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The accuracy and reliability of SDy estimates (the standard deviation of job performance in Dollars) derived using the method introduced by Schmidt et al. (1979) was investigated using estimates for the position of medical insurance claim approver. As a test of accuracy, the resulting estimates of SDy and Dollar values of performance at the 15th, 50th, and 85th percentiles were compared to more objective values of these parameters based on job information. Although the estimates of SDy were significantly lower than the actual SDy value, the estimates of the Dollar value of performance at all three percentiles were not significantly different from the actual values. The inter-rater reliability of the Schmidt et al. method was investigated within the context of generalizability theory and was found to be relatively low (p²=0.56), as was the stability of SDy estimates over a six-month period (r=0.38). [ABSTRACT FROM AUTHOR]

One reason for Annett, et al's technique of hierarchical task analysis not being more widely adopted is that would-be analysts have failed to understand the concept of ‘redescription’. It is argued that the original tabular format proposed for recording such analyses has not facilitated this understanding. For example, the table does not enable easy examination of the redescription of a superordinate operation, nor is there a clear separation between the basic task analysis and hypotheses proposed to ensure operator competence. A revised format is proposed to overcome these objections and is illustrated using a complex planning task. [ABSTRACT FROM AUTHOR]

Studies on the effects of discussing an individual's strengths and weaknesses in job performance during appraisal interviews have come to widely differing conclusions. Some of the possible reasons for this are discussed and taken account of in this investigation of appraisal interviews in a government department. Interviews perceived as containing varying degrees of performance feedback (both positive and negative, positive only, negative only and none at all) were compared on a number of variables indicating the effectiveness of the appraisal. The results indicate that interviews perceived as containing a balanced review of the individual's strengths and weaknesses in performance achieved the greatest positive effect overall, while those containing no feedback whatsoever achieved relatively little. [ABSTRACT FROM AUTHOR]