Lecture 9 Flashcards
What are the reasons for measuring job performance?
- Decision-making about individuals
- Organisational planning
- For the profession: Legal requirements
- Feedback
- Evaluate procedures or changes
Why is decision-making about individuals an important reason for measuring job performance?
o Promotion, bonuses & prizes, probationary periods
o Retention, termination, layoffs
Why is organisational planning an important reason for measuring job performance?
o Benchmarking performance
o Identify development needs
o Assist in goal identification
Why is legal requirements (for the profession) an important reason for measuring job performance?
o In some occupations, legal requirements for a certain level of performance
o Legal defensibility for hiring/termination decisions
Why is feedback an important reason for measuring job performance?
o Individual/team/organisation
Why is the evaluation of procedures or changes an important reason for measuring job performance?
o Whether the selection process worked
o Whether the training worked
o Whether other changes (e.g. work design, management restructure) worked
What are the two major assessment approaches for measuring job performance?
- Subjective measures
- Objective measures
What are some examples of subjective measures for measuring job performance?
o Ratings from self, peers, supervisor, clients, 360
♣ Graphic rating scales
♣ Behaviourally anchored rating scales (BARS)
♣ Behavioural observation scale
♣ Checklists
♣ Narratives
What are some examples of objective measures for measuring job performance?
o Production counts (e.g. number of bricks laid)
o Biodata: absenteeism
Based on Harris & Schaubroeck (1988), how much might self-ratings of job performance different from other ratings?
o Self-ratings may differ from others:
♣ Peer/supervisor = .62
♣ Self-supervisor = .35; self/peer = .36
Based on Conway & Huffcutt (1997), what is the reliability of ratings of job performance from supervisors, peers and subordinates?
o Reliability is highest for supervisor (.50), then peers (.37), then subordinates (.30)
Based on Conway & Huffcutt (1997), what is the correlation between sources of job performance ratings?
o Correlations between sources are low
♣ Self-supervisor = .22
♣ Self/peer = .19
♣ Supervisor/peer = .34
What types of jobs are both reliability and source agreement of job performance higher for?
o Both reliability and source agreement is higher for LOW complexity, NON-managerial jobs
What are the 6 sources of error in rating scale data?
- Social desirability (faking)
- Leniency/severity errors
- “Halo effect” and “horns effect”
- Recency effects
- Causal attribution errors
o Effort > ability
o Actor-observer bias - Personal biases
What are task performance and contextual performance?
o Task performance
♣ Activities that contribute to an organisation’s technical core
♣ Tasks are required by formal job role
o Contextual performance
♣ Activities that contribute to the social and psychological core of the organisation
♣ Tasks are discretionary (and may not be explicitly stated)
What are the correlations of task performance with personality?
♣ Lower correlations with personality • Inspecting, testing, and detecting problems with equipment • Performing routine maintenance • Using technical documentation • Planning and organising work
What are the correlations of contextual performance with personality?
♣ Higher correlations with personality • Follow instructions when supervisors are not present • Cooperate with others in the team • Volunteer for additional duty • Avoid unauthorised shortcuts
What are the problems with “objective” data?
- Production counts are sometimes not possible
o E.g. a nanny - Production counts cannot always take quality into account
- Production is dependent on situational variables as well as what the worker does
o E.g. number of customers served
What are the two parts of performance appraisal?
o Performance assessment
o Performance feedback
What are the 8 feedback principles of performance appraisal?
- Descriptive (not evaluative)
- Specific (not general)
- Appropriate (considers needs of employer, worker and situation)
- Directed towards changeable behaviours
- Well-timed (immediate is better)
- Honest (not manipulative, self-serving)
- Understood by both parties
- Pro-active (specific directions for change)
What is job satisfaction?
o Job satisfaction: The positive and negative feelings and attitudes about one’s job
What are the two types of measures for job satisfaction?
o Global measures
o Specific measures
What are some examples of the specific measures that are used for job satisfaction?
♣ Minnesota Satisfaction Questionnaire (20 facets)
♣ Job Descriptive Index (JDI) (5 facets)
What are the 5 facets of the Job Descriptive Index (JDI)?
- Job
- Supervision
- Pay
- Promotions
- Co-workers
