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Chapter 03 Job Design &Evaluation

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Job Design:It is the complex flow of events that establishesthe responsibilities assigned to each member ofthe organization and the physical circumstancesin which each employee carries out thoseresponsibilities.

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Major Components in Job Design:Job ContentOrganizationalresponsibilities
http://www.bing.com/images/search?q=professional+officer+pictures

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Job Content:It is the set of activities to be performed on the job,including the duties, tasks, and job responsibilities tobe carried out; the equipment, machines, and tools tobe used; and the required interaction with others.

Admin Officer

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Important terms that assist in Job Design:

Job Analysis

Job Enrichment and Job Enlargement Dejobbing Reengineering

Job Description

Job Specification

Job Evaluation

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Main sections of a job description Job identification Job summary Responsibilities and duties Authority of incumbent Standards of performance Working conditions Job specifications

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127

a. Job Description:

A written statement of what the job holder does, how it isdone, and why it is done.

Purpose of the job Organization (where job fits in to the organization) Principal accountabilities (Major task and duties)

Context (Nature and scope of the job)

Dimension (Size and the range of responsibilities involved)

Major components of Job Analysis

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Job Evaluation:Job evaluation is a systematic process for definingthe relative worth or size of job withinorganization.

Analytical Job evaluation. Non-analytical job evaluation.

Major components of Job Analysis

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Analytical Job evaluation:The process of making an evaluation of a job onthe basis of various factors and elements arepresent in a job.Non-analytical job evaluation:The process of making an evaluation of a job bycomparing whole job to place them in a grade or arank order.

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TYPES OF JOB EVALUATION:

Analytical Schemes:- Point-factor rating- Factor comparison

Non-analytical schemes:- Job classification

The process of slotting jobs into grades. It include

- Job rankingComparing whole jobs with one another and arranging themin order of their perceived size or value of the organization.

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- Paired comparison rankingBy using statistical technique make comparisonbetween a pair of jobs.

Pay survey/ Market Pricing Skilled based pay ComputerAssisted Job evaluation

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Figure 41

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The Complete Job Characteristics Model:Core Job Characteristics Critical Psychological State Outcomes

Skill Variety

Task identity

Task Significance

Autonomy

Experienced

Meaningfulness

Of the work

Experienced responsibility

For outcomes of the work

Feedback from jobKnowledge of the actual

results of the work activities

High internal

Work motivation

High growth

Satisfaction

High General

Job satisfaction

High work

effectiveness

Moderators

Knowledge and skill

Growth need strength

Context satisfaction

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Job Title

Job Description

Job Specification

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Job Enlargement

Assigning workers additional same

level activities, thus increasing the

number of activities they perform.

VerticalRestru

cturing

Addit ion of Supervisory Tasks

Job Enrichment

Redesigning jobs in a way that

increases the opportunities for theworker to experience feelings of

responsibility, achievement,

growth, and recognition.

Horizontal Restructuring

Addit ion of Tasks of same level

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Purpose of JD and JS:Job evaluation Career progression ladders

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Potential uses of Job analysesand JD:

Job Design Job Analyses

Job Descriptions

And

Specifications

Recruiting

Interviewing

And Selection

Careers progression

Ladders

Performance Standard

and/or goal

Statement

PerformanceAppraisal Form

Job Evaluation

Clarification and

Renegotiation of

roles

Orientation

And

Training

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Performance StandardsEvaluation

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Performance Standards:

It makes explicit the quantity and/orquality of performance expected in thebasic tasks set forth in the jobdescription.

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Performance Management:Performance Management is a continuous process ofidentifying, measuring, and developing theperformance of individuals and teams and aligningperformance with the strategic goals of theorganization.

By: Herman Aguinis

Strategic goals

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Performance:The degree to which individuals and organizationsachieve the organizations goals with effectivenessand efficiency.

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Performance AppraisalImportance of Performance Appraisal Purpose Impact on the individual Impact on the organization

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Choosing Appraisers: Supervisor Appraisals Self Appraisals Peer Appraisals Appraisals by direct reports Customer/outside Appraisals Group or Committee Appraisals

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Performance Appraisal Methods Graphic rating scale Alternation ranking method Paired comparison method Forced distribution method Check list Essay Method Critical Incidents 360- degree feedback

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Graphic Rating Scale:Scales that list a number of factors, including generalbehaviors and characteristics, on which an employee israted by the supervisor.

Unsatisfactory SatisfactoryConditional Above Satisfactory Outstanding

LEVEL OF PERFORMANCE

ATTENDANCE

APPEARANCE

DEPENDABILITY

QUALITY OF WORK

QUANTITY OF WORK

RELATIONSHIP

JOB KNOWLEDGE

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Figure 93

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Note:For example, what exactly is meant by

good, quantity of work, and so forth?

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Alternation ranking method:Ranking employees from best to worst on a particulartrait, choosing highest, then lowest, until all are

ranked.

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Forced distribution method:Similar to grading on a curve; predetermined

percentages of ratees are placed in variousperformance categories.

Example:

15% high performers

20% high-average performers

30% average performers

20% low-average performers

15% low performers

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Check List:Under this approach, the rater ispresented with a list of positive ornegative adjectives and is asked to checkoff all those that apply to the personbeing rated.

- Cooperation with Coworkers

- Keeps workstation neat & Clean

- Can be expected to complete work

on time

- Maintains detailed records

- Reluctant to ever work overtime

- Can not accept constructive criticism

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Essay Method:The appraiser writes a free-form essay describing thesubordinates performance in a number of broadcategories.

-The employees promotability-Jobs the employee can currently perform-The employees strength and limitations-Additional training needs

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Critical Incidents:In this method the appraiser keeps the record offavorable and unfavorable occurrences of an employeeswork.Examples:

Employee stayed late at work plant.Employee did not follow the safety measures.

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360- degree feedback:In this method performance is evaluatedby peers, direct reports and supervisors,as well as including self assessment andappraisal by customers and suppliers.

90

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MANAGEMENT BY OBJECTIVES (MBO): Specific performance goals are jointly determined by

employees and managers. Progress toward accomplishing goals is periodicallyreviewed. Rewards are allocated on the basis of progress towardsthe goals.Key elements of MBO: Goal specificity, participative decision making, anexplicit performance/evaluation period, feedback

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1. The organizations overal l object ives and strategiesare

formulated.

2. Major objectives are allocated among divisio nal anddepartmental units.

3. Unit managers co l laborat ively set specif ic object ivesfor their

units with their managers.

4. Specific objectives are collaboratively set with al l department

members.

5. Ac tion p lans, defining how objectives are to be achieved, are

specified and agreed upon by managers and employees.

6. The action plans are implemented.

7. Progress toward objectives is per iodical ly reviewed, andfeedbackis provided.

8. Successful achievement of objectives is reinforced by

performance-based rewards.

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Not as effective in dynamic environmentsthatrequire constant resetting of goals.

Overemphasis on individual accomplishmentmaycreate problems with teamwork.

Allowing the MBO program to become an annualpaperwork shuffle.

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Behaviorally anchored rating scale (BARS)An appraisal method that uses quantified scale withspecific narrative examples of good and poor

performance.

Developing a BARS: Generate critical incidents

Develop performance dimensions

Reallocate incidents

Scale the incidents

Develop a final instrument

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Contemporary Methods of PerformanceAppraisal:Online performance Management

- SAP (Systems Applications and products)- ERP ( Enterprise Resource Planning)- Oracle based Software- Visual Basic and C++

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Chapter 04 Performance

Management

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Definition of Performance:

The degree to which individuals and organizationsachieve the organizations goals with effectiveness

and efficiency.

Performance = Results + Behavior

P f St d d

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Performance Standards:

It makes explicit the quantity and/or quality of

performance expected in the basic tasks set forth in the

job description.

Standards should be SMART

Specific -- clearly state the desired results.

Measurable-- answering how much.

Attainable-- not too tough or too easy.

Relevant-- whats to be achieved.

Timely--reflecting deadlines and milestones

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Performance Management:

Performance Management is a continuous

process of identifying, measuring, anddeveloping the performance of individuals andteams and aligning performance with thestrategic goals of the organization.

By: Herman AguinisStrategic goals

AIMS AND OBJECTIVES OF PERFORMANCE

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MANAGEMENT

Strategic Purpose Administrative and HR Purpose

- Salary adjustment

- Promotions

- Employee Retention and termination

- Identification of poor performance- Layoffs

Informational Purpose

- Specific areas which need improvement


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MANAGEMENT

Developmental Purpose- Managers can use feedback.

Organizational Maintenance Purpose

- Talent inventories management

Documentation Purpose.

- It helps to find the skilled labor.

CHARACTERISTICS OF AN IDEAL PM SYSTEM

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CHARACTERISTICS OF AN IDEAL PM SYSTEM

Strategic Congruence Thoroughness

Practicality Meaningfulness

Specificity

Identification of effective and ineffective performance

Reliability (Consistent and free of error)

Validity (Include valid contents for the evaluation) Acceptability and fairness

Openness

Correctability

Standardization

Ethical

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Impact of Performance Management

Impact on the individual Impact on the organization

P f A i l M th d

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Performance Appraisal Methods

Graphic rating scale

Alternation ranking method Paired comparison method

Forced distribution method

Check list

Essay Method Critical Incidents

360- degree feedback

Graphic Rating Scale

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Scales that list a number of factors, including general

behaviors and characteristics, on which an employee is

rated by the supervisor.

Unsatisfactory SatisfactoryConditional Above Satisfactory Outstanding

LEVEL OF PERFORMANCE

ATTENDANCE

APPEARANCE

DEPENDABILITY

QUALITY OF WORK

QUANTITY OF WORK

RELATIONSHIP

JOB KNOWLEDGE

Graphic Rating Scale

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Figure 93

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Note:For example, what exactly is meant by

good, quantity of work, and so forth?

Alternation Ranking Method

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Ranking employees from best to worst on a particular

trait, choosing highest, then lowest, until all are

ranked.

Alternation Ranking Method

Check List Method

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Under this approach, the rater is presented with a list of

positive or negative adjectives and is asked to check off

all those that apply to the person being rated.

- Cooperation with Coworkers

- Keeps workstation neat & Clean- Can be expected to complete work

on time

- Maintains detailed records

- Reluctant to ever work overtime

- Can not accept constructive criticism

Check List Method

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Bell Curve/Forced Distribution Method

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Similar to grading on a curve; predetermined percentages ofratees are placed in various performance categories.

Grading the curveThe employee force is ranked into a 20-70-10 bucket.

Where 20 percent are rated as 'excellent

70 percent as the vital - back bone of the company

10 percent as bottom-feeders

Bell Curve/Forced Distribution Method

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It seems rigid and impractical, especially for small/medium.

It may reduce organizational flexibility. It does not promote 'performance adjustments'

It makes 'extreme raters" skeptical since it does not allowthem to rate as they wish causing anxiety or

discontentment.

It may be difficult to simulate/follow since outstandingperformers or weak performers may not essentially be10%-20% , year-on- year.

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Unethical: Forcing a certain section of employees everyyear is unethical says Praneet Mehrish, Country HumanResource Director, ST Microelectronics Ltd.

Subjective:Since the bell curve is applied, not across all theemployees, but to individual department / team / function,there is a good chance that the worst in the high performinggroup may be better than the best in an average performinggroup. Finally, the company may be left with lowperformers, while losing some good ones, says HariMohan Jha, VP (HR), ITC Welcome Group Hotels

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Not compatible for small teams: Logically too, such amodel cannot work for a very small group of extremelyhigh or low performers for the simple reason that it force-

fits them into predefined compartments. If it works, it canwork only for a large, randomly selected sample, saysMadhukar Shukla, Professor, XLRI

Dysfunctional work environment: Bell curve methodmay increase productivity and pave growth opportunitiesfor good performers, it also creates a sense of fearamong those who remain behind says Ed Lawler ofEnron

Essay Method

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The appraiser writes a free-form essay describing the

subordinates performance in a number of broadcategories.

The employeespromotability

Jobs the employee can currently perform

The employees strength and limitations

Additional training needs

Essay Method

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360- Degree Feedback

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In this method performance is evaluated by peers, direct

reports and supervisors, as well as including selfassessment and appraisal by customers and suppliers.

90

g

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720o Performance Evaluation

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The 720 degree review starts with a review of the leaderscontributions to the business, competences and other factors

Next, major customers are identified and their representatives askedto be part of the review.

After program training, the 720 degree service provider, an objectivethird party, interviews the customer to determine the quality of therelationship with the executive

All internal and external input is compiled, analyzed and presented tothe executive.

The executive, with support from the 720 degree service provider,develops measurable goals and a detailed action plan to makechanges.

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Both 360and 720appraisal system provides alternativesto the traditional appraisal system.

They are both useful in Learning Organization.

Both systems involve more than one evaluator,

The 360and 720appraisal mechanisms are morereliable.

They are capable of re-assessment which is the oppositeof what happens with the traditional system.

Both systems have confidentiality, unlike the traditional

appraisal system.

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Provides improved collaboration

on employee commitments andthe review of those commitmentswithout requiring face-to-facemeetings.

Reduces the amount of timerequired to complete employeereviews.

MANAGEMENT BY OBJECTIVES (MBO)

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Specific performance goals are jointly determined by

employees and managers. Progress toward accomplishing goals is periodically

reviewed.

Rewards are allocated on the basis of progress towards

the goals.Key elements of MBO:

Goal specificity, participative decision making, an

explicit performance/evaluation period, feedback

MANAGEMENT BY OBJECTIVES (MBO)

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1. The organizations overal l object ives and strategiesare

formulated.

2. Major objectives are allocated among divisio nal anddepartmental units.

3. Unit managers co l laborat ively set specif ic object ivesfor their

units with their managers.

4. Specific objectives are collaboratively set with al l department

members.

5. Ac tion p lans, defining how objectives are to be achieved, are

specified and agreed upon by managers and employees.

6. The action plans are implemented.

7. Progress toward objectives is per iodical ly reviewed, andfeedbackis provided.

8. Successful achievement of objectives is reinforced by

performance-based rewards.

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Not as effective in dynamic environmentsthat require

constant resetting of goals.

Overemphasis on individual accomplishmentmay

create problems with teamwork.

Allowing the MBO program to become an annualpaperwork shuffle.

Behaviorally Anchored Rating Scale

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An appraisal method that uses quantified scale with

specific narrative examples of good and poorperformance.

Developing a BARS:

Generate critical incidents

Develop performance dimensions

Reallocate incidents

Scale the incidents

Develop a final instrument

y g

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Contemporary Performance Management

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Contemporary Performance ManagementMethods

Online performance Management

SAP (Systems Applications and products)

ERP ( Enterprise Resource Planning)

Oracle based Softwares

Visual Basic and C++

HRIS

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Similar to Me (Projection)

Halo and Horn Effect

Primacy: PA is influenced by initial phase of review period. First Impression

Contrast

Stereotype

Negativity Recency:Information gathered during the last portion of

review period.

Spillover:Score of previous review period influence ofcurrent PE.

Unintentional Rating Errors

Common Errors in Performance Management

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Leniency (Inflation)

Severity (Deflation)

Central tendency

Common Errors in Performance Management

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Increased Turnover Use of Misleading Information

Lowered Self-Esteem

Wasted Time and Money

Damaged Relationships

Decreased motivation to perform Employee burnout and job dissatisfaction

Increased risk and litigation

Emerging biases

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People dont resist change. They resist being

changed!

Peter Senge

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"Unless you are prepared to give up something

valuable you will never be able to trulychange at all, because you'll be forever in the

control of things you can't give up."

Andy Law Creative Company

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Your success in life isn't based on your ability to simply

change. It is based on your ability to change faster than

your competitor, customers and business."

Mark Sanborn

Kotter's 8 Step Change Model

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Kotter s 8-Step Change Model

Implementing change powerfully

and successfullyChange is the only cons tant.

Heraclitus, Greek philosop her

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Step Two: Form a Powerful Coalition

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Step Two:Form a Powerful Coalition

Identify the true leaders in your organization.

Ask for an emotional commitment from these key people.

Work on team building within your change coalition.

Check your team for weak areas, and ensure that you

have a good mix of people from different departments and

different levels within your company.

Step Three: Create a Vision for Change

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Step Three:Create a Vision for Change

Determine the values that are central to the change.Develop a short summary (one or two sentences) that

captures what you "see" as the future of your organization.

Create a strategy to execute that vision.

Ensure that your change coalition can describe the vision

in five minutes or less.

Practice your "vision speech" often.

Step Four: Communicate the Vision

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Step Four:Communicate the Vision

Talk often about your change vision.

Openly and honestly address peoples' concerns

and anxieties.

Apply your vision to all aspects of operations from training

to performance reviews. Tie everything back to the vision.

Lead by example.

Step Five: Remove Obstacles

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Step Five:Remove Obstacles

Identify, or hire, change leaders whose main roles are

to deliver the change.

Look at your organizational structure, job descriptions,

and performance and compensation systems to ensure

they're in line with your vision.

Recognize and reward people for making change happen.

Identify people who are resisting the change, and help

them see what's needed.

Take action to quickly remove barriers (human or otherwise).

Step Six: Create Short term Wins

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Step Six:Create Short-term Wins

Look for sure-fire projects that you can implement

without help from any strong critics of the change.

Don't choose early targets that are expensive. You want

to be able to justify the investment in each project.

Thoroughly analyze the potential pros and cons of your

targets. If you don't succeed with an early goal, it can hurt

your entire change initiative.

Reward the people who help you meet the targets.

Step Seven: Build on the Change

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Step Seven:Build on the Change

After every win, analyze what went right and what needs

improving.

Set goals to continue building on the momentum you've

achieved.

Learn about kaizen, the idea of continuous improvement.

Keep ideas fresh by bringing in new change agents and

leaders for your change coalition.

Step Eight: Anchor the Changes in Corporate Culture
http://www.mindtools.com/pages/article/newSTR_97.htmhttp://www.mindtools.com/pages/article/newSTR_97.htm

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Step Eight:Anchor the Changes in Corporate Culture

Talk about progress every chance you get. Tell success

stories about the change process, and repeat other stories

that you hear.

Include the change ideals and values when hiring and

training new staff.

Publicly recognize key members of your original change

coalition, and make sure the rest of the staff new and old

remembers their contributions.

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ADKAR Model

Organizations dont change

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g g

people within organizations change.

New ERP

Focus on the

customer Updated IT systems

New marketing approach

New product

Online HR benefits

system

New strategy

Productivity

improvement initiative

Mergers and

acquisitions

Any business change

requires individuals to

do their jobs differently

to be successful

Individual Perspective

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Individual Perspective

You cannot manage change at an organizational level until

you know how to manage change with a single individual.

The secret to successful change lies beyond the visible

and busy activities that surround change. Successful

change, at its core, is rooted in something much simpler:

How to faci l i tate change with one person.

The ADKAR Model

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The ADKARModel

ADKAR describes the required phases that anindividual will go through when faced with

change.

ADKAR is a foundational tool for

understanding how, why and when to use

different change management tools

The five building blocks of

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successful change

Awareness of the need for change

Desire to participate and support the change

Knowledge on how to change

Ability

to implement required skills and

behaviors

Reinforcement to sustain the change

The ADKAR Model

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Awarenessof the need for change.

What is the nature of the change?

Why is the change happening?

What is the risk of not changing?

For your employees, what is the level of Awareness

of the need to change?

Awareness

Desire

Knowledge

Ability

Reinforcement

The ADKAR Model

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The ADKAR Model

Desireto support the change.

Personal motivation to support the change

Organizational drivers to support the change

For your employees, what is the level of Desire to

support and participate in the change?

Awareness

Desire

Knowledge

Ability

Reinforcement

The ADKAR Model

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The ADKAR Model

Knowledgeon how to change.

Knowledge, skills and behaviorsrequired during and

after the change

Understanding how to change

For your employees, what is the level of Knowledge

on how to change?

Awareness

Desire

Knowledge

Ability

Reinforcement

The ADKAR Model

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The ADKAR Model

Abilityto implement new skills.

Demonstrated ability to implement the change

Barriers that may restrain implementing the change

For your employees, what is the level of Ability to

implement the change?

Awareness

Desire

Knowledge

Ability

Reinforcement

The ADKAR Model

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The ADKARModel

Reinforcementto sustain the change.

Mechanisms to keep the change in place

Recognition, rewards, incentives, successes

For your employees, what is the level of

Reinforcement to sustain the change?

Awareness

Desire

Knowledge

Ability

Reinforcement

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ADKAR

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ADKAR

ADKAR describes the key

building blocksfor successful

change

personal or professional

Success with change requires

all elements of the ADKARmodel to be present

Awareness

Desire

Knowledge

Ability

Reinforcement

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ADKARApplications

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Change management planning

Diagnosing gaps

Developing corrective actions

R

A

K

D

A

Using ADKARfor change management

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planning

Organizational change is successful when:

Everyone who is impacted by the changehas the

five ADKAR building blocks

The goalis to build A, D, K, A and R

Organizational change management

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Organizational change management

Five leversfororganizational change

management

Communication

Sponsorship

Coaching

Training

Resistance management

Using the righttools,you can move the

organization through

ADKAR

You cant train desire

You cant communicate

ability

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Mapping ADKARto change management

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tools

Change

management tools

Communications

Sponsor roadmap

Coaching

Training

Resistance mgmt

Awareness

Desire

Knowledge

Ability

Reinforcement

Awareness

Desire

Knowledge

Ability

Reinforcement

ADKAR phases

of change

Prosci

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Jack Welsh

25 points of

Management by

Leadership

Trust: The Foundation of Leadership

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Trust: The Foundation of Leadership

Trust

Apositive expectationthatanother will notthroughwords, actions, ordecisionsactopportunistically.

Trust is a history-dependent process

(familiarity) based onrelevant but limitedsamples of experience(risk).

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SIX BOXES MODEL

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ch-03 to 05

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