jimtrue.com : school : CUL137 : CH15: Developing Performance Standards

Posted by Jim True on August 3, 2009 7:06 PM. Last Updated August 3, 2009 7:06 PM

Disclaimer for all material noted here is at the bottom of this web page.

CH15: Developing Performance Standards

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

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

5 Major Reasons for High Turnover & Low Productivity

• Work don't know WHAT they are supposed to be doing
• they don't know HOW they are supposed to be doing it
• They don't know HOW WELL they are doing it
• Supervisor hasn't given them any direction
• They have a poor relationship with the supervisor

Job description describes the job as a WHOLE, includes

Uses of Job Description

• Recruiting
• Interviewing
• Evaluating
• Training
• Assigning work

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

In Recruiting and Hiring

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

In Training

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

In Evaluating performance

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

IN your job and career

• Helps you to develop managerial skills
• Reduces crisis management
• Provides time for true management

Setting up a Performance Standard System: 3 Essential for Success

• Worker Participation: better results, commitment, and morale
• Active Supervisor Leadership and Assistance Throughout: be in charge at all times, but work together
• Built in Reward System: rewards linked to how well each worker meets the performance standards

• What is to be done? The first step is to define the purpose for which standards will be used.
• Should define a day's work, set standards, develop training programs, and evaluate on the job performance

Analyzing the Job

• You and your crew identify units of work that are to be performed
• List in order of performance all the tasks in the units; rate them according to value
• Define the 3 Levels of Performance:
• Optimistic: How your dream crew would do the work
• Realistic: Estimate of what constitutes a competent job
• Minimal: Rock bottom, any less and you would fire them

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

Developing Standard Procedures

• Functions: to standardize procedures you want followed, and t provide a basis for training
• Do Not: get carried away on detail, and do not make rigid rules when there is a choice on how things can be done
• Spell out step by step each task of each unit in a given job (use procedure charts, diagrams, etc.)

Training Workers to Meet 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

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

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

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 too preoccupied with maintaining the system
• The system is administered in a negative way

Some Alternatives

• Use of Outside Experts
• Job analysis and procedures manuals without standards
• Your own unwritten system based on performance standard principles

Disclaimer: These are MY notes taken from classroom lectures while I'm in the classroom. While I'm perfectly happy to share my notes with my classmates and I know I take very good notes, you should still make every effort to attend the class and TAKE YOUR OWN NOTES. I will not transcribe everything the instructor says in the classroom, and I will NEVER post pre-exam reviews. My notes will not replace the value of actually attending class and taking your own class notes.I also cannot attest to their accuracy, other than they are what was provided in the lecture; you should not reference my notes as "expert opionion" by any means, and if you notice an error or omission, please do me the favor of e-mailing me with the correction and I will re-post my notes. End of Disclaimer.