Work in the 21 st Century: An Introduction to Industrial- Organizational Psychology. Chapter 5. Understanding Performance

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1 Work in the 21 st Century: An Introduction to Industrial- Organizational Psychology By Frank J. Landy & Jeffrey M. Conte 1 Copyright The Companies, Inc. All rights reserved. Chapter 5 Understanding Performance 2 Copyright The Companies, Inc. All rights reserved. Definitions Performance Module 1: A Basic Model of Performance Effectiveness Productivity 3 Copyright The Companies, Inc. All rights reserved. 1

2 Module 1 (continued) Campbell s model of job performance Determinants of job performance Declarative knowledge Procedural knowledge and skill Motivation Performance components essential to every job Core task proficiency Demonstrated effort Maintenance of personal discipline 4 Copyright The Companies, Inc. All rights reserved. Module 1 (continued) Criterion deficiency Criterion contamination Ultimate criterion vs. actual criterion 5 Copyright The Companies, Inc. All rights reserved. Campbell s Determinants of Job Performance 6 Copyright The Companies, Inc. All rights reserved. 2

3 Module 2: Extensions of the Basic Performance Model Task performance Contextual performance Altruism Generalized compliance 7 Copyright The Companies, Inc. All rights reserved. Module 2 (continued) Types of performance measures Objective measures Judgmental measures Personnel measures Adaptive performance Expert performance Deliberate practice 8 Copyright The Companies, Inc. All rights reserved. Module 2 (continued) Constraints on performance Counterproductive employee behaviors Deviance directed toward the organization Deviance directed toward other individuals Dishonesty, absenteeism, & sabotage Lordstown Syndrome 9 Copyright The Companies, Inc. All rights reserved. 3

4 Module 3: Job Analysis: Fundamental Properties and Practices Purpose of job analysis Uses of job analysis information Job description Selection Performance assessment Workforce reduction/restructuring Recruiting Promotion/job assignment Training Criterion development Compensation 10 Copyright The Companies, Inc. All rights reserved. Module 3 (continued) Brief history of job analysis Job psychograph Types of job analysis Task-oriented Worker- oriented Next steps: KSAOs and Subject Matter Experts (SMEs) 11 Copyright The Companies, Inc. All rights reserved. Module 3 (continued) How job analysis is done Common methods Observation Interviews Critical incidents and work diaries Questionnaires/surveys 12 Copyright The Companies, Inc. All rights reserved. 4

5 Module 4: Job Analysis: Newer Developments Electronic performance monitoring Can be cost effective Has potential to provide detailed and accurate work logs Cognitive task analysis Think-aloud protocol Time consuming, requires extensive expertise 13 Copyright The Companies, Inc. All rights reserved. Module 4 (Continued) Context of work Interpersonal relationships Physical work conditions Structural job characteristics Personality-Related Position Requirements Form (PPRF) 14 Copyright The Companies, Inc. All rights reserved. Sackett & DeVore Hierarchical Model of Deviance 15 Copyright The Companies, Inc. All rights reserved. 5

6 Module 4 (Continued) PC-based job analysis instruments Work Profiling System (WPS) Dictionary of Occupational Titles (DOT) Occupational Information Network (O*NET) Competency modeling 16 Copyright The Companies, Inc. All rights reserved. Structure of WPS Questionnaires 17 Copyright The Companies, Inc. All rights reserved. O*NET Data Bases 18 Copyright The Copyright The Companies, Inc. All rights reserved. 6

7 Module 5: Job Evaluation, Comparable Worth, and the Law Job evaluation and compensable factors Comparable worth Internal and external controls Equal Pay Act of 1963 Job analysis and employment litigation Uniform Guidelines on Employee Selection Procedures (1978) 19 Copyright The Companies, Inc. All rights reserved. Job Analysis in Assessment 20 Copyright The Companies, Inc. All rights reserved. 7