1) What is the difference between job analysis and job
description ?
Definition of Job Analysis Job Analysis is a detailed examination and evaluation of the job to
determine the necessary information regarding the nature of the job.
It includes thorough study, observation, and reporting of what the job
involves, qualifications of the job holder, working conditions, abilities,
skills, competencies, duties, responsibilities, etc. Job Description and
Job Specification are the two products of Job Analysis. It is performed
by an expert known as Job Analyst.
The importance of Job Analysis in an organization is as under: Performance Appraisal Compensation Management Job Re-engineering Health and Safety Job Evaluation
Definition of Job Description Job Description is a written document which narrates the job contents
in a systematic manner describing, What are the tasks performed by a
worker? And How they are to be performed? It is prepared on the
basis of Job Analysis and therefore, the effectiveness of Job
Description depends on how well the procedure of Job Analysis is
accomplished.
Job Description is an explanatory prospectus which records the job
facts which are appropriate as well as authorised. It usually contains
the following content: Introduction of job Designation Job Summary Duties and Responsibilities Training details Authorities Salary Range Reporting authority Performance Standards http://keydifferences.com/difference-between-job-analysis-and-jobdescription.html 2) How to do effective performance review ?
Structuring and scheduling
Performance reviews are designed to both evaluate general performance and measure
progress around specific goals. When well-structured, performance reviews offer an
opportunity to acknowledge the work of staff, address areas in need of improvement,
and identify professional development and training that will further support the staff
members' career growth.
Effective managers address staff performance throughout the year, providing positive
acknowledgment and necessary coaching and feedback to address problematic areas
or issues. The formal performance review, then, should contain few surprises.
The review should serve as a point of reference to both look back in evaluation and
ahead in anticipation. Performance discussions hold great importance for employees
and are often tied to discussions around salary increases. Managers can maximize the
effectiveness of their reviews by establishing a setting that encourages open
communication: Schedule the meeting in well advance. If you're setting up numerous meetings try
and block out a few days in a row where you can get all your reviews completed
consecutively without interruptions. Choose a private setting, free from phones, computers and colleagues. You may
wish to choose somewhere outside the working environments such as a hired
meeting room or even a restaurant. Set aside an adequate amount of time for an unhurried discussion. The morning
is generally better as there is less chance for other tasks to overrun. Prepare ahead for the meeting, review the staff member's goals that were agreed
at the last review and record significant points to be discussed. Ask the employee to come prepared to discuss their assessment of key
accomplishments as well as areas in need of support or improvement. Digging deeper
Once you've done the background work, focus on the following guidelines to ensure a
comprehensive review that allows for two-way communication: Begin with an evaluation of primary responsibilities. To what extent were these
areas of responsibility performed well? In what areas has performance fallen
short of expectations? Whenever possible, cite examples and note key
demonstrations of both competencies and areas in need of improvement, or
developmental areas. Review each goal set for the performance period. To what degree were the
expected results achieved? What contributed to the staff member's ability to
achieve the goal and produce the desired outcomes? What hindered the goal
from being met? What steps can be taken to remove any barriers that interfered
with success? Approach the review with an open mind. Be prepared to adjust or revise the
focus of the discussion based on the conversation. Use the discussion points you
have prepared as guidelines, allowing the employee to voice his opinion, in
agreement or disagreement. Keep feedback about developmental areas constructive. Be specific and
objective. Use facts to support your feedback, rather than generalisations about
the staff member's character or attitude. When possible, offer support and
training to correct any problem areas. Focus on professional development. Performance reviews are an excellent time
to discuss opportunities for your staff member's growth in his current position and
opportunities to move up the ladder. Look ahead, developing goals for the next performance period. Make these goals
measurable, attainable and designate timelines for each. It's important that you
encourage the employee to come up with their own goals as well providing some
of your own suggestions. They will be much more likely to achieve them if they
are actions they have identified themselves. Always summarize your review and write down new goals for the year ahead that the
discussion has generated. Once this has been written up, get a signature on the
document from both yourself and the employee. This document then serves as a
reference for the next review cycle.
http://www.investopedia.com/articles/personal-finance/102815/how-conducteffective-performance-review.asp 3) Discuss the various rater errors in performance management One type of rater error is the halo effect. This error occurs when an employee is
seen by the supervisor as highly competent in one or more areas and, as a
result, is rated highly in other areas. For example, if an employee is a good
record keeper but is occasionally late, the supervisor might overlook the
tardiness because the positive work habit overshadows the problem behavior. Another rater error is the recency effect, which occurs when a supervisor considers only the most recent performance rather than the performance over a year (or the length
of time the appraisal covers). This can be a serious issue if the employee has performed
well all year, only to have a performance problem right before the evaluation takes place.
Of course, the opposite can also be true, where an employee’s performance improves a few months before the appraisal and the manager only recalls the recent performance progress at the time of assessment. Bias occurs when a supervisor has prejudices against certain employees based
on gender, age, religion, ethnicity, race, weight, disability, or some other non­job­
related aspect. An additional rater error is strictness, which occurs when an
appraiser believes that no employee can ever be worthy of the highest rating
since “no one is perfect.” The opposite effect is called the leniency error. This
happens when the supervisor believes that all employees put forward their best
efforts, so they should all be worthy of a higher rating. A related error is called
central tendency, which occurs when the rater believes that all employees are
average and should fall somewhere in the middle of the rating scale. Sampling error occurs when the supervisor has observed only a small portion of
the employee’s work and bases the rating only on what was witnessed. This
situation might occur when an employee telecom­mutes or works in another
location. It might also occur if the supervisor is new to the position and has
worked with the employee only a short time. Ideally, a performance appraisal
should take into consideration all of an employee’s work during the period of
evaluation, even if more than one supervisor’s ratings needs to be considered. The final type of rater error is known as similar to or different from me. This
type of error occurs when supervisors give higher ratings to employees who are
similar to them in personality, interests, or other non­job­related issues. Of
course, the opposite can also be true where supervisors give lower ratings to
those employees who are not like them. http://career.iresearchnet.com/career-development/rater-errors-in-performanceappraisal/

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