Chapter 4: Job analysis and performance

Campbells model of job performance - 3 determinants

3 determinants of job performance 1.) Declarative Knowledge (DK) : Understanding what is required to perform a task; knowing information about a job or task 2.) Procedural Knowledge and Skill (PKS) : Knowing how to perform a job or task; often developed through practice and experience 3.) Motivation(M):● : Concerns the conditions responsible for variations in intensity, persistence, quality, and direction of ongoing behavior - variables in chapter 3 (ability, personality, interest) have an indirect effect on performance by changing the levels of DK, PKS and M ex incentives for performance will affect M

Campbells model of job performance - 8 performance components

● Although all performance components are not found in every job. Campbell believes that three components- core task proficiency, demonstrating effort, and maintaining personal discipline - are essential at some level of every job. ● Performance components: Components that may appear in different jobs and result from the determinants of performance. There are 8 performance components, some or all can be found in every job. See list of performance components on page 159 of textbook - job specific task proficiency: non-job specific task proficicenct written or oral communication task prof demonstrating effort: consistency of an individuals effor maintaining personal discipline: avoids negative behavior such as excessive abseentism, alcohol,.. facilitating peer and team performance supervision/leadership: proficiency at influencing the performance of subordinates through interpersonal management/administration: behavior directed at articulating for the unit, organizing people and resources, monitoring progress,..

Competency modeling

● Identifies characteristics desired across all individuals & jobs within an organization; these characterics should predict behavior across a wide variety of tasks and setting, and provide the organization with a set of core characteristics that distinguish it from other organizations... connects individuals with organizational viability and profitability.... Natural extension of job analysis logic, rather than replacement

Know how job analysis is done and the general steps in performing a job analysis

● Job analysis done: observation, Interviews (Incumbent, Supervisor),Critical incidents & work diaries, Questionnaires/surveys, Performing the job ● Cognitive Tasks Analysis: Methods for decomposing jobs and task performance into discrete, measurable units with special emphasis on eliciting mental process and knowledge content ● Think-aloud Protocol: Approach that investigates thought processes of experts who achieve high level performance

O*Net

● O*Net ( Occupational Information Network): collection of database that contains information on experience requirements, work content, typical tasks and duties, wage expectations, requisite abilities, and basic skills. Collection of data in O*Net: work requirements(basic skills, cross-functional skills, knowledge and education), experience requirements(training, experience, licensure), Occupation-Specific requirements(generalized work activities, work context and org context), Occupational Characteristic (labor market,information, occupational outlook and wages), Work Characterics (Occupational knowledge, occupational skills, tasks, duties, machines, tools and equipment)

Different types of performance measures that we sue in the field

● Objective Performance Measure: Quantitative count of the results of work such as sales volume, complaint letters and output ● Judgmental Measures: Evaluation of the effectiveness of an individuals work (most often made by supervisors like evaluations) ● Personnel Measures: Typically kept in personnel file (ex. Absences, accidents, etc.)

What are the extensions of the basic performance model (what are our three big buckets of performance behaviors?), including adaptive performance, expert performance

● Task Performance, Contextual Performance/ Organizational Citizenship (basic extensions) ● Task Performance (doing what is expected): Requirements vary from job to job, Individual differences tied to abilities and knowledge, activities part of job description ● Contextual Performance/OCB (Goes beyond what is expected): Common to most jobs, individual differences tied to personality, activities not part of job, supports organizational environment - Altruism: Helpful behaviors directed toward individuals or groups within the organization - Generalized Compliance: Behavior that is helpful to broader organization ● Adaptive performance: performance that includes flexibility and the ability to adapt to changing circumstance ● Expert performance: performance exhibited by those who have been practicing for at least 10 years and have spent an average of 4 hours per day in deliberate practice

Criterion deficiency and contamination

● Ultimate (theoretical) criterion: the ideal measure of all relevant aspects of job performance ● Actual Criterion: Actual measure of job performance obtained ● The differences between ultimate criterion and actual criterion represent imperfections in measurement - Deficiency and contamination ● Criterion Deficiency: A situation that occurs when an actual criterion is missing information that is part of the behavior one is trying to measure. ● Criterion Contamination: When actual criterion includes information unrelated to the behavior one is trying to measure

Different types of job analysis and different users for job analysis

● Uses: Performance Assessment, Training, Selection, Recruitment, Promotion, Job Description, Workforce Reduction, Compensation ● Types: ● Task-oriented job analysis: begins with statement of actual tasks and what is accomplished by those tasks ● Worker-oriented job analysis: Focuses on attributes of the worker necessary to accomplish tasks ● KSAOs: Knowledge, Skills, Abilities, Other characteristics ● Knowledge: Collection of discrete, related facts & information about a particular domain ● Skills: Practiced act (ex. Computer or interpersonal skills) ● Abilities: Stable capacity to engage in a specific behavior Other characteristics: Interests, personality, etc. Job analysis methods are broken down into two different but related approaches: a task related approach and a worker-oriented approach. Whichever approach is initially selected the next stop in a job analysis is to identify the KSAos that an incumbent needs for performining the tasks or executing the human behavior described in the job analysis - SME- employee (incumbent) who provides information about a job in a job analysis or survery