Download - Jobs Design Appraisal
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8/8/2019 Jobs Design Appraisal
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
CHAPTER 6
Jobs, from Design to Appraisal
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What Is a Job?
Job a collection of tasks.
* Employment at will people are
hired and retained according to the will(or whim) of the employer.
Wrongful discharge someone fired
for illegal or improper reasons.
cont.cont.
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What Is a Job?
Plenty of work, but no jobs?
Will the latest, headline-grabbing
trends be the way of the future for
everyone?
What about the way for large
Japanese firms, lifetimeemployment?
cont.cont.
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What Is a Job?
What are the top five jobcharacteristics desired by Americanworkers?
Health insurance and benefits.
Interesting work.
Job security.
The chance to learn new skills.
Yearly vacations.
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Current Job Trends
Flexible work hours.
Telecommuting.
Computer usage. Self-management.
Educational
requirements.
* Outsourcing.
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Current Job Trends
* Downsizing Cutting staff and
reshaping an organization to reduce
the size of the workforce; firing people Reengineering redesigning the way
work is performed; often accompanied
by restructuring the formal
organization
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Career Management
* Technical and business
skills skills needed to
perform the tasks in a job
* Interpersonal skills - theability to communicate
and work cooperatively
with others
Reading, writing, andarithmetic skills.
Listening skills.
Problem-solving skills.
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Job Design
Job design the process of
defining the work that needs to be
done, dividing the work into jobs,
describing the jobs, and describingthe people capable of performing
the jobs.
Job analysis creating a list of
tasks that need to be performed in
order to complete a job.cont.cont.
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Job Design
Task variety the assortment ofskills a person needs in order toperform the tasks in a job.
Task identity how closely thework is related to a finishedproduct.
Task significance the effect
one persons work has on the workof others.
cont.cont.
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Job Design
Autonomy the freedom workershave to perform tasks and controltheir work.
Feedback the direct reception ofjob information.
Task interdependence the lackof barriers between departments or
tasks. CPOS model a job-design
model. cont.cont.
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Job Design
Cognitive demands the mental
requirements of the job.
Production responsibility for
expensive equipment and
increased productivity.
Operatorcontrol over timing,methods, and boundaries.
cont.cont.
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Job Design
Boundary control a workers
responsibility for primary and
secondary tasks needed to
complete work. Social interaction social
contacts and support involved in a
job.
Social contacts the quantity of
on-the-job interactions.cont.cont.
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Job Design
* Social support the quality of
on-the-job interactions.
Work effectiveness the
integration of tasks and jobs in
order to carry out the mission of the
company in meeting the needs ofthe customer.
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Specialization
Can compress
time.
Makes large jobs
possible. Decreases
training time.
Creates
expertise. Increases
efficiency.cont.cont.
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Specialization
Too much specialization can increase
boredom.
Job enlargement may counteractboredom by adding more tasks to a job
that are at the current difficulty level.
* Job enrichment may counteract
boredom by increasing workerinvolvement.
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* Job Description
A written outline of the tasks thatconstitute a job; a depiction of thejob.
Responsibilities duties carryingadded significance, to becompleted without guidance.
Duties the tasks in a job.
Tools and equipment; workingconditions.
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Job Specification
A written description of the type of
person able to perform a job;
describes aperson.
Experience.
Education.
Skills learned capabilities.
Abilities inherent aptitudes.
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The Interview
Styles of interviewing:
* Structured ordirective follows a
predetermined pattern.
Unstructured ornondirective attempts to avoid influencing the
interviewees remarks.
roup a committee does the
interview. Stress placing high level of tension or
abuse on the interviewee.
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The Interview
* Principal types of interviews1. Employment to observe applicants for
job openings
2. Appraisal to review an employees
performance3. Counseling to aid employees with
personal problems
4. Disciplinary to discuss an employees
substandard behavior or performance5. Grievance to discuss an employees
complaints
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The Investigator.
The Shopper.
The Adjudicator.
* The Talker.
The Skeptic.
Types of Interviewers
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Interviewing Guidelines
Plan ahead.
Know something about the
interviewee beforehand.
Be aware of your own biases.
Try to help the interviewee relax.
Dont do all the talking.
Practice good listening skills.
cont.cont.
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Interviewing Guidelines
Avoid questions that might lead to
biased answers.
Dont fight the clock.
Control the interview; keep on
track.
Never argue.
Look beyond the intervieweeswords.
Stay alert throughout the interview.
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Guidelines for Being
Interviewed Be prepared.
Be prompt.
Maintain correct appearance.
Bring something to do in case you
must wait.
Give complete, but brief, answers;dont ramble.
cont.cont.
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Guidelines for Being
Interviewed Listen carefully.
Dont overact.
Bring any support material you may
need with you.
Be polite and courteous throughout
the interview.
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Performance Appraisal
A measurement to determine how
well the person described in the job
specification is performing the work
in the job description.
Rater a person who evaluates
others.
Ratee the person beingevaluated.
cont.cont.
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Performance Appraisal
Attitude a persons disposition,
especially toward work.
Compatibility the ability to workwell with others.
Dependability being present for
work and completing work reliablyand on time.
cont.cont.
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Performance Appraisal
Job knowledge.
Efficiency.
Organization. Efficient people are often
organized, but organized people
may not be efficient (if they spend
all of their time getting organized!).
cont.cont.
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Performance Appraisal
Learn from
the past.
State your currentposition in relation to
your last evaluation,
your employment,
and your career.
Show progress and
improvement.
cont.cont.
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Performance Appraisal
Plan your
future goals
and
objectives. Identify growth
and improvement
opportunities.
Revise your goals.
Prepare for the
evaluation
interview.
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Appraisal Threats
The halo effect currentperformance is rated good becausethe past evaluations were good.
* The Hawthorne effect observation can cause changes inbehavior.
Recency evaluating only on the
short time just before theevaluation is due.
cont.cont.
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Appraisal Threats
Uniformity rating everyone thesame; has a de-motivating effect.
Vagueness not being specific. Conflict avoidance giving a
higher rating to avoid an argument.
Distance rating someone thatyou have not directly observed.
cont.cont.
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Appraisal Threats
Trait measurement evaluatinga persons personality instead ofhis or her performance.
Personal bias allowing thepersonal likes and dislikes of therater to influence the evaluation.
Cost concerns rating to save
money rather than reflectperformance.
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Appraisal Responses
Respond to
inaccurate
evaluations.
What can be
done to correct
them.
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Contestingan Evaluation
Consider the politics.
Is the gain worth the
possible price?
Remember, the rater
has the initial
advantage.
Do you use a formal
or an informal path?
It is best to start witha question, ratherthan a statement.
You will needPROOF, not justyour opinion (and itis best to collect theproof before you
have a problem!).
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Contestingan Evaluation
Once you have your proof and are
presenting it:
Practice your presentation.
Remain calm and rational during it.
Avoid accusations so no one becomes
defensive.
Use conflict management guidelines Remain calm and rational.
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* Contestingan Evaluation
Recommended Order
1. Decide on the costs and benefits
of contesting the evaluation
2. Find evidence to support your
claims
3. Practice your statement
4. Make an informal inquiry
5. File a formal appeal of your
evaluation
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Losinga Job
Your three
choices:
Give up working.
Find another job.
Find another
career.
cont.cont.
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Parts taken from THE HUMAN SIDE OF ORGANIZATIONS, 10/e
Losinga Job
Before leaving, try for a severancepackage, negotiating one just foryou rather than taking what they
offer everyone else, if possible. Use all outplacement assistance
that is offered.
Try to go from your current job right
to another, with no gaps inbetween.