S. The goal of job and task analysis is to obtain quantifiable and descriptive information to describe work and worker behaviors as well as the knowledge, skills, and abilities required for the work. Argue for specific steps that must be in place and the type of information that must be gathered. Does this differ depending on the kind of work? What factors must be considered?
For a job and task analysis to be effective in its role of obtaining quantifiable and descriptive information relating to work and worker behaviors, it must follow specific steps. One of the steps is defining the task at hand. Developing a practical task analysis revolves around writing general information about the job. This includes identifying the task performer and the type of jobs each player is allocated. The time frame for completing the task and explaining why the mission is essential to the organization is also part of defining the position (Ohme & Zacher, 2015) . The other critical step is outlining the task steps that should be followed to ensure the task is completed. In describing the task steps, it is vital to observe and understand the outcome of the job. This makes it easy to list the steps that complete the task in their progressive order. Each step of the process, no matter how trivial it might seem, should be clearly defined to review and shore the skills and abilities required. While these steps do not necessarily differ depending on the type of work, it is essential to put into considerations the factors that influence these steps. Some of the factors to consider in the job and task analysis include the work methods employed by the organization, the skills, and knowledge required for the responsibilities of the position, the organizational and reporting structure, and the relationships between departments and individuals (Campbell & Wiernik, 2015) . All these factors are integral in defining the steps that should be put in place.
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F. As corporations become more international and have the influence of many cultures, argue whether this affects the assessment of the knowledge, skills, and abilities to perform the work? How does culture influence work attributes? Is it a factor that should be considered in assessment? Justify your answer.
A critical factor that determines the success of any organization is the organizational culture adopted. It is challenging for international corporations to assume a central corporate culture due to the diverse cultures represented in the workplace. This affects the assessment of the knowledge, skills, and abilities to perform the work in the sense that every culture has its own spectrum of measuring and defining competence in the workplace. The challenge presented, therefore, in such a scenario is the adoption of policies that are responsive to cultural diversity (Jyoti & Kour, 2015) . The staff, in this case, needs to be trained on how to utilize the knowledge gained from the cross-cultural setting effectively. Culturally competent organizations are realized out of recognizing, respecting, and valuing all the cultures presented and integrating them into the system. Culture influences work attributes in the sense that lifestyle is responsible for defining the employees' personalities, which are critical in influencing the overall growth of the business. Employees are responsible in most cases for direct contact clients, and customers have with an organization. The employees'' personality, determined by their culture, is therefore critical in cultivating the relationship the client will have with the organization. Cultures that do not promote outwardness and openness will, in most cases, result in withdrawn employees who are not capable of socializing or working as a team (Noe, Hollenbeck, Gerhart, & Wright, 2017) . It is critical, therefore, that culture is considered in assessment as a factor since it determines the employees' attitudes. In this case, the culture will be essential in determining what area of duties which employees should be assigned.
M. Poorly designed appraisal systems often have negative consequences. Compare and contrast the rating approach to work performance assessment. Argue for the best rating approach (consider: BARS, checklists, employee comparison procedures, graphic rating scales, etc.).
For any organization, an appraisal system is a critical tool used to boost work performance by rewarding quality work by the employees. However, it is challenging to adopt the most effective appraisal system due to the diverse rating systems and their impact on the organization. In appreciating the input by employees, some of the rating approaches and tools that can be adopted include the use of BARS, checklists, graphic rating scale, and employee comparison procedures, among others. The use of BARS as a rating approach for the appraisal system places much emphasis on the contribution of an employee against the standards and expectations set by the organization (Hamann, 2016). This approach is critical in measuring the input of a given employee to determine whether or not they are working towards achieving the common goal set by the organization. The use of the BAR allows the company to equally track the progress of an employee as an individual contributor. This approach is critical in determining the direction an employee takes concerning the set objectives by the organization. It does not, however, highlight factors such as team growth; hence, cannot be used to determine an employee's contribution and ability to work as a team. The use of a checklist is a more effective tool to determine an employee's ratings for appraisal. This is because the checklist comprises of all the essential factors that make for a good employee. It not only tracks the employee's individual progress, but it additionally establishes their alienation with the organization's objectives (Salas, Reyes, & Woods, 2017) . At the same time, the checklist emphasizes on their social skills and their ability to integrate with other employees as well as gauging their interaction with customers. The use of checklists, therefore, ensures that an employee excels in all the vital areas of development within the organization.
N. Examine current performance appraisal research and the focus on the social-psychological context of work performance appraisal. How do social-psychological context impact performance appraisal and feedback for improving work performance?
Traditionally, research on performance appraisal has been focused on measurement-based issues like rating accuracy and rating error. However, modern-day research on performance appraisal must concentrate on more pressing social context issues. This is because qualitative issues, such as employee response to feedback, is equally critical (Mitchell, 2010). An employee's perception of performance appraisal feedback is vital to improving work performance. This is because primarily, performance appraisal is meant to appreciate and reward employees for their contribution towards a particular organization. Thus, if an employee shows a lack of faith in a rewarding system put in place for their benefit, then they would develop a negative mindset towards the performance appraisal, leading to negative consequences. By bearing in mind the social-psychological context, which mainly is the perception employees have on the performance appraisal, organizations can put in place rating approaches that emphasize the needs of the employees. It is critical to bear in mind that emotions play an integral, inseparable part in everyday life as they influence the work of individuals, and are in return influenced by work experiences (Jayaweera, 2015) . Basing a performance appraisal around this phenomenon ensures that the needs of employees are addressed holistically. In the end, this approach provides a conducive environment for not only career growth and expansion but also for emotional security.
References
Campbell, J. P., & Wiernik, B. M. (2015). The modeling and assessment of work performance .
Hamann, J. (2016). The visible hand of research performance assessment. Higher Education , 72 (6), 761-779.
Jayaweera, T. (2015). Impact of work environmental factors on job performance, mediating role of work motivation: A study of hotel sector in England. International journal of business and management , 10 (3), 271.
Jyoti, J., & Kour, S. (2015). Assessing the cultural intelligence and task performance equation: Mediating role of cultural adjustment. Cross Cultural Management , 22 (2), 236-258.
Mitchell, L. (2010). Emotional responses to performance appraisal feedback: Implications for organizations. Journal of Applied Business and Economics , 11 (4), 82-108.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage . New York, NY: McGraw-Hill Education.
Ohme, M., & Zacher, H. (2015). Job performance ratings: The relative importance of mental ability, conscientiousness, and career adaptability. Journal of Vocational Behavior , 87 , 161-170.
Salas, E., Reyes, D. L., & Woods, A. L. (2017). The assessment of team performance: observations and needs. In Innovative assessment of collaboration (pp. 21-36). Springer, Cham.
