Chapter 4 Hybrid Methods Combination Job Analysis Method (CJAM) Levine, 1983 Multi-method Job Design Questionnaire (MJDQ) Campion & Thayer, 1985 Occupational Information Network O*Net U.S. DOL Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods C-JAM TASK STATEMENTS THE TASK GENERATION MEETING THE TASK RATING MEETING ANALYSIS OF TASK IMPORTANCE EMPLOYEE KSAOs THE KSAO GROUP MEETING Morning Session Afternoon Session ANALYSIS OF KSAOs USING THE RESULTS RESEARCH AND APPLICATIONS OF C-JAM Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods C-JAM Combination Job Analysis Method (Levine, 1983) in part taken from: FJA Task Inventory/Comprehensive Occupational Data Analysis Program (TI/CODAP) Info on what gets done, how it gets done (legally defensible) Job Elements method (Human attributes needed for selection) KSAOs are developed and rated on importance for performance TASK STATEMENTS Tasks involve changing something Material, person, product, subject matter or data – from one form to another Written form: 1. implied subject of the task (workers, employees or managers) 2. verb (function performed) 3. phrase to / in order to – (purpose of activity) …much like FJA More detail is better when in doubt About 30 to 100 tasks Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods C-Jam THE TASK GENERATION MEETING SMEs (5-7 incumbents and 2 immediate supers) Define tasks (about 50 each) Work independently to review all of them Lists are consolidated and finalized Or use a series of individual interviews THE TASK RATING MEETING (job in general, not specific positions) SMEs (5-7) to reviews tasks and combine if possible Each rates tasks on difficulty (easiest to most difficult) and criticality of consequences (1-7) ANALYSIS OF TASK IMPORTANCE Task importance = Difficulty + Criticality (range 2-14) EMPLOYEE KSAOs Knowledge – technical mastery of material needed to perform the job Skill – capacity to perform tasks using equipment / tools, etc. Ability – capacity for physical or mental act required to perform the job Other – interests, values, temperaments, personality (often focused on the ‘’will do”) Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods C-Jam THE KSAO GROUP MEETING (lots of meetings) Morning Session SMEs generate KSAOs for the tasks During the lunch break SMEs review KSAOs and have a beer or two (chillax a bit) Or Afternoon Session SMEs share KSAOs and review them Rate them for Necessary Practical to expect the worker to have Trouble likely (if ignored in selection) How well different levels of difficulty distinguish poor to superior performance Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods C-Jam ANALYSIS OF KSAOs To refine and develop the final KSAOs To include “Yes” or “no” USING THE RESULTS (training and selection) Majority needed to determine if Necessary for new hires Practical to expect Trouble likely if ignored in selection RESEARCH AND APPLICATIONS OF C-JAM It works Chapter 4 Hybrid Methods

Multimethod Job Design Questionnaire (MJDQ) Campion & Thayer (1985) Focus on: Information useful for job design -useful to fit job person vs. Person job -More on work than worker attributes - consideration of theories of job design Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods MJDQ DEVEOPMENT AND STRUCTURE Motivational Mechanistic Biological Perceptual/Motor MJDQ RESEARCH Formats Reliability Correlations Among Scales and Correlations w/ other variables MJDQ as a General Measure of Work SUMMARY OF MJDQ Chapter 4 Hybrid Methods

MJDQ DEVEOPMENT AND STRUCTURE Motivational (Table 4.) Assumes people want meaningful jobs Which ones are common to JCM / JDS? Mechanistic (Table 4.4) Find the “One best way” Biological (Table 4.5) Ergonomics / human factors Perceptual/Motor (Table 4.6) Cognition (e.g. computer screen layout) Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods MJDQ DEVEOPMENT AND STRUCTURE Motivational Mechanistic Biological Perceptual/Motor MJDQ RESEARCH Formats Reliability Correlations Among Scales and Correlations w/ other variables MJDQ as a General Measure of Work SUMMARY OF MJDQ Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods MJDQ Research Formats Developed for use by trained analysts (but revised for incumbents) Would they both have the same FOR? Which would be more biases? Why? Reliability Generally good with the four scales rs Among Scales and Correlations w/ other vars Neg r for motivation and mechanistic scales Why? Are there trade offs for design? MJDQ as a General Measure of Work Too general? CFA doesn’t confirm 4 scales Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods O*Net IMPETUS FOR O*NET –replace DOT THE O*NET CONTENT MODEL Worker Requirements Basic and Cross-Functional Skills Knowledge Education (not much on specific vocational prep) Experience Requirements Worker Characteristics (enduring) Abilities –less subject to development cf. basic skills (that means aptitudes) Occupational values and Interests (more will do than can do) Work Styles (more will do than can do) Occupational Requirements Generalized Work Activities Work Context Organizational Context Occupation-Specific Requirements and Occupation Characteristics (Under construction!) Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods O*Net O*NET RESEARCH AND DEVELOPMENT Content model was developed Pilot trial versions run Tables developed (tables 4.4 to 4.10) Occupations selected Trained analysts estimated reliability Less than ½ of 80 occupations and 30 incumbents collected – (questionable representativeness) Chapter 4 Hybrid Methods

Chapter 4 Hybrid Methods O*Net O*NET RESEARCH AND DEVELOPMENT (con’t) Pilot showed it was possible to collect the data But reliabiliy between incumbents and experts was low Two Primary Potential limitations (Brannick &Levine) 1. expensive to update an maintain 2. little published evaluation of O*Net Conclusion Without better confidence in it’s validity and reliability you can’t depend upon it for JA That’s why you have to do your own! Chapter 4 Hybrid Methods