Job Analysis-Based
Performance Appraisals
Dale J. Dwyer, Ph.D.
What factors affect
work performance?
How do you measure those factors?
How does Job Analysis help measure job
performance?
In This Session….
• You will learn how to measure performance
behavior, skills and competencies, and outcomes.
• You will understand the design issues of
performance appraisal instruments.
Linking Performance Planning and Strategy
Organization’s
Strategic Plan
GOALS and STRATEGIES
Individual
Unit’s
Strategic Plan
GOALS and STRATEGIES
Job and Task
Requirements
Performance
Assessment
Performance
Behaviors
and Results
JOB ANALYSIS
JOB DESCRIPTIONS
Skills and
Competencies
Required
Examples of Competencies
1. Leading and deciding. Takes control and exercises leadership.
Initiates action, gives direction and takes responsibility.
2. Supporting and cooperating. Supports others and shows respect
and positive regard for them in social situations. Puts people first,
working effectively with individuals and teams, clients and staff.
Behaves consistently with clear personal values that complement
those of the organization.
3. Interacting and presenting. Communicates and networks
effectively. Successfully persuades and influences others. Relates
to others in a confident and relaxed manner.
4. Analyzing and interpreting. Shows evidence of clear analytical
thinking. Gets to the heart of complex problems and issues. Applies
own expertise effectively. Quickly learns new technology.
Communicates well in writing.
Examples of Competencies, cont’d.
5.
6.
7.
8.
Creating and conceptualizing. Open to new ideas and experiences. Seeks
out learning opportunities. Handles situations and problems with innovation
and creativity. Thinks broadly and strategically. Supports and drives
organizational change.
Organizing and executing. Plans ahead and works in a systematic and
organized way. Follows directions and procedures. Focuses on customer
satisfaction and delivers a quality service or product to the agreed
standards.
Adapting and coping. Adapts and responds well to change. Manages
pressure effectively and copes with setbacks.
Performing and evaluating. Focuses on results and achieving personal
work objectives. Works best when work is closely related to results and the
effect of personal efforts is obvious. Shows an understanding of business,
commerce and finance. Seeks opportunities for self-development and
career advancement.
Performance Standards
Key factors to check when establishing criteria
• Is it fair?
• Is it attainable?
• Is it clear?
• Is it challenging?
• Is it relevant?
• Is it flexible?
Designing the Appraisal
Components to Determine
• What to appraise
> Behaviors (what an employee does)
> Results (the outcomes of behaviors)
• Type of appraisal
> Evaluative (negative, positive)
> Summative (overall judgment)
> Formative (tells what needs improvement)
• Scoring of appraisal
> Weighting of dimensions or equivalency of dimensions
> Separate overall score or weighted total score
Types of Job Behaviors
• Content (Task) Behaviors: Those that entail some
transformation of raw materials into goods and
services produced by the organization.
• Contextual (Organizational Citizenship)
Behaviors: Those that provide a good work
environment and encourage highly proficient task
behaviors.
Behavioral Measures
Critical Incidents Method
> Manager prepares a record of the employee's highly
favorable and unfavorable actions since the last rating
time.
> DOWNSIDE: Critical incidents may be perceived
differently by managers and employees.
Behaviorally Anchored Rating Scale
> Identify the types of behavior actually found on the job.
> These behaviors are checked by the rater to arrive at an
evaluation of the employee.
> DOWNSIDE: Although time-consuming and costly to
develop, they do give the rater benchmarks in the form of
specific behaviors.
When to Measure Results
1.
2.
3.
4.
Do employees possess needed skills and
knowledge (can they do the job)?
How closely are behaviors related to results?
Can you see consistent improvement in results as
a consequence of performing the “right”
behaviors?
Are there different ways to do the job?
Results-Based Measures
Work Planning, Goal Setting, and Review:
> General approach that is tailored to specific
employee and job.
> Can be done by manager with or without employee’s
input.
> DOWNSIDE: May not get goal commitment by
employee.
Management by Objectives (MBO):
> Goals set from the top of the organization.
> Goals achieved from the bottom of the organization
become input to next level up.
> Established jointly with manager and employee.
> DOWNSIDE: Lots of paperwork and
interdependence with other units and employees.
Let’s Practice!
For the next class, you will work with a few other
students to design a performance appraisal tool.
The goal of this exercise is to:
• Determine the type of appraisal (evaluative,
summative or formative).
• Determine dimensions of the job to be appraised
(behaviors and/or results).
• Design the scoring and format of an appraisal.