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DescriptionProject #2 – MAN 3301
Summary: Develop a performance management system for the same job that you analyzed in Project 1.
Your project should have the six sections indicated below. Please label each section.
Section 1: Introduction (2% of the project grade)
a. Indicate the job title of the job for which you are developing a performance management system.
b. Find the job title or a similar job title in O*NET (O*NET instructions were given in Section 1 of
Project 1). Indicate the job title of that job, even if it is the same as the title in part a.
c. Copy and paste the short job description from the beginning of the job summary in O*NET
(O*NET instructions were given in Section 1 of Project 1).
Section 2: Source of information (9% of the project grade)
a. Indicate one type of rater who will rate the performance of employees holding the job. That is,
specify one type of person (e.g., supervisor, peers, subordinates, self, customers) who will
complete the scales that you develop in Section 4. The length of this section can be one sentence.
b. Indicate why that source is appropriate for this particular job. In other words, why did you select
this source as a rater of performance for the job? The length of this section should be at least 3
sentences.
Section 3: Frequency of appraisal (9% of the project grade)
a. Indicate how often the type of rater in Section 2 will complete the scales that you develop in
Section 4. Please note that this is question is not referring to how often a feedback meeting will
be held, but rather how often a rater will complete the scales that you develop in Section 4 (e.g.,
weekly, monthly, yearly). The length of this section can be one sentence.
b. Indicate why the level of frequency is appropriate for this particular job. In other words, why did
you select this level of frequency? The length of this section should be at least 3 sentences.
Section 4: Behaviorally anchored rating scales (50% of the project grade; 10% per scale)
a. Create a performance appraisal form that includes five behaviorally anchored rating scales that
can be used to assess performance.
• Each behaviorally anchored rating scale should assess a task that was identified in Section 2
of Project #1 (the task-oriented job analysis). That is, choose five task statements (not
clusters) from Section 2 of Project 1 and develop a behaviorally anchored rating scale for
each statement.
• Each behaviorally anchored rating scale should clearly describe three levels of performance
(e.g., outstanding performance, acceptable performance, unacceptable performance).
• Each level of performance should consistent of at least three behavior statements (with action
verbs). The verb tense should be consistent throughout Section 4.
• An example of a behaviorally anchored rating scale is provided at the end of the project.
***Instructions are continued on the next page***
Section 5: Example of an employee with good performance (15% of the project grade)
a. Use the scales developed in Section 4 to rate a hypothetical employee who is demonstrating good
performance.
• Note: All of the ratings should not be the same (e.g., do not give the employee all “3”s).
• There are a couple of ways to complete this part of the project. You may copy and paste the
scales from Section 4 and circle/highlight the numerical ratings for the employee. Or, you can
provide the numerical ratings by indicating the scale numbers or scale names along with the
numerical ratings for the employee (For example, Scale 1 = rating of 3, Scale 2 = rating of 2,
Scale 3 = rating of 3, Scale 4 = rating of 2, and Scale 5 = rating of 3).
b. Describe the feedback that you would provide to the hypothetical employee who is performing
well (based on the ratings given in Section 5a). This could include what you would tell the
employee about his or her performance, what consequences (if any) you would give the
employee for his or her performance, how you would motivate the employee to continue and/or
improve the level of his/her performance in the future, and so forth. The length of this section
should be at least 8-10 sentences.
• There are a couple of ways to complete this part of the project. One is to talk about the
feedback that you would give to the employee. Another is to write a script of the conversation
with the employee. An example of the first approach would be, “I would tell the employee
XYZ…”. An example of the second approach would be, “Hello. Thank you for coming in
today. Your performance has been XYZ…”.
• This section should include more than a description or recitation of the ratings in Section 5a.
That is, do not merely tell the employee the ratings they received, but also discuss the
implications of those ratings, what will happen in the future for the employee as a result of
those ratings, what consequences will follow as a result of those ratings, etc.
Section 6: Example of an employee with poor performance (15% of the project grade)
a. Use the scales developed in Section 4 to rate a hypothetical employee who is demonstrating poor
performance.
• Note: All of the ratings should not be the same (e.g., do not give the employee all “1”s).
• There are a couple of ways to complete this part of the project. You may copy and paste the
scales from Section 4 and circle the numerical ratings for the employee. Or, you can provide
the numerical ratings by indicating the scale numbers or names along with the numerical
ratings for the employee (For example, Scale 1 = rating of 1, Scale 2 = rating of 2, Scale 3 =
rating of 1, Scale 4 = rating of 1, and Scale 5 = rating of 1).
b. Describe the feedback that you would provide to the hypothetical employee who is performing
poorly (based on the ratings given in Section 6a). This could include what you would tell the
employee about his or her performance, what consequences (if any) you would give the
employee for his or her performance, how you would motivate the employee to continue and/or
improve the level of his/her performance in the future, and so forth. The length of this section
should be at least 8-10 sentences.
• There are a couple of ways to complete this part of the project. One is to talk about the
feedback that you would give to the employee. Another is to write a script of the conversation
with the employee. An example of the first approach would be, “I would tell the employee
XYZ…”. An example of the second approach would be, “Hello. Thank you for coming in
today. Your performance has been XYZ…”.
• This section should include more than a description or recitation of the ratings in Section 6a.
That is, do not merely tell the employee the ratings they received, but also discuss the
implications of those ratings, what will happen in the future for the employee as a result of
those ratings, what consequences will follow as a result of those ratings, etc.
General Instructions
• Turn the project in via Webcourses by the deadline. If you are working with a partner, then
only one person needs to turn in the project.
• See syllabus for policy regarding late assignments.
• See below for example of a behaviorally anchored rating scale.
Example of a behaviorally anchored rating scale (Section 4)
Task: Develops psychological tests to assess skills, abilities, and interests
3 = Outstanding performance
• Writes items that clearly and accurately reflect the domain of interest
• Pilot tests the measure with a representative sample of participants
• Analyzes reliability and validity statistics
• Makes all appropriate edits to the measure based on pilot data and statistical analyses
• Creates a measure that participants will find very clear and easy to complete
2 = Acceptable performance
• Writes items that accurately represent the domain of interest
• Pilot tests the measure with a sample of participants that is not entirely representative
• Makes some edits to the measure based on pilot data
• Creates a measure that participants will find somewhat clear and somewhat easy to complete
1 = Unacceptable performance
• Writes items that do not represent the domain of interest
• Fails to collect pilot data
• Creates a measure that participants will find unclear and difficult to complete
Section 1: Introduction
a.
b.
c.
d.
HR manager
Human Resources Managers
“Plan, direct, or coordinate human resources activities and staff of an organization.”
Sources used include the O*Net website, Job postings from firms currently seeking HR
managers, and several job boards.
Section 2: Task-oriented job analysis
Recruitment

Develop strategies in order to attract good candidates.

Give hiring managers advice on the most effective methods of recruitment and choosing

Post job listings on social media.

F=4

I=5
Employee Relations

Inform managers of HR rules and laws.

Manage staff relation problems.

Create and keep up affirmative action initiatives.

F=4

I=5
Performance Management

Create and performance managementprograms.

Teach supervisors how to use performance management strategies.

Evaluate employee success.

F=4

I=5
Training and Development

Develop and implement employee training

Identify training needs.

Evaluate the training program effectivity.

F=4

I=4
Compensation and Benefits

Develop and oversee compensation and benefits plans.

Ensure compliance with all state and federal laws regarding compensation and benefits.

Analyze benefits and compensation and make suggestions to senior management.

F=3

I=5
Section 3: Worker-oriented job analysis
A. Knowledge Clusters:
1. Human Resources Policies and Regulations:

Understanding of laws relating to HR practices at the municipal and state levels.

understanding of HR business policies.

understanding of best practices for HR policies and regulations in the business

F=5

I=5
2. Organizational Development:

Understanding organizational growth and how to achieve it

Understanding change management

Understanding the tactics for performance enhancement.

F=4

I=5
B. Skill/Ability Cluster:
1. Leadership:

Ability to plan and carry out strategic plans

Ability to inspire and motivate staff members

Ability to lead and oversee a team

F=5

I=5
2. Communication:

Effective Communication skills

Able to effectively communicate with other staff members

Ability to write up clear and concise reports and policies

F=4

I=5
C. Other Characteristics Cluster:
1. Ethics:

Strong commitment to rules and principles

the capacity to handle sensitive information and keep confidentiality

The ability to make tough decisions in an ethical manner

F=5

I=5
Section 4: Job description and job specification
a. Everything related to the organization’s human resources role must be supervised and managed
by the HR Manager. They control the creation and application of HR policies and practices, offer
direction and support to staff members and supervisors on HR-related issues, and make sure
that all applicable laws and regulations are followed. The HR Manager also oversees the
performance management, onboarding, and recruitment procedures.
b. Bachelor’s degree in human resources with at least five years of experience in a comparable
position are requirements for the position of HR Manager. They have to have good knowledge in
employment laws, regulations, and HR policies and processes. They must also have excellent
leadership, interpersonal, and communication skills, as well as the capacity to make new
connections and successfully lead the team.
Section 5: Selection Interview Questions
a. Situational interview questions:
1. Give an example of a time you had to handle a challenging employee problem. How did you
respond to the circumstance? (KSAO: Conflict Resolution)
2. A deadline is approaching, but a team member constantly forgets when to turn in their task.
What steps would you take to handle the situation? (KSAO: Time Management)
3. One of the job candidates has an unusual history for his position, what would you rate his chances
of succeeding are, and why is that? (KSAO: Diversity and Inclusion)
4. Imagine a situation where a worker complains about his boss, how would you look into the
matter to make sure that it is dealt in a fair and ethical way? (KSAO: Investigation and analysis)
b. Behavior description interview questions:
1. imagine a situation where you are mediating between two coworkers, what steps would you take
to resolve the problem? (KSAO: Conflict Resolution)
2. Give me an example of a time where you have successfully prioritized tasks in order to meet
deadlines? (KSAO: Time Management)
3. Give me several ways that you used to encourage and promote diversity? (KSAO: Diversity and
Inclusion)
4 Give me circumstances where you had to examine different date in order to spot trends? And how
did you analyze it? (KSAO: Investigation and analysis)
Section 6: Scoring system for interview questions
A.
1. Situational Interview Question: Give an example of a time you had to handle a challenging
employee problem. How did you respond to the circumstance? (Targeting KSAO: Conflict
Resolution)

Excellent: The candidate explains the challenging employee issue in straightforward and
thorough detail, exhibits strong conflict-resolution abilities, pinpoints the root causes of the
conflict, and offers an effective solution to the problem. (4 points)

Adequate: The candidate gives a brief explanation of the challenging employee problem,
exhibits some conflict resolution techniques, pinpoints some primary sources of the conflict, and
offers a solution. (2 points)

Poor: Candidate fails to adequately describe the challenging employee problem, exhibits poor
conflict resolution abilities, fails to pinpoint the root causes of the conflict, and/or fails to offer a
workable solution. (0 points)
2. Situational Interview Question: . A deadline is approaching, but a team member constantly
forgets when to turn in their task. What steps would you take to handle the situation?
(Targeting KSAO: Time Management)

Excellent: Candidate recognizes potential obstacles to success, offers a thorough plan for
handling the situation, exhibits strong time management abilities, and offers a satisfactory
solution. (4 points)

Adequate: Candidate recognizes some potential obstacles to success, offers a basic plan for
handling the situation, exhibits some time management abilities, and offers a solution. (2 points)

Poor: Candidate fails to spot potential obstacles to success, offers an unclear or insufficient plan
for handling the situation, exhibits poor time management abilities, and/or fails to offer a
satisfactory solution. (0 points)
3. Situational Interview Question One of the job candidates has an unusual history for his
position, what would you rate his chances of succeeding are, and why is that? (Targeting KSAO:
Diversity and Inclusion)

Excellent: Candidate demonstrates strong diversity and inclusion skills, identifies potential
strengths and weaknesses of the candidate, and makes a recommendation for hiring or not
hiring the candidate. Candidate provides a clear and detailed explanation of how they would
evaluate the candidate’s potential for success. (4 points)

Adequate: Candidate identifies some potential candidate strengths and flaws, offers a brief
explanation of how they would assess the candidate’s chances of success, exhibits some
diversity and inclusion skills, and makes a suggestion for hiring or not hiring the candidate. (2
points)

Poor: Candidate exhibits poor diversity and inclusion skills, fails to identify the candidate’s
potential strengths and weaknesses, and/or fails to make a clear recommendation for hiring or
not hiring the candidate. Candidate provides an unclear or incomplete explanation of how they
would evaluate the candidate’s potential for success. (0 points)
4. Situational Interview Question. Imagine a situation where a worker complains about his boss, how
would you look into the matter to make sure that it is dealt in a fair and ethical way? (Targeting
KSAO: Investigation and Analysis)

Excellent: The candidate demonstrates strong investigative and analytical skills, recognizes
potential biases or conflicts of interest, and offers a successful resolution to the problem. The
candidate gives a clear and thorough explanation of how they would perform a fair and
unbiased investigation. (4 points)

Adequate: Candidate demonstrates some investigative and analytical skills, points out some
possible biases or conflicts of interest, and offers a solution to the problem. Candidate also gives
a basic explanation of how they would carry out a fair and unbiased inquiry. (2 points)

Poor: Candidate fails to identify any possible biases or conflicts of interest, provides an unclear or
incomplete explanation of how they would perform a fair and impartial investigation, and/or fails to
offer a satisfactory solution to the problem. (0 points)
5. Behavior Description Interview Question: . imagine a situation where you are mediating between
two coworkers, what steps would you take to resolve the problem? (Going After KSAO: Conflict
Resolution)

Excellent: Candidate describes the scenario in clear detail, demonstrates effective conflict
resolution techniques, pinpoints the root causes of the conflict, and offers a workable solution.
The acts of the candidate enhanced interpersonal connections and/or increased output. (4
points)

Adequate: The candidate gives a brief explanation of the circumstance, demonstrates some
conflict-resolution techniques, finds some underlying causes of the conflict, and offers a
solution. The candidate’s efforts led to some relationship and/or productivity improvements. (2
points)

Poor: Candidate fails to clearly describe the situation, exhibits poor conflict-resolution abilities,
fails to pinpoint the root causes of the conflict, and/or fails to propose a workable remedy.
Relationships and/or productivity were not significantly improved by the candidate’s efforts. (0
points)
6. Behavior Description Interview Question Give me an example of a time where you have
successfully prioritized tasks in order to meet deadlines? (KSAO Target: Time Management)

Excellent: The candidate gives a precise and comprehensive example of a project, exhibits
excellent time management abilities, recognizes possible obstacles to success, and offers a
workable solution. The assignment was successfully completed on time and/or with high quality
thanks to the candidate’s actions. (4 points)

Adequate: Candidate gives a straightforward example of a project, exhibits some time
management abilities, points out some possible obstacles to success, and offers a solution. The
job was finished on schedule and/or to the candidate’s satisfaction as a result of their actions. (2
points)

Poor: Candidate fails to spot potential obstacles to success, provides a vague or incomplete
example of a project, exhibits poor time management abilities, and/or fails to offer a workable
solution. Due to the candidate’s actions, deadlines were missed or the task was incomplete or of
low quality. (0 points)
7. Behavior Description Interview Question: Give me several ways that you used to encourage and
promote diversity? (Knowledge Sharing Objective: Diversity and Inclusion)
Excellent: Candidate demonstrates strong diversity and inclusion skills, identifies potential challenges or
resistance, and provides a successful outcome that led to a more diverse and inclusive workplace.
Candidate provides a clear and detailed description of the diversity and inclusion initiatives they
implemented in their prior positions. (4 points)
Adequate: Candidate gives a brief overview of the diversity and inclusion initiatives they implemented in
their previous roles, exhibits some diversity and inclusion skills, mentions any obstacles they may have
encountered or resistance they may have encountered, and provides an outcome that led to an
improvement in workplace diversity and inclusion. (2 points)
Poor: Candidate fails to identify potential obstacles or resistance, provides an unclear or incomplete
account of the diversity and inclusion initiatives they implemented in their previous positions, and/or
fails to provide an outcome that led to an improvement in workplace diversity and inclusion. (0 points)
8. Behavior Description Interview Question: Give me circumstances where you had to examine
different date in order to spot trends? And how did you analyze it? (KSAO Targeting: Investigation
and Analysis)
Excellent: Candidate demonstrates strong investigative and analytical skills, points out potential biases
or limitations, and offers a successful conclusion that identified significant trends or patterns. Candidate
also provides a clear and comprehensive example of the data analysis project. (4 points)
Adequate: The candidate offers a straightforward illustration of the data analysis project, exhibits some
investigative and analytical skills, points out some possible biases or constraints, and offers a result that
revealed some trends or patterns. (2 points)
Poor: Candidate offers a vague or insufficient example of their data analysis project, exhibits poor
abilities in research and analysis. (0 points)
B. To determine the candidate’s overall score, the results of each question will be added together.
Depending on how crucial they are to the position, the questions might be given a varied weighting. The
score for the question about time management may be weighted more heavily than the others if it is a
crucial component of the job.
C. The organization’s hiring requirements and the overall score distribution of the applicant pool will be
used to decide the passing score. The minimal degree of proficiency needed for the position should be
reflected in the passing score. If the company decides that a minimum score of 15 out of 24 is necessary
for the job, that means that any applicant scoring lower than 15 would not considered for employment.

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