1. Chapter 5: Developing Job Expectations
Job Analysis
Job Description
What a Good Performance Standard Can Do
Setting Up a Good Performance Standard
Implementing a Good Performance Standard

2. Job Analysis: a process that tries to present a picture of how the world of work looks for a specific job.
A position consists of the duties and responsibilities performed by one employee.
A job analysis consists of distinct segments known as units of work.
Each unit of work includes a number of tasks.

3. Anatomy of Job Classification

4. 5 Major Reasons for High Turnover and Low Productivity
1. Worker don’t know what they are suppose to be doing.
2. They don’t know how they are suppose to be doing it.
3. They don’t know how well they are doing it.
4. The supervisor has not given them any direction.
5. They have a poor relationship with the supervisor.

5. Job Description - describes the job as a whole, includes:
Performance standards: the what's, how to’s, and how-wells of the job.
Job Title: the name of a job.
Job Summary: a brief summary of the major duty and purpose of this job.
Units of Work: work sequences that together comprise the content of the given job.
Job Setting: conditions under which the job will be done.
Social Environment: the extent of interpersonal interaction required to perform the job.

6. Uses of Job Descriptions:
Recruiting
Interviewing
Evaluating
Training
Assigning work
Deciding on disciplinary action

7. What a Good Performance Standard System Can Do: On the Job
Reduces turnover
Increases productivity
Improves individual performance
Improves morale
Reduces conflict
Eliminates gaps and overlaps

8. In Recruiting and Hiring
Defines jobs
Aids in planning and forecasting
Provides a method of testing skills
Defines a day’s work

9. In Training Provides blueprints for a training program
Sets a competency standard for job performance

10. In Evaluating Performance
Provides an objective evaluation method
Pinpoints needs for improvement
Identifies superior workers

11. In Your Job and Career Helps you to develop managerial skills
Reduces crisis management
Provides time for true management

12. Setting up a Performance Standard System Three Essentials for Success:
1. Worker Participation: better results, commitment, and morale.
2. Active Supervisory Leadership and Assistance Throughout: be in charge at all times but, work together.
3. Built In Reward System: rewards linked to how well each worker meets the performance standards.

13. Setting up a Performance Standard System: Defining the Purpose
The first step is to define the purpose for which standards will be used.
This should define a day’s work, set standards, develop training programs, and evaluate on the job performance.

14. Analyzing the Job
You and your crew identify units of work that are performed.
List in order of performance all the tasks in the units-rate them according to value.
Define the 3 levels of performance:
1. Optimistic: How your dream crew would do the work.
2. Realistic: Estimate of what constitutes a competent job.
3. Minimum: Rock bottom, any less and you would fire them.

15. Writing the Performance Standards
Write them for a realistic level.
Be specific, clear, complete, and accurate.
Be measurable and observable.
Be attainable.
Conform to company policies, goals, legal and moral restraints.
Certain kinds of standards must have time limits set for achievement.

16. Developing Standard Procedures
Functions: To standardize procedures you want followed, and to provide a basis for training.
Do not: get carried away on detail, and do not make rigid rules when there is a choice on ho things can be done.
Spell out step by step each task of each unit in a given job. (Use procedure charts, diagrams, etc.)

17. Training Workers to Meet the Performance Procedures
A training program should have a training objective for each standard.
Training objective: a trainers’ goal- a statement, in performance terms, of the behavior that shows when training is complete.

18. Evaluating on the Job Performance
The first evaluation is a test of both the workers and the system.
If the workers meets all the standards- rewards are in order.
This also indicates that standards and procedures are suitable and workable.

19. Implementing a Good Performance Standard System- How to Make it Work:
Worker participation and agreement.
Gradual implementation.
An award or incentive system.
Recognition and use of workers potential.
Periodic review.

20. How a Performance Standard System Can Fail
The standards are not clearly stated and communicated.
The supervisor is doing a poor job.
The supervisor neglects various follow up elements.
Employees find no challenges or rewards.
The supervisor becomes to pre-occupied with maintaining the system.
The system is administered in a negative way.

21. Some Alternatives... Use of outside experts.
Job analysis and procedures manuals without standards.
Your own unwritten system based on performance standard principles.