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Performance Assessment for the Workplace Volume I (1991) / Chapter Skim
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Coda: The JPM Project and Accession Policy
Pages 207-210

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 207...
... And to improve their control over performance in the enlisted ranks, DoD and the Services need to be able to make more empirically grounded projections of their personnel quality requirements. Although the problems are complex, and there is still room for improvement at every stage of the research and development, the results of the JPM Project to date indicate that the concept of linking selection standards to objective measures of job performance is basically sound.
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From page 208...
... As anticipated, coverage of the total job domain is a problem with hands-on testing because the methodology is extremely time-consuming. Despite six to eight hours of testing time per individual, the analysis of measurement error due to the particular set of tasks selected for testing presented in Chapter 6 indicates that more time and more tasks would have produced better measures of job proficiency.
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From page 209...
... If the JPM performance data can be successfully incorporated into trade-off models, the models will offer policy officials useful tools for estimating the probable effects on performance and/or costs of various scenarios—say a 10 percent reduction in recruiting budgets, a 20 percent reduction in force, or a downturn in the economy. The solutions provided by such models are not intended to and will not supplant the overarching judgment that policy officials must bring to bear, but they can challenge conventional assumptions and inject a solid core of empirical evidence into the decision process.
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From page 210...
... By and large, the JPM measures were not developed as competency scales. However, some thought is being given to ways of providing external competency anchors for the data—say, by comparing the JPM cohort with the enlisted force in what military experts consider a very bad and a very good recruiting year and extrapolating the known job performance to the other two groups.
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Key Terms

  • jpm project
  • job proficiency
  • military jobs
  • quality requirements
  • decision process

  • performance data
  • policy officials
  • enlisted force
  • simply assumed
  • set enlistment

  • officials useful
  • resource planners
  • remarkably reliable
  • conventional assumptions
  • empirical evidence

  • fairly close
  • objective measures
  • measurement error
  • manpower management
  • empirically grounded

  • enlistment standard
  • successfully incorporated
  • jpm anchor
  • traits required
  • useful tools

  • despite six
  • management models
  • military planners
  • external competency
  • test scores


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