Job Analysis Part 3

• Observation - Three Main Forms
• Direct Observation
• Behavior Observation
• The Observation Interview
• Direct Observation
• Choose the Job Category that you wish to analyses
• Record Everything
• Direct Observation
• Advantages
• Provides a moderate overview to what a job involves
• Reference Documentation
• Disadvantages
• No indication of the importance of any task
• Not informative on the level of task difficulty
• Behavior Observation
• More specific than direct observation in that it primarily designed to examine the behavior of the jobholder than particular content areas
• Checklist driven outlining critical behaviors to be observed by the analyst
• Behavior Observation - The Checklist
• Categories of behavior to include:
• Meaningfulness to the jobholder being observed
• Degree of Differentiation - distinct behavior categories
• Potential for Change - the extent to which the behavior can be changed in the future through interventions
• Observability - the ability to reliably observe the behavior
• End-driven - the behavior observed should directly relate to the achievement of the purpose of the task performed
• Behavior Observation - Advantages
• Provides a moderate overview to what a job involves
• Reference Documentation
• Behavior Observation - Disadvantages
• No indication of the importance of any task
• Not informative on the level of task difficulty
• The Observation Interview
• Mix between direct observation and interview
• Analyst takes notes or directly asks the jobholder for more information  or clarification on aspects of the task that they are performing
• The Observation Interview
• Advantages
• Provides a more detailed overview to what a job involves
• Better indication of the importance of any task and level of task difficulty
• Disadvantages
• Analyst may require training
• Switching between approaches may limit the quality of the data being collected

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Work-Life Balance: Part 3

About Negative Experiences:

Many people use an unhealthy/dysfunctional childhood as an excuse for acting in an inappropriate or acceptable way today.

• Regardless of the past, however, each of us can choose the kind of life we want to build for ourselves now.  We can decide to reprogram ourselves with new, positive directions rather than allow past experiences, negative feelings, prejudices, putdowns, and myths to affect our present-day behavior.
• Past negative experiences cannot and should not be used to excuse present negative behavior.  People are tired of dealing with other people who constantly act like victims.
• The measure of our character is not how we handle ourselves when life is easy but how we rise above the unfairness of life and make healthy, ethical choices that benefit others and ourselves at any given moment.
• We can choose to refuse to let an unhealthy past govern our present life.
• One of the most effective ways to enhance the image we have of ourselves as well as how others view us is to increase our self-esteem.

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

A Clear Vision of the Future

Change affects people to a greater or lesser extent depending on what kind of change it is.  To ensure the success of a change program, everyone must change to some degree.  In practice, this means understanding two factors: what influences behavior and what motivates people to change.

Five factors that influence behavior at work:
KNOWLEDGE is what people must know to be able to do what is required, and it is the easiest element to change.

SKILLS are what people need to carry out new tasks, and they may be physical or behavioral.  Skills are more difficult to change than knowledge because they must be practiced.

BELIEFS determine attitudes which determine whether knowledge and skills are really applied on the job.  Beliefs can be very difficult to change since they require people let go of established behavior.

BEHAVIOR is also influenced by environment.  If desired behavior is rewarded, and undesired behavior is corrected, then organizations are more likely to succeed.

PURPOSE:  The leaders' collective beliefs determine the purpose of the organization and create the environment.  A clear vision of the future and the ability to convey it creates an environment that encourages productive and effective behavior.

 

What motivates people to change their behavior?  

According to Abraham Maslow, our needs drive our behavior. Maslow believed that only unsatisfied needs motivate an individual.  A supervisor can impact an employee's sense of security, belonging, and self-esteem.  Supervisors can make a link between ability to change and value to the organization.  

People always have predictable concerns about change.  Anticipating and responding to these concerns can lessen and, in many cases, resolve them.

Until next time...







Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/