The Managerial and Professional Job Function Inventory (MPJFI) is a standardized and quantified instrument designed to provide information concerning the optimal performance of duties and responsibilities in higher-level positions. As such, the MPJFI is used to perform job analysis as well as to measure the degree to which each candidate possesses the requisite abilities. The MPJFI is available in two forms.

The Importance Form is used to establish a benchmark by assessing the relative importance of 16 basic job functions for overall successful performance in a given higher-level position.

The Ability Form provides an assessment of the relative ability of each candidate to perform the 16 job functions.

Applications
Job Description and Analysis
The Importance Form is used to define higher-level management and professional positions for such purposes as job description and classification, determining appropriate selection procedures and for job evaluation for wage and salary administration.

Performance Appraisal
The Ability Form provides self, peer and supervisory assessments that can be used in an all-around assessment process.

Training Needs
Use of both the Importance and Ability Forms provides a method for assessing an individual’s level of ability on the previously determined important functions. This is in order to identify the individual’s current status and any developmental needs for a given position. Thus, the Inventory may be used to identify individual and group training needs and is a useful measurement in Succession Planning.

Scores
Normalized Standard Scores (NSSs) are used for interpreting Inventory 
results and may be compared across different job functions as well as for different candidates. The NSS for any particular job functions will immediately show how the respondent scored in comparison to the normative group.

Job Dimensions Measured

Organisation 

1. Setting Organizational Objectives
Formulating the overall mission and goals of the organization and setting short and long-range objectives which are significant and measurable.

2. Financial Planning and Review
Making economic decisions and managing capital assets; establishing a budget and controls to assure that the budget is adhered to.

3. Improving Work Procedures and Practices
Analyzing, interpreting and evaluating operating policies; initiating and formulating improved procedures and policies

4. Interdepartmental coordination
Understanding the problems and coordinating the solutions and work activities of different departments within the organization.

Leadership

5. Developing and Implementing Technical Ideas
Originating technical ideas and designs; translating technical ideas into feasible solutions to organizational needs.

6.Judgement and Decision Making
Analyzing incomplete information to make decisions; acting upon decisions concerning resource andwork force allocation.

7. Developing Group Coordination and Teamwork
Encouraging and building work group relations that will lead tobetter exchange of ideas, more open communication and better morale.

8. Coping with Difficulties and Emergencies
Working efficiently under pressure; effectively handling unexpected problems, day-to-daycrises and emergency situations.

9. Promoting Safety Attitudes and Practices
Taking responsibility for the identification and elimination of job safety and health hazards.

10. Communications
Monitoring and improving both external communication channels and internal 
upward and downward lines.

Human Resources

1. Developing Employee Potential
Evaluating employees’ present performance and potential in order to create 
opportunities for better use of their abilities 

12. Supervisory Practices
Clarifying subordinates’ job functions and responsibilities and motivating 
employees while maintaining discipline and control

13. Self-Development and Improvement
Formulating self-improvement goals; using feedback from others tohelp 
assess one’s own strengths and weaknesses and coordinating personal career 
goal with organizational needs. 

14. Personnel Practices
Ensuring that the organization adheres to government requirements.

Community

15. Promoting Community-Organisation Relations
Staying informed on community, social, economic, and political problems and their relevance and impact upon the organization

16. Handling Outside Contacts
Promoting the organization and its products to outside contacts and clients and properly conveying the organization’s relationship with them.

Procedure

The assessment may be individually or group administered.

There is no time limit but most individuals will complete the assessment within an hour.

A spreadsheet comparing the scores of those assessed is also provided.