Job Profiling & Performance

Job Profiling

• Performance Indicators– will be provided by your organization
• Job Descriptions – will be provided by your organization
• Demographics– will be provided by your organization
  • Seniority in company
  • Seniority in last job
  • Level of foreign language profficiency
  • Department
  • Position
  • Name of manager
  • Place in hierarchy
  • Function
• Demographics – will be provided by TMCO
  • Gender
  • Age
  • Last education level completed
  • Last position
  • Last sector
  • Last proffesion
  • Experience years in last position
  • Birth city
• Golden Personality Profile results
  • 46 different personality factors
• Orpheus Business Personality results
  • 4 audit scales
  • 5 personality factors
  • 7 integrity scales
• Raven’s Progressive Matrices results
• Watson Glaser Critical Thinking Appriasal result
  • Recognize Assumptions result
  • Evaluate Arguments result
  • Draw Conclusions result

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Job Performance

Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success.

Organizational goal relevance

Another key feature of job performance is that it has to be goal relevant. Performance must be directed toward organizational goals that are relevant to the job or role. Therefore, performance does not include activities where effort is expended toward achieving peripheral goals. For example, the effort put toward the goal of getting to work in the shortest amount of time is not performance (except where it is concerned with avoiding lateness).

Factors

Despite the emphasis on defining and predicting job performance, it is not a single unified construct. There are vastly many jobs each with different performance standards. Job performance consists of more than one kind of behavior.

1. The first factor is task specific behaviors which include those behaviors that an individual undertakes as part of a job. They are the core substantive tasks that delineate one job from another.

2. On the other hand, non-task specific behaviors, the second factor, are those behaviors which an individual is required to undertake which do not pertain only to a particular job.

3. Written and oral communication tasks refer to activities where the incumbent is evaluated, not on the content of a message necessarily, but on the adeptness with which they deliver the communication. Employees need to make formal and informal oral and written presentations to various audiences in many different jobs in the work force.

4. An individual's performance can also be assessed in terms of effort, either day to day, or when there are extraordinary circumstances. This factor reflects the degree to which people commit themselves to job tasks.

5. The performance domain might also include an aspect of personal discipline. Individuals would be expected to be in good standing with the law, not abuse alcohol, etc.

6. In jobs where people work closely or are highly interdependent, performance may include the degree to which a person helps out the groups and his or her colleagues. This might include acting as a good role model, coaching, giving advice or helping maintain group goals.

7. Many jobs also have a supervisory or leadership component. The individual will be relied upon to undertake many of the things delineated under the previous factor and in addition will be responsible for meting out rewards and punishments. These aspects of performance happen in a face to face manner.

8. Managerial and administrative performance entails those aspects of a job which serve the group or organization but do not involve direct supervision. A managerial task would be setting an organizational goal or responding to external stimuli to assist a group in achieving its goals. In addition a manager might be responsible for monitoring group and individual progress towards goals and monitoring organizational resources.

Results of Personnel psychology

A meta-analysis of selection methods in personnel psychology found that general mental ability was the best overall predictor of job performance and training performance. While intelligence (general mental ability) is the strongest known predictor of job performance, that is less true for fields that are information-rich and require much instructional learning. Conscientiousness is another good predictor but correlates with intelligence and is sometimes excluded from metaanalyses.

In order to conduct a meta-analysis for your organization, it is necessary to gather relevant data and find outcomes that will bring high performance in your organization.