard to measure-- indirect evidence Example- a teachers can be evaluated through research, teaching and citizenship (TC) but journals may be bad, people lie etc (OC) |
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Criterion Deficiency
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when actual criterion is missing information that is part of the behavior one is trying to measure (what is not being captured, a person may be smart but are not good at tests)
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Criterion Relevance
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what you are doing right, capturing the whole idea
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Criterion Contamination
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includes information unrelated to the behavior one is trying to measure (things that are contaminating intellectual growth, cheating or easy classes)
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What is job performance?
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actions or behaviors relevant to the organizations goals, measured in terms of each individual proficiency
performance is not effectiveness performance is not productivity |
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Campbells Model/Determinants of Job Performance
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declarative knowledge- how much you know, understanding what is required to perform a task
- procedural knowledge and skills- skills you have, and knowing how to perform a job or task, often developed through practice and experience motivation |
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Adaptive performance
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flexibility and ability to adapt to changing circumstances (technology)
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Task Performance
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when people perform activities that are apart of the job
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Contextual Performance
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things you do to help a company, going above and beyond what is expected
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Case of organizational citizenship behaviors OCBS- staying late
Three categories of OCBs |
1.Personal support- altruism (helpful behaviors directed toward individuals or groups of the organization), helping, and cooperating with others (getting someones coffee)
2.Organizational Support- generalized compliance (loyalty, not bad mouthing company) 3.Conscientious Initiative – finding more work when own task is finished |
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Performance Constraints
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- Counterproductive Work Behaviors (CWP)
- Toward the Organization- sloppy work, being late - Toward the Individuals- gossip, sexual harassment Best way to deal with CWPs is to select conscientious and agreeable employees |
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Job Analysis
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a process that determines the essence of collection of tasks falling into the scope of a job title – NOT PERFORMANCE APPRAISAL
nothing to do with job performance has to do with understanding the job important to be legal, practical with employee selection, training etc |
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Sources of Job Information – pg 188
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Subject Matter Experts (SMEs)- employee (incumbent) who provides information about a job in a job analysis interview or survey
sometimes people want to make their job look more difficult they attempt to provide answers that they think the job analysis wants jubincumbents (knows small details) supervisors ( has wide perspective) O-Net Website, describes jobs online |
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Method of Job Analysis
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direct observation (hindsight bias)
O Net Interviews- critical incidents (when SMEs are asked to identity a time they did a performance or behavior that might of led to success or failure) – examples of behavior that may appear “critical” in determining whether performance would be good, average, poor Questionnaires and Inventories – rate performances of KSAOs Work Diaries- workers are asked to keep a log of their activities Electric performance monitoring (keyboard speed, call timer, video camera) future Cognitive task analysis- methods of decomposing job and task performance Think- Aloud protocall- investigate people who have sucessful performance |
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Task Oriented
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the work that is performed on
jobs expressed in terms of tasks performed inspecting |
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Work Oriented
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concentrates on attributes for the worker necessary to accomplish the tasks
jobs expressed in terms of KSAOs (knowledge skills and ability) and personal character visual acuity |
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Position Analysis Questionnaire (PAQ)
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big part of IO (you cant always go observe places)
Format – under 200 questions Procedure- people read it to workers Plus- General, Minus- too general sometimes- has high reading level Most standardized, cheap and quick |
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Work Profiling System
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PC based
3 interrelated databases work task performed human attributes linked to work tasks |
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Job Element Inventory (JEI)
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Job components Inventory
Task Analysis Personalized questionnaire |
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Cognitive Task Analysis
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(talk while doing)
think outloud |
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Contextual Analysis
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interpersonal relationships
physical work |
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New Trends in Job Analysis
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Competency Modeling- big things that the organization wants every member to have
KSAOs tied into the org's mission statement more general and universal more emphasis on context more software packages |
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Job Evaluation
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use job analysis information and determine job evaluation to figure ot how much people get paid
jobs get paid, not people determine relative merit of jobs/ worth of job |
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Two Factors of Wage
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1.External Equity- fairness in wages in comparison with other companies
2.Internal Equity- fairness of wages within an organization - job evaluation- compare jobs within a company -both are just as important |
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Methods of Job Performance
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Differ on Level of specificity
1.Ranking 2.Classification 3.Point System- compensate job factors- anything the company is willing to put money to 1.MA 8 BA 4 HS0 Noisy Environment 4 Quiet 0 |
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Comparable Worth
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notion that people who are performing jobs of comparable worth to the organization ( or society) should receive comparable pay
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Organizational Uses of Performance ratings
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personnel training
wage and salary administration placement promotion, discharge personnel research feedback |
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Employee uses of performance ratings
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Decisions- career, motivation
Attachment to organization |
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Personnel Measures
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info in employees personnel folders (absenteeism, accidents)
plus = objective minus= facotrs beyond employees control, rarely tells whole story. Not entirely objective |
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Judgemental Data
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one persons opinion about work performance or another
most commonly used very rich info can apply to most jobs (+) very subjective, sensitive to bias (-) hands on performance measures- walk through testing Electronic performance monitoring Judgmental vs Objective ( not a strong relationship) Heneman (1986) . 20 Bommer et al. (1995) .39 – they are measuring different things |
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Rating Formats- Task Based ratings
Employee Comparison Methods Rank Order |
easy to do
difference between people may be huge, but its hard to tell paired comparision- compare every employee with every other employee may have bias over employees based on other people, not on job Forced Distribution (Must rate 10% terrible or 25%- good excellent, poor, average, and bottom % must be fired people you fire might be better than you hire |
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Good Scale Characteristics
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dimension/ task should be behaviorally identified
Response categories should be defined (what is “good” behavior easy to tell what the rater intended |
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Critical Incidents Method
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behaviors for jobs written down and check whether or not employee does it
weighted checklist negative- hard to rate which incidents are bad- not all incidents put down, |
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Behavioral Anchored Rating Scales (BARS)
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suppose to be the best
go through process of observed behavior and then put in order from best to worst actions |
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Factors Influencing Ratings- Errors in Judgement
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Leniency (raters who are easy in ratings) and Severity (when raters are harsh in ratings)
Central Tendency- when raters put the majority of workers on the center of the scale Halo- when raters put the same ratings to employes |
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Factors Influencing Performance Appraisals
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ontrast between employees
race- raters give raters of their own race higher ratings (not high) gender- no consistent gender effects but it varies people try to be fair but tend to be pro male age- younger workers are rated higher- have more energy, fresh purpose- overwhelming skew! Administrative purposes get higher ratings if employees lives are impacted! |
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Ways of improving Ratings
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improve rating formats
training increase rater motivation increase number and types of raters |
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Rater Error Training/Psychometric Training-
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does not work, everyone is doing good
can lead to decreased rating accuracy |
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Frame of reference Training
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ncrease peoples frame of reference
greatest increase in rating accuracy |
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Behavioral Observation Training
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good for behavioral accuracy
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Rater Motivation
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manager nor rating a person on how well they are doing at work, but rather how best they can manage you
new focus (less than 20 days) raters often unwilling to give accurate ratings negative outcomes no organizational rewards reflect raters performance Solutions- try to have raters be accounted to the boss – do not want to be seen as bad management- give a cap |
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360 degrees feedback potential sources
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everyone around you is rating you-- agreement between all sources are minimal
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Feedback to Employees
Purposes |
information
goal setting (motivation) Credibility- how real the feedback is power – to do performance appraisal acceptance- employee has to accept the feedback feedback should be separate from administrative decisions avoid “destructive criticism”- hurt employees motivation |
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high power boss
low power boss- |
do what you are told
low power boss- people dont see boss as high power (US) |
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Tolerance for uncertainty
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– when people dance around the subject
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Assessing Predictor usefulness
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predictor validity (criterion validity)
Selection Ratio # of positions divided by # of job applicants (10/10,000 is more useful to have a predictor rather than 10/50) |
