1. Work in the 21st Century Chapter 4
Job Analysis
and Performance

2. Module 4.1: A Basic Model of Performance
Basic definitions
Performance: Actions or behaviors
Effectiveness: Evaluation of results of performance
Productivity: Ratio of effectiveness (output) to cost of achieving that level of effectiveness (input)

3. Campbell’s Model of Job Performance
3 direct determinants of job performance
Declarative knowledge (DK)
Procedural knowledge & skill (PKS)
Motivation (M)

4. Campbell’s Determinants
of Job Performance
Figure 4.1
SOURCE: Based on Campbell,
McCloy, Oppler, & Sager (1993).

5. Campbell’s Model (cont'd)
8 basic performance components
3 are essential for every job
Core task proficiency
Demonstrated effort
Maintenance of personal discipline

6. Table 4.1: Campbell’s 8 Performance Components

7. Figure 4.2: Full Campbell Model
The Full Campbell Model
Source: Based on Campbell,
McCloy, Oppler, & Sager (1993).

8. Table 4.2: Maximum vs. Typical Performance

9. Criterion Deficiency & Contamination
Ultimate (theoretical) criterion
Ideal measure of all relevant aspects of job performance
Actual criterion
Actual measure of job performance obtained
Differences between ultimate criterion & actual criterion represent imperfections in measurement – deficiency & contamination

10. Criterion Deficiency & Contamination (cont'd)
When actual criterion is missing information that is part of behavior one is trying to measure
Criterion contamination
When actual criterion includes information unrelated to the behavior one is trying to measure

11. Figure 4.3: Criterion Contamination, Deficiency, & Relevance

12. Module 4.2: Extensions of the Basic Performance Model
Task performance (Doing
just what is expected) vs.
Organizational Citizenship Behavior (Going beyond what is what is expected)
CORBIS

13. Contextual Performance/OCB
Task Performance
Contextual Performance/OCB
Requirements vary from job to job
Individual differences tied to abilities & knowledge
Activities part of job description
Common to most jobs
Individual differences tied to personality
Activities not part of job description
Supports organizational environment

14. Organizational Citizenship Behavior (OCB)
Behavior that goes beyond what is expected
Altruism: Helpful behaviors directed toward individuals or groups within the organization
Generalized compliance: Behavior that is helpful to the broader organization

15. Types of Performance Measures
Objective performance measures
Quantitative count of the results of work
Judgmental measures
Evaluation of the effectiveness of an individual’s work
Personnel measures
Typically kept in personnel file (e.g., absences, accidents, rate of advancement)

16. Adaptive Performance Beneficial due to changing nature of work
Changing technologies alter work tasks
Mergers, downsizing, & corporate restructuring
Globalization & working in different cultures

17. Adaptive Performance: 8 Dimensions
Handling emergencies or crisis situations
Handling work stress
Solving problems creatively
Dealing with uncertain work situations
Learning work tasks, technologies, & procedures
Demonstrating interpersonal adaptability
Demonstrating cultural adaptability
Demonstrating physically oriented adaptability

18. Table 4.3: 8 Adaptive Performance Areas and Definitions

19. Expert Performance
Performance exhibited by those who have practiced for at least 10 years & have spent average of 4 hours/day in deliberate practice
Deliberate practice
Individualized training on tasks selected by a qualified teacher

20. Constraints on Performance
Counterproductive employee behaviors
Voluntary behavior violating significant organizational norms & threatening organization, its members, or both
Interpersonal deviance
Organizational deviance

21. Hierarchical Model of Deviance (Sackett & DeVore)
Figure 4.4
Hierarchical Model of Deviance
SOURCE: Based on Sackett & Devore (2001).

22. Common Counterproductive Behaviors
Dishonesty
Employee theft or dishonest communications
Absenteeism
Failure to report for or remain at work as scheduled
Sabotage
Acts that damage, disrupt, or subvert the organization’s operations

23. Module 4.3: Job Analysis: Fundamental Properties & Practices
Process that determines “essence” of a collection of tasks falling within scope of particular job title

24. Uses of Job Analysis Information
Performance assessment
Job description
Training
Workforce reduction
Selection
Recruiting
Criterion development
Promotion
Compensation

25. Brief History of Job Analysis
1922 – Viteles & job psychograph
Used in job analysis to display mental requirements of a job

26. Task-oriented job analysis
Types of Job Analysis
Task-oriented job analysis
Begins with statement of actual tasks & what is accomplished by those tasks
Worker-oriented job analysis
Focuses on attributes of the worker necessary to accomplish tasks

27. KSAOs Knowledge Skill (e.g., computer or interpersonal skills) Ability
Collection of discrete, related facts & information about a particular domain
Skill (e.g., computer or interpersonal skills)
Practiced act
Ability
Stable capacity to engage in a specific behavior
Other characteristics: interests, personality, etc.

28. Figure 4.5: Role of Job Analysis in Assessment

29. Potential distorting influences in Job Analysis
Desire to make one’s job look more difficult
Attempts to provide answers that SME thinks job analyst wants
Carelessness

30. How Job Analysis is Done
Observation
Interviews: Incumbent, Supervisor
Critical incidents & work diaries
Questionnaires/surveys
Performing the job

31. Module 4.4: Job Analysis: Newer Developments
Electronic performance monitoring
Can be cost effective
Potential for providing detailed & accurate worklog
e.g., “This call may be monitored for quality control purposes.”

32. Cognitive Task Analysis
Methods for decomposing job & task performance into discrete, measurable units with special emphasis on eliciting mental processes & knowledge content
Think-aloud protocol
Approach that investigates thought processes of experts who achieve high levels of performance

33. Cognitive Task Analysis (cont'd)
Time consuming & requires a good deal of expertise to do well
Consider the following to determine whether cognitive task analysis may be worthwhile:
Persistent performance problems
Costly errors or accidents
Training difficult to transfer to job behavior
Takes a long time to achieve high levels of performance

34. New Addition to Job Analysis Instruments
Personality-Related Position Requirements Form (PPRF)
Devoted to identifying personality predictors of job performance
Intended to supplement job analysis

35. Summary of Job Analysis Process
The more information gathered from the greatest number of sources, the better the job analyst can understand the job
Most job analyses should include considerations of personality demands & work context

36. Occupational Information Network or O*NET
Introduced by federal government to replace the Dictionary of Occupational Titles (D.O.T.)
Electronic medium, so it can be updated instantaneously as changes occur

37. Figure 4.6: O*NET Databases
SOURCE: Mumford & Peterson (1999).

38. Competency Modeling
Identifies characteristics desired across all individuals & jobs within an organization
Connects individuals with organizational viability & profitability
Natural extension of job analysis logic, rather than a replacement

39. Module 4.5: Job Evaluation, Comparable Worth, & the Law
Job evaluation: Method for making internal pay decisions by comparing job titles to one another & determining their relative merit
Compensable factors
Skills, responsibility, effort, & working conditions
Equal Pay Act of 1963: requires “equal pay for equal work.”

40. Comparable Worth
Notion that people who are performing jobs of comparable worth to an organization should receive comparable pay
In the end, comparable worth is concerned with the social value of fairness

41. Job Analysis & Employment Litigation
Competent job analysis does not guarantee validity, but absence of credible job analysis could be very damaging
Growing gap between evolution of I-O psychology & Uniform Guidelines on Employee Selection Procedures (1978)
SIOP Principles (2003) are more updated and consistent with current research