TM - November 2007 - (Page 23)

The Dimensions of Job Performance Steven T. Hunt, Ph.D. Years of research have been devoted to understanding what makes a good employee a good employee. This research seeks to understand the specific behaviors or dimensions of job performance that lead people to succeed or fail in different kinds of jobs. Below is a list of job-performance dimensions identified in two of the more significant studies conducted in this area: Professional/ Salaried Job-Performance Dimensions • Leading and deciding • Supporting and cooperating • Interacting and presenting • Analyzing and interpreting • Creating and conceptualizing • Organizing and executing • Adapting and coping • Enterprising and performing Entry-Level/ Hourly Job-Performance Dimensions Counterproductive Behaviors • Drug misuse • Theft • Unruliness • Off-task behavior Productive Behaviors • Attendance • Industriousness • Thoroughness • Schedule flexibility Customer Service Behaviors • Persuasive selling • Managing customer interactions These dimensions describe many of the reasons employees fail or succeed in different hourly and salaried positions. They are also relatively independent, and companies should consider each when developing a staffing process. For example, if drug misuse is considered to be a major problem in certain hourly positions, companies should consider using drug tests in the assessment process. People are rarely effective at all of the dimensions listed. In other words, no one is good at everything. When evaluating candidates, companies need to think about which dimensions are most critical to job success and prioritize each one to different aspects of performance. Although it is common for companies to state things such as, “We want to hire high-performing employees with a strong entrepreneurial spirit,” is that really what is needed for every position in the company? Would you rather hire an auditor based on how effective he or she is at enterprising and performing, or organizing and executing? If interviewing an engineer, should you focus more on analyzing and interpreting, or leading and deciding? But do not ignore the other dimensions — certain performance dimensions might not drive high performance, but they might underlie job failure if they are not maintained at some minimum level. Remember: It does not matter how good someone is at persuasive selling if he never shows up for work. talent management magazine www.TalentMgt.com 23 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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