4

Human Resource Management

Module 4

Analysis of Performance Requirements

4.1 Specifying Performance Requirements

High Performance- desirable end results or terms of processes Org level-profit, culture, commitment

Group level-productivity, internal cohesion, cooperation/other groups

Individual level-#new customers, sales skills & abilities

End Results

Processes

depending on CircumstancesPurpose

4.1.1 Organizational Performance Requirements

Organizational Performance Criteria

End Results CriteriaProcess Criteria (better to use)

1. (line (2. Shareholders dividend

3. Market share

4. Business growth/diversification1. Workforce commitment level

2. Strong culture existence

3. Employee satisfaction level

4. Workforce empowerment extent

(Not perfect indicators of performance

(2 much focus on short term

((market share ( desirable as (over reliance on (#products

(Danger of excessive bureaucratic

(Commitment ( performance

4.1.2 Group Performance Requirements

Group Performance Criteria

End Results CriteriaProcess Criteria (better to use)

1. Meeting or (production targets

2. Meeting or (quality targets

3. Cost savings achieved1. Cohesiveness

2. Empowerment

3. ( of self-mgmt

(Unwise to rely on any single indicator as error free

(Factors outside of group control

((productivity may ( (quality

4.1.3 Individual Performance Requirements

Individual Performance Criteria

End Results Criteria

1. Productivity

2. Absenteeism

3. Turnover

(Over reliance on 1 criteria

((turnover - who leaves and why

((turnover ( no new blood/fresh ideas

((productivity may ( (quality

(Measure productivity of mgrs?

(Identify tasks a person needs to perform

( abilities/skills & qualities required to perform well

4.2 Core Abilities, Skills & Motivational Characteristics

Enhance Individual Performance

1. Abilities analysis - Core characteristics - problem solving - difficult to identify2. Training programs - Skills - problem solving 3. Effort level - Motivation - pay systems - depends on circumstances & environment4.3 Trait vs Behavioral Indicators of Performance

4.3.1 Trait Indicators of Performance-personality, attitudes, values, intelligence

Source Traits- conscientiousness ( punctuality, work extra hours, checking work

((#traits needed to show picture of performance requirements

(Traits represent underlying qualities responsible for behaviors needed for performance

(Trait language easily understood & acceptable

(Research & Theories supported by scientists4.3.2 Limitations of Trait Approach

1. (Inferred, not observed - can't observe conscientiousness - can punctuality2. (Ill-defined - mgrs don't use same list - behavior (( trait

3. (Traits ((performance - inconsistency among mgrs

4. (Not readily measured

5. (Different from behavioral repertoires -one behavior (( another behavior

6. (Core characteristics - difficult to identify4.3.3 Behavioral Indicators of Performance

Traits are given meaning by the behaviors which are assumed to flow from them.

Categorize behaviors into dimensions.

Dimensions are based on areas of work activity/no assumptions made about individual behaviors.

4.4 Job Analysis Techniques- no method superior, use >1

Task Analysis Approach-comprehensive picture of task to be done-

-need behavioral repertoire list to perform these tasks required

9 Job Analysis Techniques (Blum & Naylor 1968)

(Q1DOG WCCC)

Use combinations!

Questionnaires(time consuming to prepare and take

(important job features not asked about

(intimidating to employees/(education

(distributed easily

(purchase ready made questionnaire (behavioral activities)

1-2-1 Interviews

(complex/senior jobs)

(few job holders)(qualitative information

(job holder makes list of behaviors/tasks

(qualitative information-difficulty categorizing/quantifying(time consuming

Diaries(comprehensive record of job

(time consuming

Observation & Interview(actual behavior(time consuming

Group Interview(time saving

(1person's response stimulate ideas in others

(domination/inhibitions

Work Participation

(analyst does job)(identifies abilities for job

(only certain jobs applicable - not pilot's job

Checklists(time consuming to prepare and take

(important job features not asked about

(intimidating to employees/(education

(distributed easily

(purchase ready made questionnaire (behavioral activities)

(check only items that apply to job

Conference Method1. Brainstorming/8-10 people

a. idea generation/out critical evaluationsb. evaluation/out critical evaluations2. Questionnaires to new & larger group

a. rate behavior importance

b. choose behavior dimension(time consuming

(2much information

Critical Incidents

(Flanagan 1954)(effective behaviors -real life events-successful & unsuccessful

(ineffective behaviors

(mundane but relevant aspects ignored

(past performances - not future oriented

4.5 Job Analysis & Strategic HRM

( Traditional Job Analysis Limitations ( (PA FAD)

(Performance Measurement Context(2narrow focus

(Attitudinal Qualities(unwillingness 2 adapt 2 change

(Functional Flexibility(specialized, specific jobs (pilot vs cabin crew)

(Adaptation & Change(current requirements don't match changes

(Diversified Work Roles(1skill set not enough

(lots of training

(generic abilities

4.6 Competencies-what individuals need to be able to do with reference to behavior

4.6.1 MCI Competencies (Mgmt Charter Initiative)Britian 1980's-

raise the standard of mgmt through improved mgmt education & training.

(Broad generic competent specifications for mgrs @various levels/min standards(((Minimum standards 2 improve education, training, and development

(Trainable competencies(Bureaucracy-not user friendly

(Minimum standards (superior performance

(Skills vs core abilities- 1/2 picture as core attributes are untrainable

(Generic vs org-specific competencies-unique competencies of mgr role (HR vs FIN mgrs)

(Encourage training & development

(Competency lists valuable to small orgs with little $$ or expertise

4.6.2 Behavioral Competencies-(McBer Corp.)identify excellent performance with org & job specific competencies

Competencies are dimension groups of elements of behavior lists.

(Behavior focused/underlying trait & personality characteristics

(Understandable-user friendly

(Competency Measurement-critical incident-backward looking-no longer relevant

(Competency dimensions - which elements of behavior go with what?-vague(Skills vs Core abilities-which elements are core? which are trainable?

(Generic vs Org-specific-unique mgr competencies? Little evidence-no conclusions

4.6.3 Organizational Competencies- strategic options of orgs resources & capabilities!

1. Group competencies

2. Top Mgmt Leadership quality

3. Culture strength

4. Physical assets

4.7 SummaryJob Analysis is a set of procedures used to identify key tasks of specific jobs & human qualities needed to perform these tasks.

How do you measure qualities accurately in a person?

9 Job Analysis Techniques (Blum & Naylor 1968)

(Q1DOG WCCC)

Use combinations!

Questionnaires(time consuming to prepare and take

(important job features not asked about

(intimidating to employees/(education

(distributed easily

(purchase ready made questionnaire (behavioral activities)

1-2-1 Interviews

(complex/senior jobs)

(few job holders)(qualitative information

(job holder makes list of behaviors/tasks

(qualitative information-difficulty categorizing/quantifying(time consuming

Diaries(comprehensive record of job

(time consuming

Observation & Interview(actual behavior(time consuming

Group Interview(time saving

(1person's response stimulate ideas in others

(domination/inhibitions

Work Participation

(analyst does job)(identifies abilities for job

(only certain jobs applicable - not pilot's job

Checklists(time consuming to prepare and take

(important job features not asked about

(intimidating to employees/(education

(distributed easily

(purchase ready made questionnaire (behavioral activities)

(check only items that apply to job

Conference Method3. Brainstorming/8-10 people

c. idea generation/out critical evaluationsd. evaluation/out critical evaluations4. Questionnaires to new & larger group

c. rate behavior importance

d. choose behavior dimension(time consuming

(2much information

Critical Incidents

(Flanagan 1954)(effective behaviors -real life events-successful & unsuccessful

(ineffective behaviors

(mundane but relevant aspects ignored

(past performances - not future oriented

5Debora Cooper

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