Walden University Job Analysis and Rating Performance Essay

Job Analysis and Rating Performance

The foundation for many personnel psychology and human resource management activities is conducting a comprehensive job analysis (SHL Group plc, 2005). A job analysis can not only define the criteria for assessing performance, but also the level at which it is performed, providing insight as to where performance can be improved and perhaps suggesting which means can be used to foster improvement. Various forms of ranking and rating schemes have been designed and used to assess performance. Among them, behavioral anchored rating scales (BARS) have been particularly useful and effective (Weatherly, 2004). Job analysis provides the basis for developing ranking and rating schemes, in particular the anchors for levels of BARS.

Assignment:

Post a description of behavioral anchored scales in performance measures, and explain how they relate to job analysis. Then, explain two benefits of using behavioral anchored scales in performance measurement. Provide concrete examples and citations from the Learning Resources and current literature to support your post.

References

Erdogan, B. (2002). Antecedents and consequences of justice perceptions in performance appraisals. Human Resource Management Review, 12(4), 555–578.

Martell, R. F., & Leavitt, K. N. (2002). Reducing the performance-cue bias in work behavior ratings: Can groups help? Journal of Applied Psychology, 87(6), 1032–1041.

Scott, S. G., & Einstein, W. O. (2001). Strategic performance appraisal in team-based organizations: Once size does not fit all. Academy of Management Executive, 15(2), 107–116.

Scullen, S. E., Mount, M. K., & Goff, M. (2000). Understanding the latent structure of job performance ratings. Journal of Applied Psychology, 85(6), 956–970.