Formation Fluid Sampling Simulation: The Key to Successful Job Design and Post-Job Performance Evaluation

2019 ◽  
Author(s):  
Morten Kristensen ◽  
Hadrien Dumont ◽  
Tunde Akindipe ◽  
Nikita Chugunov ◽  
German Garcia
Keyword(s):  
Performance Evaluation ◽  
Job Performance ◽  
Job Design ◽  
Fluid Sampling

Unpacking the combined effects of job scope and supervisor support on in-role performance

2017 ◽  
Vol 36 (9) ◽  
pp. 1170-1179 ◽  
Author(s):  
Rabia Mushtaq ◽  
Usman Raja ◽  
Mohammad Bashir Khan
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Design Research ◽  
Strong Relationship ◽  
Supervisor Support ◽  
Job Design ◽  
Role Performance ◽  
Content Type ◽  
Work Settings ◽  
The Relationship

Purpose The purpose of this paper is to explore how the relationship between job scope and in-role performance is contingent upon the level of social support (i.e. supervisor support) received in the workplace. Design/methodology/approach A total of 640 questionnaires were distributed to employees of Pakistani companies, yielding 328 useable responses for analysis. Regression analysis was used to test for both hypotheses. Findings The results support the role of supervisor support as a moderator in the relationship between in-role performance, a dimension of job performance and job scope. The findings show that a higher job scope would facilitate higher job performance from employees who receive high levels of supervisor support. Practical implications The results provide useful insights for managers and consultants, especially HR professionals involved in job design and redesign. Organizations that encourage high levels of social support can help employees improve their job performance as they foster an environment where employees can get direct assistance and advice from their supervisors. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between job scope and job performance; previous studies have failed to find a strong relationship. Second, it highlights how social context, especially in highly challenging work settings, can shape employees’ proficiencies and behaviors. Third, this paper offers a novel perspective in job design research by incorporating a contextual moderator (i.e. supervisor support).

SISTEM PENILAIAN PRESTASI KERJA PEGAWAI KOMISI PENYIARAN INDONESIA DAERAH ACEH

2014 ◽  
Vol 1 (2) ◽  
Author(s):  
Said Firdaus
Keyword(s):  
Performance Evaluation ◽  
Job Performance ◽  
Evaluation System ◽  
Individual Evaluation ◽  
The Law ◽  
And Performance ◽  
And Function ◽  
Good Behaviour

Aceh Indonesian Broadcasting Commision is an independent institution and has authority according to the law to manage the running of broadcasting in Aceh. In performing it tasks and function, KPID has been assisted by a secretariat where the personnels are outsourcing staff. To evaluate the performance of staff, KPID carried out performance evaluation system.Performance evaluation system at KPID is in form of individual evaluation where a superior directly evaluate behaviour and performance of his/her subordinates. For behaviour evaluation, the results of evaluation is in form of good, middle, and less good behaviour. While for performance, the results is in form of the achievement of job volume. The results would then be base for the decision of the institution.According to evaluation been done and compared with the theory, it can be concluded that in the staff job performance evaluation within KPID, the system used has been complied with the regulation. It can be seen from the administration of staff job performance evaluation at KPID where the method used was the same as the theory. 

Which is the Best Way to Measure Job Performance

2021 ◽  
pp. 444-453
Author(s):  
Ned Kock
Keyword(s):  
Performance Evaluation ◽  
Job Performance ◽  
Performance Measurement ◽  
Latent Variables ◽  
Measurement Instrument ◽  
Comparative Assessment ◽  
The Self ◽  
Good Reliability ◽  
Evaluation Scores ◽  
Collaboration Tools

Among latent variables that can be used in e-collaboration research, job performance is a particularly important one. It measures what most e-collaboration tools in organizations aim to improve, namely the performance at work of individuals executing tasks collaboratively with others. The authors report on a comparative assessment of scores generated based on a self-reported job performance measurement instrument vis-à-vis official annual performance evaluation scores produced by supervisors. The results suggest that the self-reported measurement instrument not only presents good validity, good reliability and low collinearity; but that it may well be a better way of measuring job performance than supervisor scores.

Which is the Best Way to Measure Job Performance

2017 ◽  
Vol 13 (2) ◽  
pp. 1-9 ◽  
Author(s):  
Ned Kock
Keyword(s):  
Performance Evaluation ◽  
Job Performance ◽  
Performance Measurement ◽  
Latent Variables ◽  
Measurement Instrument ◽  
Comparative Assessment ◽  
The Self ◽  
Good Reliability ◽  
Evaluation Scores ◽  
Collaboration Tools

Among latent variables that can be used in e-collaboration research, job performance is a particularly important one. It measures what most e-collaboration tools in organizations aim to improve, namely the performance at work of individuals executing tasks collaboratively with others. The authors report on a comparative assessment of scores generated based on a self-reported job performance measurement instrument vis-à-vis official annual performance evaluation scores produced by supervisors. The results suggest that the self-reported measurement instrument not only presents good validity, good reliability and low collinearity; but that it may well be a better way of measuring job performance than supervisor scores.

scholarly journals Design and Implementation of Pay for Performance

2013 ◽  
pp. 396-423 ◽  
Author(s):  
Michael Gibbs
Keyword(s):  
Decision Making ◽  
Performance Evaluation ◽  
Performance Measures ◽  
Pay For Performance ◽  
Employee Selection ◽  
Job Design ◽  
Future Research ◽  
Practical Implementation ◽  
Design And Implementation ◽  
Subjective Performance Evaluation

A large, mature and robust economics literature now provides a useful framework for understanding incentives. This chapter uses the lessons of that literature to discuss how to design and implement pay for performance in practice. A unified treatment of properties of numeric performance measures is provided, including how performance measures relate to employee knowledge and decision making. Subjective performance evaluation, and the tie of evaluations to rewards, are analyzed. Practical implementation issues, such as matching of pay for performance to job design, motivating creativity, and links between incentives and employee selection, are considered. The chapter concludes with suggested directions for future research.

Job Design as Part of the Navy Enlisted Personnel Individualized Career System

1979 ◽  
Vol 23 (1) ◽  
pp. 478-482
Author(s):  
Harold E. Price
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Design Process ◽  
Job Design ◽  
Entry Level ◽  
Enlisted Personnel ◽  
Training Costs ◽  
Third Phase ◽  
Performance Development

The Navy, faced with the prospect of decreasing personnel availability, lower entry-level skills, and increased training costs has decided to develop and evaluate a personnel system concept with innovative technical manuals (Job Performance Aids) as the principal means for obtaining early and productive personnel performance. Significant features of this new concept are: (1) innovative job performance aids (JPA's) to guide minimally trained personnel in productive work, (2) deferred, front-end formal training, and (3) accounting for and individualizing the long-term aspects of the personnel system, such as job structures, career paths, performance appraisal, and advancement. The process of defining JPA-based jobs and integrating them into a total personnel system is referred to as a job design process. Total job design will be accomplished in several phases. First, the tasks necessary to operate and maintain a system will be clustered into work units called positions. A position is comprised of tasks which have some commonality of system factors and are homogenous with respect to personnel skill and knowledge demands. Positions are then arrayed in dependent sequences and ordered according to skill demands. Next, position competency requirements will be determined. A determination will then be made as to how position performance competency can be achieved, particularly through the use of innovative JPA's. The third phase is to combine positions into jobs which meet system performance objectives and result in both productive personnel performance and job satisfaction. The final phase of the job design process is to design career patterns which will provide for increased performance development through utilization of more advanced JPAs, additional job-oriented training, and continual performance assessment and advancement. The eventual product of the EPICS job design process will be a complete personnel system which emphasizes the use of JPA's or technical manuals, includes complementary training, and ensures a complete career potential for individuals who are both motivated and capable of job-oriented performance.

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