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
Circumstances
Purpose

4.1.1 Organizational Performance Requirements

Organizational Performance Criteria
End Results Criteria
Process Criteria (better to use)
1. Workforce commitment level
1. line
2. Strong culture existence
2. Shareholders dividend
3. Employee satisfaction level
3. Market share
4. Business growth/diversification 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 Criteria
Process Criteria (better to use)
1. Meeting or production targets 1. Cohesiveness
2. Empowerment
2. Meeting or quality targets
3. of self-mgmt
3. Cost savings achieved

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
1
Debora Cooper

Human Resource Management

Module 4
Analysis of Performance Requirements
4.2 Core Abilities, Skills & Motivational Characteristics
Enhance Individual Performance
1. Abilities analysis - Core characteristics - problem solving - difficult to identify
2. Training programs - Skills - problem solving
3. Effort level - Motivation - pay systems - depends on circumstances & environment

4.3 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 scientists
4.3.2 Limitations of Trait Approach
1. Inferred, not observed - can't observe conscientiousness - can punctuality
2. 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 identify
4.3.3 Behavioral Indicators of Performance
Traits are given meaning by the behaviors which are assumed to flow from them.
Categorize behaviors into dimensions.
dimensions.

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

2
Debora Cooper

Human Resource Management

Module 4
Analysis of Performance Requirements

Questionnaires

9 Job Analysis Techniques (Blum & Naylor 1968)

(Q1DOG WCCC)
Use combinations!
time consuming to prepare and take
important job features not asked about
intimidating to employees/education

1-2-1 Interviews
(complex/senior jobs)
(few job holders)

distributed easily
purchase ready made questionnaire (behavioral activities)
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)
Checklists

identifies abilities for job

only certain jobs applicable - not pilot's job
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 Method

1.

Brainstorming/8-10 people
a. idea generation/out critical evaluations
b. evaluation/out critical evaluations
2. 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

3
Debora Cooper

Human Resource Management

Module 4
Analysis of Performance Requirements
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'sraise 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
Debora Cooper

Human Resource Management

Module 4
Analysis of Performance Requirements
4.7 Summary
Job 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?

Questionnaires

9 Job Analysis Techniques (Blum & Naylor 1968)

(Q1DOG WCCC)
Use combinations!
time consuming to prepare and take
important job features not asked about
intimidating to employees/education

1-2-1 Interviews
(complex/senior jobs)
(few job holders)

distributed easily
purchase ready made questionnaire (behavioral activities)
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)
Checklists

identifies abilities for job

only certain jobs applicable - not pilot's job
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 Method

3.

Brainstorming/8-10 people
c. idea generation/out critical evaluations
d. evaluation/out critical evaluations
4. 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
5
Debora Cooper

Human Resource Management

Module 4
Analysis of Performance Requirements
mundane but relevant aspects ignored
past performances - not future oriented

6
Debora Cooper