The primary purpose of a Job analysis is to develop a description of the nature of a particular job including the knowledge and skills necessary to successfully perform the job; methods include interviews, direct observation, work diaries, and questionnaires (e.g., Position Analysis Questionnaire). In regards to job analysis, job-oriented techniques focus on task requirements of a job, while worker-oriented techniques identify the personal characteristics, skills, abilities, and knowledge required for successful job performance.
Performance evaluation is the process of evaluating a particular person's job performance, typically performed to assist in making decisions regarding promotions, placement, transfers, or dismissals. Of the 2 types of "criterion measures" used to evaluate employee job performance, objective measures are quantitative and direct (e.g., number of items sold, salary), while subjective measures focus on less concrete aspects of job performance (e.g., motivation, ability to supervise) and rely more on the judgment of the rater. Paired comparisons, and forced distribution (Personnel Comparison Systems) are 2 subjective rating techniques that involve 1) comparing each employee with every other employee on each job behavior, and 2) categorizing employees into predetermined groups (based on performance) then comparing the groups.
Critical incidents (aka behavioral anchors) are descriptions of specific job behaviors that make a significant contribution to the job, either positive or negative, and are defined by supervisors who identify employee behaviors that demonstrate superior or inferior performance. Behaviorally Anchored Rating Scales (BARS) is a type of subjective rating technique involves a rater (e.g., supervisor) selecting the critical incident for each job dimension that best describes an employee's behavior, then using a Likert-type scale to rate the employee; construction usually involves the input of different groups of workers and supervisors.
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