1. Chap 8 Staffing and Training
Job Analysis 651
Chap 8 Staffing and Training

2. Staffing matching people to jobs
What are the implications for JA methods for armed services before/after July 3, 1973 for:
Recruitment?
Selection?
Placement?

3. Recruitment Purposes inform qualified applicants of job
Entice qualified to apply (marketing function)
Inform potential applicants of requirements
RJP
Perfect recruitment
One person applies for the job

4. Recruitment Job specs KSAOs Duties Context
Min quals / education and experience
Benefits

5. Selection To choose the best qualified Test validation
For getting the cream of the crop or
Typical (average) performers
? What are some jobs where it makes a difference?
What if the test has adverse impact?
? What are the implications for promotion?

6. Selection Validity types: Content Criterion related Face Synthetic
What is it?
How is it related to VG?
Signs v. samples
When can samples be used?
Do you need SKAOs?
Simulations (can you build a model steam engine?)

7. Judging KSAOs for Validation
Reliability sets limit on validity
More judges needed?
Validity of KSAO judgments
Table 8.2 (Trattner, Fine, & Kubis, ‘55) p235
Better in predicting test scores
for mental and perceptual or physical aptitudes?
using job description or observation?
U.S. Air Force
Could psychologists and instructors
Predict relevant tests for training and aptitudes?

8. McCormick (‘79) PAQ to predict -> GATB
Predicting aptitude test scores
r s .61 to .83 for PAQ & mean scores(GVNSP & Clerical)
Less for GATB validity coefficients
r s .03 to .39
Conclusion (for judging KSAOs):
Analysts can provided reliable and valid estimates of job requirements
Better at predicting mean test scores than validity of tests

9. Selection: Key Considerations
Link attributes to tasks-
C-Jam
(tasks can be used for criterion development
CI (Flanagan)
Job element method (Primoff)
Generic traits
PAQ
TTAS (Threshold Traits Analysis System)
ABS (Ability Requirement Scales)

10. Training Tailor the person to fit the job For a specific job
cost of training v. not training

11. Training Cycle Needs assessment (3 entities) Gap analysis
Organization (inter-related jobs)
Tasks & KSAOs (content)
People to be trained
E.g. for competencies?
How would you do this?
Gap analysis
Where is performance inadequate?
Person analysis
What do they bring/what do they need

12. Training Cycle T & Development design: Who What When Where
How much is available
Costs

13. Training Cycle Evaluation Models Objectives
Context or stimulus situation
Behavioral requirements
Minimal acceptable response
Models
Individual difference (cf to a perf standard)
Experimental (control groups)
Content (ensure trn is related to KSAOs

14. Training Cycle Evaluation Training Goals (Kirkpatrick)
Reaction (do they like it, think it’s worthwhile)
Learning (proficiency after training)
Behavior (performance on job – transfer)
Results (Org effectiveness)
ROI (added)

15. Key Considerations Content Level of detail for tasks Rating scales
importance / criticality
Consequence of error
Difficulty to learn
Frequency of occurrence
Location of training (OJT/ vestibule)

16. Selection v. Training Exist in applicant pool?
Quality of applicant pool?
Entry level or experienced
Geographical boundaries