Southwest University Case Study Methods for Developing Formal Job Descriptions Please answer each with 750 words per questions before adding references, pl

Southwest University Case Study Methods for Developing Formal Job Descriptions Please answer each with 750 words per questions before adding references, please use 4 scholarly references Case Study: Read Case 3-3 in your text on job descriptions. Obtain your job description from position or a copy of a job description.Obtain the Mission statement from the unit or organization of the job description. Page 84 1.Revise the job description to align with the unit’s or organizational priorities.Please research all that is involved in a detailed job description. Please provide detail for each section. 2.What are your methods for developing formal job descriptions? Please discuss each in detail. Support with scholarly sources. Please answer each with 750 words per questions before adding references, please use 4
scholarly references
Case Study: Read Case 3-3 in your text on job descriptions. Obtain your job description from
position or a copy of a job description. Obtain the Mission statement from the unit or
organization of the job description. Page 84
1.Revise the job description to align with the unit’s or organizational priorities. Please research
all that is involved in a detailed job description. Please provide detail for each section.
2.What are your methods for developing formal job descriptions? Please discuss each in detail.
Support with scholarly sources.
Chapter 2
Performance Management Process
H
I
G
G
In theory, the Performance Review process can be thought of
S
as a positive interaction between
a “coach” and an employee,
,
working together to achieve maximum performance.
In reality, it’s more like finding a dead squirrel in your
backyard and realizing A
the best solution is to fling it onto
your neighbor’s roof.
N
—SCOTT ADAMS (THE DILBERT PRINCIPLE)
G
E
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LEARNING OBJECTIVES
By the end of this chapter, you will beAable to do the following:

Understand that performance management is an ongoing process that includes the
interrelated components of prerequisites,
performance planning, performance
1
execution, performance assessment, performance review, and performance
1
renewal and recontracting.
Conduct a job analysis to determine
0 the job duties, knowledge, skills, and abilities
(KSAs), and working conditions of a particular job.
8
Write a job description that incorporates the KSAs of the job and information on
the organization and unit mission T
and strategic goals.
S
Understand that the poor implementation
of any of the performance management
process components has a negative impact on the system as a whole.
Understand that a dysfunctional or disrupted link between any two of the
performance management process components has a negative impact on the
system as a whole.
Understand important prerequisites needed before a performance management
system is implemented, including knowledge of the organization’s mission and
strategic goals and knowledge of the job in question.
37
Performance Management, Third Edition, by Herman Aguinis. Published by Prentice Hall. Copyright © 2013 by Pearson Education, Inc.
38
Part I • Strategic and General Considerations

Distinguish results from behaviors, and understand the need to consider both in
performance management systems.
Describe the employee’s role in performance execution, and distinguish areas over
which the employee has primary responsibility from areas over which the manager
has primary responsibility.
Understand the employee’s and the manager’s responsibility in the performance
assessment phase.
Understand that the appraisal meeting involves the past, the present, and the future.
Understand the similarities between performance planning and performance
renewal and recontracting.
H
Create results- and behavior-oriented performance standards.
I
As described in Chapter 1, performance
G management is an ongoing process.
Performance management does not take place just once a year. Performance manageG components.1 These components are
ment is a continuous process including several
closely related to each other, and the poor implementation
of any of them has a negative
S
impact on the performance management system as a whole. The components in the performance management process are shown, in Figure 2.1. This chapter provides a brief
description of each of these components. Subsequent chapters address each of the
components in greater detail. Let’s start with the prerequisites.
A
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2.1 PREREQUISITES
G
There are two important prerequisites that are required before a performance manageE of the organization’s mission and strategic
ment system is implemented: (1) knowledge
goals and (2) knowledge of the job in question.2 As described in detail in Chapter 3,
L
knowledge of the organization’s mission and strategic goals is a result of strategic planA3, the strategic planning process may take
ning (as also discussed in detail in Chapter
place after the mission and vision statements are created; thus, there is a constant interplay between mission and vision and strategic planning). Strategic planning allows an
1 reason for existing, where it wants to be in
organization to clearly define its purpose or
the future, the goals it wants to achieve, 1
and the strategies it will use to attain these
goals. Once the goals for the entire organization have been established, similar goals
0 objectives to support the organization’s
cascade downward, with departments setting
overall mission and objectives. The cascading
continues downward until each
8
employee has a set of goals compatible with those of the organization.
T many organizational units are not in tune
Unfortunately, it is often the case that
with the organization’s strategic direction. However,
there seems to be a trend in the posS
itive direction. For example, a study including public sector organizations in
Queensland, Australia, showed a fairly high level of strategic integration of the human
resources (HR) function. Specifically, approximately 80% of the organizations that
participated in the study were categorized as having achieved the highest level of strategic integration. This level is characterized by a dynamic and multifaceted linkage based
on an “integrative relationship between people management and strategic management
process.”3 Recall that an important objective of any performance management system is
to enhance each employee’s contribution to the goals of the organization. If there is a lack
Performance Management, Third Edition, by Herman Aguinis. Published by Prentice Hall. Copyright © 2013 by Pearson Education, Inc.
Chapter 2 • Performance Management Process
Prerequisites
Performance
Planning
Performance
Execution
Performance
Assessment
Performance
Review
Performance
Renewal &
Recontracting
H
I
G
G
S
,
A
N
G
E
L
A
1
1
0
8
T
S
FIGURE 2.1 Performance Management Process
of clarity regarding where the organization wants to go, or if the relationship between
the organization’s mission and strategies and the unit’s mission and strategies is not
clear, there will be a lack of clarity regarding what each employee needs to do and
achieve to help the organization get there.
Performance Management, Third Edition, by Herman Aguinis. Published by Prentice Hall. Copyright © 2013 by Pearson Education, Inc.
39
40
Part I • Strategic and General Considerations
The second important prerequisite before a performance management system is
implemented is to understand the job in question. This is done through job analysis. Job
analysis is a process of determining the key components of a particular job, including activities, tasks, products, services, and processes. A job analysis is a fundamental prerequisite of
any performance management system. Without a job analysis, it is difficult to understand
what constitutes the required duties for a particular job. If we don’t know what an
employee is supposed to do on the job, we won’t know what needs to be evaluated and
how to do so.
As a result of a job analysis, we obtain information regarding the tasks carried out
and the knowledge, skills, and abilities (KSAs) required of a particular job. Knowledge
includes having the information neededHto perform the work, but not necessarily
having done it. Skills refer to required attributes that are usually acquired by having
done the work in the past. Ability refers toI having the physical, emotional, intellectual,
and psychological aptitude to perform theGwork, but neither having done the job nor
having been trained to do the work is required.4
The tasks and KSAs needed for theG
various jobs are typically presented in the
form of a job description, which summarizes
the job duties, needed KSAs, and
S
working conditions for a particular job. As an illustration, see the box “Job
,
Description for Trailer Truck Driver.” This job description includes information
about what tasks are performed (e.g., operation of a specific type of truck). It also
includes information about the needed knowledge (e.g., manifests, bills of lading),
A
skills (e.g., keeping the truck and trailer under control, particularly in difficult
N
weather conditions), and abilities (e.g., physical
and spatial abilities needed to turn
narrow corners).
G
Job analysis can be conducted using observation, off-the-shelf questionnaires, or
E
interviews. Data are collected from job incumbents
(i.e., those doing the job at present) and their supervisors. Alternatively,Lif the job is yet to be created, data can be
gathered from the individual(s) responsible for creating the new position and those
who will supervise individuals in the newAposition. Observation methods include job
analysts watching incumbents do the job, or even trying to do the work themselves,
and then producing a description of what they have observed. This method can be
1 not be able to distinguish important from
subject to biases because job analysts may
unimportant tasks. Such analysis may not
1 be suitable for many jobs. For example, a
job analyst could not do the work of a police officer for safety reasons or the work of
0
a software programmer for the lack of knowledge and skills to do the work. Off-theshelf methods involve distributing questionnaires,
including a common list of tasks
8
or KSAs, and asking individuals to fill them out, indicating the extent to which each
T
task or KSA is required for a particular job in question. These generic off-the-shelf
tools can be practical, but they might notScapture the nuances and idiosyncrasies of
jobs out of the mainstream.
Interviews are a very popular job analysis method. During a job analysis interview, the job analyst asks the interviewee to describe what he or she does (or what individuals in the position do) during a typical day at the job from start to finish (i.e., in
chronological order). Alternatively, the job analyst can ask the interviewee to describe
the major duties involved in the job and then ask him or her to break down these duties
into specific tasks. Once a list of tasks has been compiled, all incumbents should have
Performance Management, Third Edition, by Herman Aguinis. Published by Prentice Hall. Copyright © 2013 by Pearson Education, Inc.
Chapter 2 • Performance Management Process
BOX 2.1
Job Description for Trailer Truck Driver: Civilian Personnel Management
Service, U.S. Department of Defense
Operates gasoline- or diesel-powered truck or truck tractor equipped with two or more driving
wheels and with four or more forward speed transmissions, which may include two or more gear
ranges. These vehicles are coupled to a trailer or semitrailer by use of a turntable (fifth wheel) or
pintle (pivot) hook. Drives over public roads to transport materials, merchandise, or equipment.
Performs difficult driving tasks such as backing truck to loading platform, turning narrow corners,
negotiating narrow passageways, and keeping truck and trailer under control, particularly on wet
H truck. May also handle manifest, bills of
or icy highways. May assist in loading and unloading
lading, expense accounts, and other papers pertinent
I to the shipment.
G
Grate each task in terms of frequency and
an opportunity to review the information and
criticality. The frequency and criticality scalesSmay be the following:5
,
Frequency
0: not performed
1: every few months to yearly
2: every few weeks to monthly
3: every few days to weekly
4: every few hours to daily
5: hourly to many times each hour
Criticality
A 0: not critical
1: low level of criticality
N 2: below average level of criticality
G 3: average level of criticality
E 4: above average level of criticality
L 5: extremely critical
A
Rating both frequency and criticality is necessary because some tasks may be
performed regularly (e.g., making coffee several times a day) but may not be very
critical. The job analyst can then multiply the1frequency scores by the criticality scores
to obtain an overall score for each task. So, if1making coffee receives a frequency score
of 4 (i.e., “every few hours to daily”) and a criticality score of 0 (i.e., “not critical”), the
0
overall score would be 4 × 0 = 0. Considering frequency scores alone would have given
us the wrong impression that making coffee is
8 a task that deserved a prominent role in
the job description. Overall scores for all tasks can be ranked from highest to lowest to
T
obtain a final list of tasks.
S are available on the Internet. These
Numerous job analysis questionnaires
questionnaires, which can be administered online, with a paper survey or in interview
format, can be used for a variety of positions. For example, the state of Delaware uses a
job analysis questionnaire available at http://www.delawarepersonnel.com/class/
forms/jaq/jaq.shtml or http://www.delawarepersonnel.com/class/forms/jaq/jaq
.htm. This questionnaire includes 18 multiple-choice job content questions. Job content
information is assessed through three factors: (1) knowledge and skills, (2) problem
solving, and (3) accountability and end results. As a second example, the city of
Performance Management, Third Edition, by Herman Aguinis. Published by Prentice Hall. Copyright © 2013 by Pearson Education, Inc.
41
42
Part I • Strategic and General Considerations
Alexandria, Virginia, uses a job analysis questionnaire available at http://alexandriava
.gov/class_comp/job_analysis.html. This instrument does not include multiple-choice
questions. Instead, employees answer more general questions about their jobs together
with the allocation of the percentage of time employees spend performing each duty.
In addition, respondents are encouraged to attach forms, work schedules, reports,
memoranda, and other materials that may help explain the responses provided.
Conducting a Google search for the phrase “job analysis questionnaire” leads to several
other instruments. Be aware that some of these instruments may have been created for
specific types of jobs and industries (e.g., service jobs, nonsupervisory jobs). Make sure
you check the suitability of the instrument before using it in a different organizational
context. Combining items and formats from
Hvarious instruments already available may
be the most effective way to proceed.
I analysis is rater training. In other words,
An important component of a good job
there are several biases that can affect the
Gaccuracy of the information provided by
individuals regarding KSAs needed for a job.6 Consider the following biasing factors:
G
1. Self-serving bias: This bias leads people to report that their own behaviors and
S
personality traits are more needed for successful job performance compared to
, This is because people tend to attribute
behaviors and personality traits of others.
success to themselves and failure to external causes (i.e., factors outside of their
control).
2. Social projection and false consensusAbias: Social projection bias leads people to
believe that others behave similarly toNthemselves and, hence, lead people to think
about themselves when reporting KSAs for their job instead of people in general.
Git leads people to believe that others share
False consensus bias is similar in that
the same beliefs and attitudes as themselves.
E
Taken together, self-serving, social projection,
and false consensus biases affect
L
job analysis ratings because they lead people to believe that their own KSAs are those
A
driving success on their jobs. So, these lead to an exaggerated view regarding the KSAs
needed—and this exaggeration is based on precisely the KSAs that job incumbents
have.
1
How do we address these biases? A recent experimental study involving two
1 support assistants and 95 supervisors
independent samples of 96 administrative
working for a large city government implemented
a successful Web-based training
0
program that succeeded in mitigating these biases.7 Specifically, across the five job
8 who did not participate in the Web-based
characteristics rated in that study, individuals
training program were 62% (administrative
T support assistants) and 68% (supervisors)
more likely to provide a higher rating than if the same individual provided the job
analysis ratings after participating in theS
training program. The Web-based training
program, which takes about 15 minutes to administer, provides a common frame of
reference for all raters and includes the following five steps:
1.
2.
3.
4.
5.
provide raters with a definition of each rating dimension
define the scale anchors
describe what behaviors were indicative of each dimension
allow raters to practice their rating skills, and
provide feedback on the practice
Performance Management, Third Edition, by Herman Aguinis. Published by Prentice Hall. Copyright © 2013 by Pearson Education, Inc.
Chapter 2 • Performance Management Process
The information obtained from a job analysis is used for writing a job description.
Writing a job description may seem like a daunting task; however, it does not have to be
difficult. Generic job descriptions can be obtained from the Occupational Informational
Network (O*NET) (http://online.onetcenter.org/find/). O*NET is a comprehensive
database of worker attributes and job characteristics that provides a common language
for defining and describing occupations. The descriptions available via O*NET can
serve as a foundation for a job description. O*NET descriptions can be easily adapted
and changed to accommodate specific local characteristics. For example, see O*NET’s
generic description for truck drivers in the box “Summary Report for Tractor-Trailer
Truck Drivers” (from O*NET). First, the summary description can be checked for accuracy and relevance by supervisors. Then, theHlist of KSAs provided by O*NET can be
readily rated by incumbents (and additional KSAs may be added if needed).
I for small businesses because, for most of
O*NET can also be a very useful resource
them, conducting a job analysis may not be feasible
simply because there are not suffiG
cient numbers of people from whom to collect data. In addition, O*NET can be used
Gare created. One thing needs to be clear,
when organizations expand and new positions
however: jobs change. Thus, job descriptions must
S be checked for accuracy and updated
as needed.
,
Job descriptions are a key prerequisite for any performance management
system because they provide the criteria (i.e., yardsticks) that will be used in measuring performance. Such criteria may concern behaviors (i.e., how to perform) or
A
results (i.e., what outcomes should result from performance). In our truck driver
N the skill “equipment maintenance.”
example, a behavioral criterion could involve
For example, a supervisor may rate the extent
G to which the employee “performs
routine maintenance on equipment and determines when and what kind of maintenance is needed.” Regarding results, theseEcriteria usually fall into one of the fol8
lowing categories: (1) quality, (2) quantity, (3)
L cost-effectiveness, and (4) timeliness.
In the truck driver example, results-oriented criteria can include number of acciA
dents (i.e., quality) and amount of load transported
over a specific period of time
(i.e., quantity).
Some organizations are becoming aware of the importance of considering pre1 management system. Take the case of
requisites before implementing a performance
Deaconess Hospital in Oklahoma City, Oklahoma,
which includes a workforce of
1
650 physicians and a total of 1,400 employees (http://www.deaconessokc.org/).
0
Deaconess Hospital has been able to effectively integrate employees’ job descriptions
within their performance management system.
8 The need for this integration was re…
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