Chapter 5: Developing Job

Expectations

• Job Analysis
• Job Description
• What a Good
Performance Standard
Can Do
• Setting Up a Good
Performance Standard
• Implementing a Good
Performance Standard
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Job Analysis: a process that tries to present a
picture of how the world of work looks for a
specific job.

• A position consists of the

duties and responsibilities
performed by one employee.
• A job analysis consists of
distinct segments known as
units of work.
• Each unit of work includes a
number of tasks.

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 Anatomy of Job Classification
J o b T i t le

U n it U n it U n it

T a sk T a sk T a sk T a sk T a sk T a sk T a sk T a sk T a sk

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5 Major Reasons for High Turnover
and Low Productivity
1. Worker don’t know what they are
suppose to be doing.
2. They don’t know how they are suppose
to be doing it.
3. They don’t know how well they are
doing it.
4. The supervisor has not given them any
direction.
5. They have a poor relationship with the
supervisor.

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Job Description - describes the job as a whole,
includes:
• Performance standards: the what's, how
to’s, and how-wells of the job.
• Job Title: the name of a job.
• Job Summary: a brief summary of the major
duty and purpose of this job.
• Units of Work: work sequences that together
comprise the content of the given job.
• Job Setting: conditions under which the job
will be done.
• Social Environment: the extent of
interpersonal interaction required to perform
the job.

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Uses of Job Descriptions:

• Recruiting
• Interviewing
• Evaluating
• Training
• Assigning work
• Deciding on disciplinary
action

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What a Good Performance Standard System Can Do:
On the Job
• Reduces turnover
• Increases productivity
• Improves individual
performance
• Improves morale
• Reduces conflict
• Eliminates gaps and
overlaps
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In Recruiting and Hiring

• Defines jobs
• Aids in planning
and forecasting
• Provides a method
of testing skills
• Defines a day’s
work

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In Training

• Provides blueprints
for a training
program
• Sets a competency
standard for job
performance

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In Evaluating Performance

• Provides an objective
evaluation method
• Pinpoints needs for
improvement
• Identifies superior
workers

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In Your Job and Career

• Helps you to develop

managerial skills
• Reduces crisis
management
• Provides time for true
management

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 Setting up a Performance Standard System
Three Essentials for Success:
1. Worker Participation: better
results, commitment, and morale.
2. Active Supervisory Leadership
and Assistance Throughout: be
in charge at all times but, work
together.
3. Built In Reward System: rewards
linked to how well each worker
meets the performance standards.

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 Setting up a Performance Standard
System: Defining the Purpose

• The first step is to define

the purpose for which
standards will be used.
• This should define a day’s
work, set standards, develop
training programs, and
evaluate on the job
performance.

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 Analyzing the Job
• You and your crew identify units of
work that are performed.
• List in order of performance all the
tasks in the units-rate them
according to value.

• Define the 3 levels of performance:

1. Optimistic: How your dream crew
would do the work.
2. Realistic: Estimate of what
constitutes a competent job.
3. Minimum: Rock bottom, any less
and you would fire them.
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 Writing the Performance Standards
• Write them for a realistic level.
• Be specific, clear, complete, and
accurate.
• Be measurable and observable.
• Be attainable.
• Conform to company policies, goals,
legal and moral restraints.
• Certain kinds of standards must have
time limits set for achievement.

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 Developing Standard Procedures
• Functions: To standardize
procedures you want followed,
and to provide a basis for
training.
• Do not: get carried away on
detail, and do not make rigid
rules when there is a choice on
ho things can be done.
• Spell out step by step each task
of each unit in a given job. (Use
procedure charts, diagrams, etc.)
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 Training Workers to Meet
the Performance Procedures

• A training program should

have a training objective
for each standard.
• Training objective: a
trainers’ goal- a statement,
in performance terms, of the
behavior that shows when
training is complete.

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 Evaluating on the Job Performance
• The first evaluation is a
test of both the workers
and the system.
• If the workers meets all
the standards- rewards
are in order.
• This also indicates that
standards and procedures
are suitable and
workable.
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 Implementing a Good Performance Standard
System- How to Make it Work:
• Worker participation and
agreement.
• Gradual implementation.
• An award or incentive
system.
• Recognition and use of
workers potential.
• Periodic review.

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 How a Performance Standard System Can
Fail
• The standards are not clearly stated and
communicated.
• The supervisor is doing a poor job.
• The supervisor neglects various follow up
elements.
• Employees find no challenges or
rewards.
• The supervisor becomes to pre-occupied
with maintaining the system.
• The system is administered in a negative
way.

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 Some Alternatives...

• Use of outside experts.

• Job analysis and
procedures manuals
without standards.
• Your own unwritten
system based on
performance standard
principles.

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