Week 4 - Jobs Flashcards
(45 cards)
1
Q
define job anaylsis
A
A systematic process of identifying the component tasks, responsibilities, and outcomes of jobs, and the knowledge skills and abilities required to perform it successfully.
2
Q
what are the 5 step cycle of job anaylsis
A
job anyalsis recruiment selection development performance apprasial
3
Q
what is the first step to conduct a job analysis
A
step 1: identify tasks performed
step 2: write task statements
step 3: determine essential KSAOs
4
Q
what is KSAOs
A
Knowledge
Skill
ABility
Other Characterstic
5
Q
describe Knowledge (KSAOs)
A
A body of information needed to perform a task
6
Q
describe Skill (KSAOs)
A
The proficiency to perform a certain task
7
Q
describe Ability (KSAOs)
A
A basic capacity for performing a wide range if different tasks, acquiring a knowledge, or developing a skill
8
Q
describe Other charactersitcs (KSAOs)
A
Personal factors such as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience
9
Q
What are some reasons for jbo analysis
A
- New position needs to be created.
- Old job has become unproductive.
- Better define the role of the employee.
- Management demand for revision.
- To develop nondiscriminatory standards – meeting EEO obligations.
10
Q
why describe jobs?
A
- helps determine criteria
- helps recruiters determine suitable applicants
avoid: - conflict
- ambiguity
- overload
11
Q
7 reasons of usefulness of job analysis in selection
A
- Content and Synthetic Validity
- Writing Job Descriptions
- Choosing Selection Tests
- Basis for a Structured Interview
- Classification of General Recruits
- Expanding the Potential Applicant Pool
- Defending Selection Methods and Decisions.
12
Q
what are the two types of validation
A
- content
- synthetic
13
Q
what is the basis for a structured interview
A
- Structured interviews based on JA are more valid and reliable
- Interviewer can concentrate on KSAOs rather than a personal impression
- gives better results
- restricts potential discrimination claims
- JA helps match employees with tasks suited to their KSAOs.
14
Q
what are the benefits of basing selection on JA
A
- expand the pool of potential applicants
- defenf selection methods and criteria
15
Q
what is the position analyis questionnaire
A
- 195 items – 187 are work activates and situations.
- Six sections
1- Information input
2- Mental processes
3- Work output
4- Relationships with other persons
5- Job context
6- Other job characteristics
16
Q
what is criticla incident technique
A
Critical incident: event that actually happens in performing the job.
- “Critical” because success or failure is the difference between effective and ineffective performance.
- Job “experts”, e.g., incumbents, supervisors used to develop critical incidents
17
Q
what is the position analyis questionnaire 2
A
Six types of scales: 1- Extent of use 2- Importance to the job 3- Amount of time 4- Possibility of occurrence 5- Applicability 6- Special Code - Administered by trained analyst - Computer scored. - Scores link with DAT cut-offs
18
Q
what should good critical incidents be?
A
Good critical incidents should:
- Be specific
- Focus on observable behaviours
- Describe context
- Indicate consequences of behaviour.
- Sort incidents by “theme”
- Label each theme.
- Drop critical incidents with low agreement as to which theme it belongs to.
19
Q
what are task Analysis and Comprehensive Occupational Data Analysis Programs
A
- Descriptive of tasks performed
- Importance and/or frequency of tasks is rated.
- Create task inventory for similar jobs on the basis of one job, where jobs are rated on importance and frequency of the tasks.
- CODAPs: computer programs designed to analyse and report on the result of task analysis inventories.
20
Q
what are mental workload assessments
A
- Mental resources available to the person vs. mental workload demanded by the situation.
- Methods
1- Primary task method
2- Secondary task method
3- Subjective ratings
4- Physiological
21
Q
what is competency profiling
A
Identifying the competencies required…
- In an organisation
- For a specific job
- For a task within a job
- Of a specific employee
22
Q
define competencies
A
behaviours needed to be able to carry out a specific task successfully.
23
Q
what are techqniues to competency profiling
A
- Psychometric testing
- Assessment centres
- Employee interviews/focus groups
- Competencies should be described
24
Q
what is functional job analysis
A
- Tasks are the fundamental units of work
- Task = actions (verbs) + outcome
- Actions are in relation to:
1- Data (information and ideas)
2- People (clients, customers, co-workers)
3- Things (machines, equipment)
25
define Performance Appraisal/ Review
- Identifies, evaluates and develops employee performance to meet employee and organisational goals
- Happens every day
26
define performance management
- Set expectations, performance measures and feedback processes
- A plan to maintain and develop performance improvement and behavioural change
27
what are the 3 components of performance managment
1- Definition of performance
2- Actual measurement process
3- Communication between supervisor & subordinate about individual behavior & organ. expectations
28
reviewing peformance involves what 2 processes
1- observation
| 2- judgment
29
what do performance management systems emphasise negativley
- ratings systems
- sources of error
- problems of the reliability in performance observations and measurement
30
what is the purpose of performance management systems
- Basis for employment decisions
- Provide an opportunity to review performance
- Criteria in HR Research (i.e., test validation)
- Serve as predictors (e.g., when used to make promotional decisions)
- When behavioural - objectives for training programs
- Identification of good/poor performers and group level training needs
31
what are the three steps of the performance managment cycle ?
1- define and understand the job requirements and performance standards.
2- review performance by comparing the actual performance to the standards that were set (usually involving a rating form).
3- one or more feedback sessions where the performance and progress is discussed and plans are made for any development that is required.
32
how to enhance employee acceptance
- performance was evaluated frequently
- they felt their supervisors were familiar with their work performance
- felt they had an opportunity to express their own feelings during the interview
- new performance goals, based on the review, were set in the interview.
33
1st step of performance cycle
Planning - Start Year
- Agreed performance targets
- Agreed development plan
- Agreed review times
- Shared understanding of action plan
- Shared understanding of higher level strategies and plans
34
2nd step of performance cycle
Monitoring - during year
- Interim Reviews
- Coaching
- Regular Feedback
- Facilitating Learning
- Performance Improvement
35
3rd step of performance cycle
Review - end of year
- Self Assessment
- Formal Review and Feedback
- Identification of Training Needs
- Identification of Performance Improvement Actions
- Reward and Recognition
- Discussion of Aspirations & Opportunities
36
what are objective performance measures
directly define the goals of the organisation
37
what are subjective performance measures
depend upon human judgement and should be based on a careful analysis of the performance and behaviours critical to effective performance.
- relative rating system
- absloute rating system
38
define performance rating
Structural characteristics of performance rating scale
- Extent to which duty/characteristic being rated is behaviorally defined
- Extent to which meaning of response categories is defined
- Degree that person interpreting ratings can understand response that rater intended
39
3 types of performance rating
```
1- Trait ratings – a warning
2- Task-based ratings
Effectiveness of employee
in accomplishing duties
Most easily defended in court
3- Critical incidents method
Examples of critical behaviors that influence performance
```
40
what is the most common type of rating formats
- graphic rating scales
- graphically displays performance scores running from high to low
- often consists of criteria and standards
41
what are three types of rating formats
1- Checklist
- List of behaviors presented to rater who places a check next to items that best (or least) describe the ratee
2- Weighted checklist
Included items have assigned values or weights
3- Forced-Choice Format
Requires the rater to choose two statements out of four that could describe the ratee
42
what is behaviourally anchored rating scales (BARS)
Rating format that includes behavioral anchors describing what worker has done, or might be expected to do, in a particular duty area
43
what is employee comparison methods
1- Involve direct comparison of person with another
2- Simple ranking
- Employees ranked from top to bottom according to assessed proficiency – or banded.
3- Paired comparison
- Each employee in a group is compared with each other individual in the group
44
why is employee comparison methods useful?
1- Useful in making layoff or downsizing decisions
2- Feedback is difficult because there is no clear standard of performance
3- Difficulty in comparing individuals in different groups
45
who are the raters
- Manager/supervisor
- Peers
- Customers
- Self-rating
- Objective – e.g. sales
