A Semantic Approach for Improving Competence Assessment in Organizations
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A presentation about ARISTOTELE project held during ICALT 2012, the annual international conference on Advanced Learning Technologies and Technology-enhanced Learning organized by IEEE Computer Society and IEEE Technical Committee on Learning Technology. Learn more on http://www.aristotele-ip.eu/
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2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
3.Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
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5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
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Employee testing and selection involves using various tools and techniques to select the best candidates for jobs. This includes assessing candidates through selection processes, basic testing techniques, background and reference checks, and work samples or simulations. Careful employee selection is important for performance, costs, and legal obligations. Employers must take reasonable steps to investigate candidates' backgrounds through methods like reference checks, databases, and social media to avoid negligent hiring claims. Common tests and techniques include cognitive and physical ability tests, personality tests, work samples, honesty tests, drug screens, and assessing immigration eligibility. The goal is to fairly and legally evaluate candidates' qualifications and suitability for positions.
Job Analysis
This document discusses job analysis, which involves systematically breaking down jobs into their component tasks and skills. It describes job-oriented, person-oriented, and trait-oriented approaches to job analysis. The purposes of job analysis include recruitment, performance evaluation, training, and job design. Common methods of job analysis include questionnaires, interviews, observation, and critical incidents. Specific techniques like the Job Components Inventory, Functional Job Analysis, Position Analysis Questionnaire, and Task Inventories are also outlined. The document concludes by explaining job evaluation methods like ranking, classification, factor comparison, and point systems.
Compensation ahmed's
The document discusses different methods for collecting job analysis data: observation, interviews, questionnaires, participant diaries, and previous studies. Observation involves directly watching employees perform their jobs but can be time-consuming. Interviews allow for quick data collection but responses may be distorted. Questionnaires efficiently gather data from many employees but require time and costs to develop. Participant diaries provide a complete picture of job duties but rely on accurate employee recall. Previous studies are easy to use but past employee performance may not reflect current roles.
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Assessment centers
Assessment centers (ACs) are used to evaluate individuals on key skills, abilities, and behaviors needed for a job. An AC involves multiple assessment exercises observed by trained evaluators. Exercises may include in-basket tests, leaderless group discussions, and case analyses. Evaluators are trained to observe behaviors, categorize them by dimension, and rate individuals. ACs provide structured evaluations of behaviors across situations. They have been shown to be effective and valid for selection and development purposes when properly designed and implemented.
Performance Appraisal
Performance appraisal is defined as the systematic review and evaluation of an employee's job performance and the provision of feedback. While the goal is for performance appraisals to be objective, rater biases can inadvertently influence ratings. Research on performance appraisals examines the best rating formats, the impact of rater errors and biases, and how social context affects the process. Additionally, performance appraisal systems must be considered within their cultural context as practices may not directly translate across cultures.
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Manage_Compliance
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Heartland greeting cards is experiencing a high employee turnover problem due to issues with their selection process and performance appraisal system. Their existing selection procedure relies only on employee referrals and newspaper ads. Their performance appraisal system has no formal process and evaluations are done through infrequent and unannounced spot checks with no feedback provided. The document proposes designing a new selection instrument using various tests and interviews to evaluate candidates. It also recommends designing a new performance appraisal system where area managers provide formal evaluations through announced spot checks, frequent feedback including 360-degree feedback, and standardized ratings to make the system more legally defensible.
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This competency assessment report evaluates ABC across five competencies: act responsibly, drive for results, engage people, customer and external focus, and improve, innovate and change. ABC scored between 3.5-4.5 across all competencies, indicating high scores. The report provides detailed commentary on ABC's performance in exercises testing these competencies. It concludes with guidance on how to interpret the report for purposes such as recruiting, development, and performance improvement.
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Competency mapping is the process of identifying the competencies needed to successfully perform a given job, role, or set of tasks. It involves breaking down the job into its constituent activities and tasks and determining the technical, behavioral, and other competencies required. Competencies can be identified through methods like interviews, group work, task analysis workshops, and questionnaires with input from managers, current and past role holders, supervisors, and other stakeholders. The process involves first conducting a job analysis through questionnaires, then developing a competency-based job description, and finally mapping employees' capabilities to the identified competency benchmarks.
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This document outlines a competency framework and assessment process for an organization. It describes 5 key competencies - Act Responsibly, Drive for Results, Engage People, Customer & External Focus, and Improve, Innovate & Change. Various instruments are proposed to assess candidates on these competencies, including a competency-based interview, case study, in-basket exercise, and psychometric assessment. The last section provides contact information for the organization's offices in multiple Indian cities.
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This document discusses different methods for conducting needs assessments, including surveys, interviews, focus groups, and reviewing institutional data. It provides an overview of the types of data each method can collect and their strengths and limitations. The document also lists 12 steps for conducting a needs assessment from NOAA and provides examples of how needs assessment data from multiple sources can be triangulated to develop a more accurate understanding. Lastly, it provides several links to additional resources on needs assessments and program planning.
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Performance appraisal is a systematic evaluation of an employee's performance and abilities to understand their potential for growth and development. It has several uses, including performance improvement, compensation adjustment, placement decisions, and identifying training and development needs. A performance appraisal involves establishing performance standards and measures, evaluating an employee, and providing feedback. However, rater biases like the halo effect and issues around legal constraints can present challenges. Past-oriented appraisal methods focus on evaluating past performance using tools like rating scales, checklists, and critical incident reports. Future-oriented methods emphasize setting goals and evaluating future potential through self-appraisals, management by objectives, psychological assessments, and assessment centers.
Job Analysis ( chapter 4 )
After studying this chapter, you should be able to:
1. Discuss the nature of job analysis, including what it is and how it’s used.
2. Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.
3.Write job descriptions, including summaries and job functions, using the Internet and traditional methods.
4. Write job specifications using the Internet as well as your judgment.
5. Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Assessment Validation
Assessment validation involves reviewing assessment processes, methods, tools and decisions to ensure they are valid and reliable. It assists assessors and organizations in ensuring consistent assessment standards. Assessment validation should be a planned, formalized, documented process focused on identified areas such as assessment methods and tools. It has several purposes, including demonstrating compliance with standards, improving assessment practices, and increasing assessor confidence.
NQC Presentation On Validation And Moderation
This document discusses validation and moderation of assessment standards and tools used by Registered Training Organizations (RTOs). It aims to improve consistency of assessment decisions, build confidence in Vocational Education and Training (VET) assessments, and ensure RTO compliance. Products developed include guides for assessment tool development, validation, and moderation implementation. Validation ensures assessment tools are valid and reliable, while moderation ensures consistent assessment judgements and standards across RTOs. Both processes can involve quality review of tools and judgements, but moderation uniquely adjusts judgements to align standards.
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This document discusses barriers to compliance with information systems and information technology (IS/IT) processes. It identifies three main categories of barriers: people, processes, and tools. For each category, notable research results are presented. Key barriers related to people include organizational culture, lack of executive support, and inadequate training. Barriers related to processes include outdated and inconsistent documentation, lack of governance frameworks, and poor usability. Barriers related to tools include documentation stored in multiple locations, inconsistent tool usage, and accessibility issues. The document concludes by stating that identifying compliance barriers can help organizations assess their process maturity.
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This document discusses techniques for requirements capture, including stakeholder analysis and the CATWOE method. It defines stakeholders as people or groups impacted by an information system. Stakeholder analysis involves identifying stakeholders, understanding their interests, power, and influence. The stakeholder matrix is used to understand stakeholder reactions and how to engage them. CATWOE stands for Customers, Actors, Transformations, Weltanschauung, Owners, and Environment. It provides a framework to analyze an information system by identifying these key elements. Examples of applying CATWOE to a college information system are provided.
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Here are a few key points I would highlight if I were to recast the job advertisement:
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2. Distinguish between training, education, and staff development as part of the development function.
3. Briefly describe training needs assessment, design, and evaluation.
4. Describe four operational functions of a performance appraisal system. Do you think all four can be accomplished with one appraisal method? Are the four functions complementary?
5. Why is performance appraisal associated most closely with civil service systems? How has it contributed to public perceptions that civil service systems are inefficient or ineffective, in comparison with those systems based on employment at will?
6. Identify the contemporary challenges to performance appraisal. How is the tension between administrative efficiency and individual rights reflected in the appraisal function?
7. Identify the six characteristics of an effective rating system. Which of the six do you believe are the more difficult to implement?
8. Utilize an expectancy theory perspective and analyze the motivation of supervisors to rate the performance of subordinates honestly and accurately.
Key Terms: Please define and give one example
1. Basic skill development vs Continuous learning
2. Coaching and counseling
3. Development function / On-the-job training [OJT]
4. Organization development (OD)
5. Staff development vs Team building
6. 360-degree evaluation
7. Behaviorally anchored rating scale (bars)
8. Critical incident (work sampling)
9. Forced-choice techniques vs. Graphic-rating scale
10. Performance-based rating system vs Person-based rating system
Performance Appraisal
1
1
From Position Management to Performance Management….
Position Management:
emphasizing analyzing jobs,
establishing essential duties and responsibilities,
determining necessary knowledge, skills and abilities,
classifying jobs, setting a pay scale,
and using the position as a critical feature of financial management
It could all be done without a single reference to a real live person.
Any deliberate act intended to affect employee performance falls’ under the category of Performance Management.
Formal performance appraisal provides employees with feedback on their work.
Because this leads to organizational decisions regarding promotion and pay the process becomes more complicated:
As it is accompanied by heightened legal scrutiny for civil rights violations and demands for reasons behind the decisions.
2
Why Evaluate a Performance?
3
Performance appraisal is directed toward technical and management goals but rarely toward employee aspirations.
The technical part focuses on developing an instrument that accurately mea ...
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FOCUSING YOUR RESEARCH EFFORTS Planning Your Research
FOCUSING YOUR RESEARCH
EFFORTS
Planning Your Research Project Chapter Four
What is the Research Design?
The research design is the general strategy that
provides the overall structures for the procedures
used in the research project. It is the planning
guide.
The Basic Format of the Research
Design
The question
The question converted to a research problem
A temporary hypothesis
Literature search
Data collection
Organization of the data
Analysis of the data
Interpretation of the data
The data either support or do not support the
hypothesis
Planning vs. Methodology
The general approach
to planning research is
similar across all
disciplines
The strategies used to
collect and analyze
data may be specific
to a particular
academic discipline
Research Planning Research Methodology
General Criteria for a Research Project
Universality (can be carried out by any competent
researcher)
Replication
Control (important for replication)
Measurement
The Nature and Role of Data
Data (plural) ‘data are’
Data ARE NOT absolute reality
Data are transient and ever changing
Primary Data are closest to truth
No researcher can glimpse ABSOLUTE TRUTH
Criteria for the Admissibility of Data
Any research effort should be replicable
Restrictions we identify are the criteria for the
admissibility of data
Standardize the data
Planning for Data Collection
What data are needed?
Where is the data located?
How will data be obtained?
How will data be interpreted?
Defining Measurement
Measurement is limiting the data of any
phenomenon – substantial or insubstantial – so that
those data may be interpreted and ultimately
compared to a particular qualitative or quantitative
standard
Measurement is ultimately a comparison: a think or
concept measured against a point of limitation
Types of Measurement Scales
Nominal Scales
Ordinal Scales
Interval Scales
Ratio Scales
Nominal Scales
A nominal scale limits the data
Nominal measurement is simplistic, but it does divide
data into discrete categories that can be compared
to one another.
Only a few statistical procedures are appropriate
for analyzing nominal data (a) mode, (b)
percentage, and (c) chi-square test
Ordinal Scales
Ordinal scales allow us to rank-order data
In addition to using statistics we can use with
nominal data, we can also use statistical procedures
to determine (a) the median, (b) the percentile rank,
and (c) Spearman’s rank order correlation
Interval Scales
An interval scale is characterized by two features:
(a) it has equal units of measurement, and (b) its
zero point has been established arbitrarily
Interval scales allow statistical analyses that are not
possible with nominal and ordinal data
Because an interval scale reflects equal distances ...
Compentency at a glance
The document discusses competency-based human resource management. It defines competencies as underlying characteristics that enable superior job performance. Competencies include clusters of knowledge, skills, and attitudes. A competency model identifies the competencies required for outstanding performance in specific jobs or roles through behavioral indicators. Competency models help align HR systems like recruitment, performance management, and training with organizational strategy.
HR Management
The document provides an overview of HR management training topics including HR planning, recruitment, selection, training and development, performance management, and career management. It then discusses several HR processes in more detail, including manpower planning, recruitment sources and techniques, selection tests and their advantages/disadvantages, training need analysis, and evaluating training effectiveness.
Introduction to Staffing - An Essential Human Resources Function - Aditya Das...
The document discusses key aspects of human resource management and staffing processes. It covers topics like human resource planning, recruitment, selection, training and development, performance management, compensation and benefits.
It emphasizes the importance of job analysis in understanding job requirements and specifications. The recruitment and selection processes involve multiple steps from attracting candidates to making the final hiring decision. Performance appraisal is used to evaluate employee performance and potential. Strategic workforce planning aims to address current and future staffing needs.
Competency mapping 1
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
Performance Management System
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
Presentation1
Performance appraisals are used to evaluate employee job performance, provide feedback, and inform personnel decisions. They come in various formats like rating scales and checklists. Raters can make errors like halo effects and leniency biases. To address this, organizations provide rater training and encourage employee participation in the appraisal process. Performance appraisals must also comply with antidiscrimination laws to legally protect organizations.
Chapter 1: Overview of Performance Management
The document provides an overview of performance management. It discusses performance management as a continuous process of identifying, measuring, and developing individual and team performance and aligning it with organizational strategic goals. Performance management aims to systematically improve organizational performance by improving individual performance within a team framework. The summary discusses key aspects of performance management including goal setting, feedback, linking individual goals to organizational goals, and using performance management to inform decisions around training, workforce planning, talent management, and compensation.
PSY 3490, Industrial Organizational Psychology 1 Co.docx
PSY 3490, Industrial Organizational Psychology 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Define job analysis.
2. Differentiate between job-oriented and people-oriented approaches.
3. Compare and contrast the methods of job analysis and understand the features and limitations of
each.
4. Interpret what studies suggest regarding the reliability and validity of job analysis.
5. Evaluate the concept of performance criteria, and describe their characteristics.
6. Examine the advantages and disadvantages of the objective measures of job performance.
7. Describe subjective measures of job performance.
8. Explain the different types of error associated with subjective measures.
9. Analyze the advantages of 360-degree feedback.
Reading Assignment
Chapter 3:
Job Analysis
Chapter 4:
Performance Appraisal
Unit Lesson
Assessment
I/O psychologists use a variety of methods when performing their jobs, and regardless of the work setting,
most use assessment methods. Assessment involves gathering information in a systematic way. For I/O
psychologists working as professors, this information may be gathered in a research laboratory, through
surveys, for example. For I/O psychologists working within a large corporation, this information may be
gathered through observing employees at work. For I/O psychologists working for a consulting firm, this
information may be collected through interviews with clients. Regardless of the setting, I/O psychologists
typically apply reliable assessment techniques.
Job Analysis
One type of assessment that is common for consultants and others working directly in organization is called a
job analysis. A job analysis involves a, “method for describing jobs and/or the human attributes necessary to
perform them,” (Spector, 2012, p.54). The job analysis provides a thorough and accurate depiction of the job.
It specifies the activities, tasks, and characteristics associated with the job, and it may also specify the
knowledge, skills, abilities, and other attributes that an employee would need to perform the job.
Most I/O psychologists are trained to perform job analyses because these serve as the foundation for other
I/O activities. They use different approaches to analyze the job, depending on the purpose of the assessment.
One approach is called the job-oriented job analysis, and this focuses on what the employee does within that
job. Whereas, a person-oriented job analysis focuses on the specific competencies needed to perform the job
(Spector, 2012).
UNIT II STUDY GUIDE
Assessment
PSY 3490, Industrial Organizational Psychology 2
UNIT x STUDY GUIDE
Title
Job oriented job-analysis involves analyzing different levels of the job, including the position, duties, tasks,
activities, and elements of the job. The position is what people often mean when referring to “job,” and it
represents the role ...
anil gaur
The document discusses competency frameworks and their use in human resource development. It provides background on the evolution of competency models from focusing on intelligence and technical skills to incorporating traits, motives, self-concept and behaviors. It then outlines some key aspects of developing competency frameworks including identifying underlying competencies, developing observable behaviors for assessment, using different assessment tools, and providing feedback to individuals.
Competency Approach To HRM
The document discusses the competency approach to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies include clusters of knowledge, skills, and attitudes. They are behaviors demonstrated by top performers. A competency model includes competency titles, definitions, and key behavioral indicators. It is developed using methods like expert panels and critical incident interviews to identify competencies required for effective performance. The competency approach helps align HR systems like recruitment, performance management, training, and compensation with organizational strategy.
Employee performance appraisal system
Evaluation of employee performance is an important element in enhancing the quality of the work and
improves employees’ motivation to perform well. It also presents a basis for upgrading and enhancing of
an organization. Periodical employees’ performance evaluation in an organization assists management to
recognize its strengths and weaknesses.
This paper presents a design and implementation of a performance appraisal system using the fuzzy logic.
In addition to the normal process of performance evaluation modules, the system contains step by step
inference engine processes. These processes demonstrate several calculation details in relations
composition and aggregation methods such as min operator, algebraic product, sup-min and sup-product.
The system has foundation to add-on analysis module to analyze and report the final result using various
similarity measures. MS Access database was used to maintain the data, build the inference logic and
develop all setting user interfaces.
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A Semantic Approach for Improving Competence Assessment in Organizations
- 1. A Semantic Approach for Improving Competence Assessment in Organizations M. Gaeta, F. Orciuoli, G. Fenza, G.R. Mangione, P. Ritrovato Stefano Paolozzi on behalf of Francesco Orciuoli University of Salerno, Italy Department of Electronic and Computer Engineering ICALT 2012, Roma, July 04, 2012
- 2. the problem Assessing employees’ competences to properly support Competence-based Management processes (e.g. Career Development, Workforce Planning, etc.) in Organizations is both an important and complex task Due to their high costs, re-assessment events, to determine which competences have been developed by employees, are performed with low frequency (annually in the best cases) This makes quite difficult to achieve a true picture of competences in the Organization when it is really needed
- 3. The solution Competence Assessment is the gathering of evidences (for competences) from more sources, and frequently more than one type of evidence is used to fairly and reliably determine the existence of a competence The main types of evidences are three: direct, indirect and supplementary: The first one is frequently obtained by observing performance in the workplace or in simulations In the second one, the gathered evidence can include workplace documents or portfolios In the last one, evidence is gathered from a third party and is frequently obtained through interviews and testimonies It is possible to use Organizational Knowledge to generate evidences for competences
- 4. A model for competences A Competence consists of the integration of knowledge, skills and attitudes (KSA) and enables one to effectively perform the activities of a given occupation or function to the standards expected in employment: Knowledge can be practical, technical, theoretical, procedural, contextual (with respect to a specific job) (know-what) Skills can be technical, contextual, related to action, interpersonal and can refer to the ability to execute occupation- specific tasks, organization/process tasks (know-how) Attitudes can be personal attributes, personal and professional ethical codes of conduct
- 5. The approach Combining three assessment methods to manage different competence elements requiring different evidence types:
- 7. Analysis of unstructured data
- 8. Analysis of structured data and support to 360-degree feedback Generation of evidences for the skills demonstrated by an employee carrying out with success specific tasks Identification of assessors for a 360-degree feedback by using superiors, subordinates and peers of an employee IF employee <e> has successfully carried out task <t> requiring a specific skill <s> THEN <e> has <s> IF employees <e> and <e1> have participated to task <t> THEN <e1> could assess attitudes of <e> in the context of a 360-degree feedback session
- 9. The result A system for continuous assessment leveraging on the Organizational Knowledge
- 10. State of the work and future works This work is realized in the context of the research activities of ARISTOTELE (FP7 EU) Project At the moment we are developing the system in the ARISTOTELE activities In the next months we will start experimentation and evaluation phases (always in the context of ARISTOTELE)
- 11. THANKS FOR YOUR ATTENTION @workFraorc forciuoli@unisa.it