Jobs Design Appraisal

8/8/2019 Jobs Design Appraisal

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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e

CHAPTER 6

Jobs, from Design to Appraisal


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What Is a Job?

Job a collection of tasks.

* Employment at will people are

hired and retained according to the will(or whim) of the employer.

Wrongful discharge someone fired

for illegal or improper reasons.

cont.cont.


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What Is a Job?

Plenty of work, but no jobs?

Will the latest, headline-grabbing

trends be the way of the future for

everyone?

What about the way for large

Japanese firms, lifetimeemployment?

cont.cont.


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What Is a Job?

What are the top five jobcharacteristics desired by Americanworkers?

Health insurance and benefits.

Interesting work.

Job security.

The chance to learn new skills.

Yearly vacations.


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Current Job Trends

Flexible work hours.

Telecommuting.

Computer usage. Self-management.

Educational

requirements.

* Outsourcing.


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Current Job Trends

* Downsizing Cutting staff and

reshaping an organization to reduce

the size of the workforce; firing people Reengineering redesigning the way

work is performed; often accompanied

by restructuring the formal

organization


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Career Management

* Technical and business

skills skills needed to

perform the tasks in a job

* Interpersonal skills - theability to communicate

and work cooperatively

with others

Reading, writing, andarithmetic skills.

Listening skills.

Problem-solving skills.


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Job Design

Job design the process of

defining the work that needs to be

done, dividing the work into jobs,

describing the jobs, and describingthe people capable of performing

the jobs.

Job analysis creating a list of

tasks that need to be performed in

order to complete a job.cont.cont.


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Job Design

Task variety the assortment ofskills a person needs in order toperform the tasks in a job.

Task identity how closely thework is related to a finishedproduct.

Task significance the effect

one persons work has on the workof others.

cont.cont.


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Job Design

Autonomy the freedom workershave to perform tasks and controltheir work.

Feedback the direct reception ofjob information.

Task interdependence the lackof barriers between departments or

tasks. CPOS model a job-design

model. cont.cont.


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Job Design

Cognitive demands the mental

requirements of the job.

Production responsibility for

expensive equipment and

increased productivity.

Operatorcontrol over timing,methods, and boundaries.

cont.cont.


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Job Design

Boundary control a workers

responsibility for primary and

secondary tasks needed to

complete work. Social interaction social

contacts and support involved in a

job.

Social contacts the quantity of

on-the-job interactions.cont.cont.


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Job Design

* Social support the quality of

on-the-job interactions.

Work effectiveness the

integration of tasks and jobs in

order to carry out the mission of the

company in meeting the needs ofthe customer.


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Specialization

Can compress

time.

Makes large jobs

possible. Decreases

training time.

Creates

expertise. Increases

efficiency.cont.cont.


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Specialization

Too much specialization can increase

boredom.

Job enlargement may counteractboredom by adding more tasks to a job

that are at the current difficulty level.

* Job enrichment may counteract

boredom by increasing workerinvolvement.


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* Job Description

A written outline of the tasks thatconstitute a job; a depiction of thejob.

Responsibilities duties carryingadded significance, to becompleted without guidance.

Duties the tasks in a job.

Tools and equipment; workingconditions.


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Job Specification

A written description of the type of

person able to perform a job;

describes aperson.

Experience.

Education.

Skills learned capabilities.

Abilities inherent aptitudes.


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The Interview

Styles of interviewing:

* Structured ordirective follows a

predetermined pattern.

Unstructured ornondirective attempts to avoid influencing the

interviewees remarks.

roup a committee does the

interview. Stress placing high level of tension or

abuse on the interviewee.


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The Interview

* Principal types of interviews1. Employment to observe applicants for

job openings

2. Appraisal to review an employees

performance3. Counseling to aid employees with

personal problems

4. Disciplinary to discuss an employees

substandard behavior or performance5. Grievance to discuss an employees

complaints


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The Investigator.

The Shopper.

The Adjudicator.

* The Talker.

The Skeptic.

Types of Interviewers


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Interviewing Guidelines

Plan ahead.

Know something about the

interviewee beforehand.

Be aware of your own biases.

Try to help the interviewee relax.

Dont do all the talking.

Practice good listening skills.

cont.cont.


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Interviewing Guidelines

Avoid questions that might lead to

biased answers.

Dont fight the clock.

Control the interview; keep on

track.

Never argue.

Look beyond the intervieweeswords.

Stay alert throughout the interview.


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Guidelines for Being

Interviewed Be prepared.

Be prompt.

Maintain correct appearance.

Bring something to do in case you

must wait.

Give complete, but brief, answers;dont ramble.

cont.cont.


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Guidelines for Being

Interviewed Listen carefully.

Dont overact.

Bring any support material you may

need with you.

Be polite and courteous throughout

the interview.


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Performance Appraisal

A measurement to determine how

well the person described in the job

specification is performing the work

in the job description.

Rater a person who evaluates

others.

Ratee the person beingevaluated.

cont.cont.


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Attitude a persons disposition,

especially toward work.

Compatibility the ability to workwell with others.

Dependability being present for

work and completing work reliablyand on time.

cont.cont.


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Job knowledge.

Efficiency.

Organization. Efficient people are often

organized, but organized people

may not be efficient (if they spend

all of their time getting organized!).

cont.cont.


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Learn from

the past.

State your currentposition in relation to

your last evaluation,

your employment,

and your career.

Show progress and

improvement.

cont.cont.


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Plan your

future goals

and

objectives. Identify growth

and improvement

opportunities.

Revise your goals.

Prepare for the

evaluation

interview.


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Appraisal Threats

The halo effect currentperformance is rated good becausethe past evaluations were good.

* The Hawthorne effect observation can cause changes inbehavior.

Recency evaluating only on the

short time just before theevaluation is due.

cont.cont.


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Appraisal Threats

Uniformity rating everyone thesame; has a de-motivating effect.

Vagueness not being specific. Conflict avoidance giving a

higher rating to avoid an argument.

Distance rating someone thatyou have not directly observed.

cont.cont.


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Appraisal Threats

Trait measurement evaluatinga persons personality instead ofhis or her performance.

Personal bias allowing thepersonal likes and dislikes of therater to influence the evaluation.

Cost concerns rating to save

money rather than reflectperformance.


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Appraisal Responses

Respond to

inaccurate

evaluations.

What can be

done to correct

them.


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Contestingan Evaluation

Consider the politics.

Is the gain worth the

possible price?

Remember, the rater

has the initial

advantage.

Do you use a formal

or an informal path?

It is best to start witha question, ratherthan a statement.

You will needPROOF, not justyour opinion (and itis best to collect theproof before you

have a problem!).

cont.cont.


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Contestingan Evaluation

Once you have your proof and are

presenting it:

Practice your presentation.

Remain calm and rational during it.

Avoid accusations so no one becomes

defensive.

Use conflict management guidelines Remain calm and rational.


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* Contestingan Evaluation

Recommended Order

1. Decide on the costs and benefits

of contesting the evaluation

2. Find evidence to support your

claims

3. Practice your statement

4. Make an informal inquiry

5. File a formal appeal of your

evaluation


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Losinga Job

Your three

choices:

Give up working.

Find another job.

Find another

career.

cont.cont.


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Losinga Job

Before leaving, try for a severancepackage, negotiating one just foryou rather than taking what they

offer everyone else, if possible. Use all outplacement assistance

that is offered.

Try to go from your current job right

to another, with no gaps inbetween.

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Jobs Design Appraisal