1. Brannick & Levine Chapter 9 Doing a Job Analysis Study
Purposes drive these decisions:
(what are come choices you have made?)
Kind (and method) to use
Sources of Information
Methods of data collection
Other questions:
Who will be in charge?
The organizational representative or you?
Who will do it?
What help will you get? SME’s, org experts from HR?
What are the costs?
What are the deliverables?
Chapter 9 Doing a JA study

2. Matching Purpose and JA Attributes
PURPOSES
What are the 11 purposes you memorized?
JA Attributes (for jobs performed by an individual)
Descriptors
Sources of information
Methods of data collection
Units of analysis
Chapter 9 Doing a JA study

3. Chapter 9 Doing a JA study
Selecting Approaches
To fit your purposes (see Table 9.1)
Which one is most likely based on what you know now?
JOB CLASSIFICATION (to group similar jobs)
Job oriented
Worker oriented
Attribute requirements
Overall job systems
Compensation (“evaluation”)
Establish internal and external validity
Chapter 9 Doing a JA study

4. Chapter 9 Doing a JA study
Selecting Approaches
WORKER MOBILITY
EFFICIENCY/SAFETY
Engineering, personnel, industrial/social
How would each approach be used?
WORKFORCE PLANNING
LEGAE/QUAIS-LEGAL REQUIREMENTS
OSHA
PRACTICAL CONSIDERATIONS
Issues to consider: (11 listed on p 264)
See Table 9.2 matching JA method with issues
Chapter 9 Doing a JA study

5. Chapter 9 Doing a JA study
Selecting Approaches
Organizational Issues
Time and budget
Project Staffing
Acceptability of the process and outcome
Especially important to get buy in to avoid “inflation” when workers believe their jobs will be reclassified.
Chapter 9 Doing a JA study

6. Observation and Interviews
PREPARING FOR THE OBSERVATION INERVIEW
(you must be knowledgeable but not a “know-it-all”)
Get a copy of the org chart
Current job description (and JA if it exists)
Training manuals and materials
O*Net classification
Meet with an expert before doing the observation
Learn jargon before the observational interview
Chapter 9 Doing a JA study

7. Observation and Interviews
MAKING CONTACT
Introduce yourself explaining your role
Explain why you are doing the JA
To motivates them
Helps them to generate ideas that may help you- if they know the purposes
Detailed explanation of information you need and why you need it. – ask them “what else do you think I need?”
Be clear about consequences for the job incumbents and how results will be used
Chapter 9 Doing a JA study

8. Interview Protocol at the interview
Schedule for a specific time
(1.5 hours) or more if you will do an observation).
Introduce yourself (again)
Explain the purpose (again)
Orientation
Roles for each of you
(you ask questions, but tell them they can ask you questions anytime and you will have time at the end as well)
Remind them that they are the experts and you will probably need for them to clarify things that may be unclear to you.
Chapter 9 Doing a JA study

9. Chapter 9 Doing a JA study
JA Interview )
Orientation (con’t)
Specify how long it will take
Tell them the topics you will cover
Ask if they have any questions
Explain you will be taking notes
If not “let’s begin”
Conducting the interview
Indicate each topic before asking topic questions
Use question prefaces, probes, and summaries
Chapter 9 Doing a JA study

10. Observation and Interviews
CONDUCTING THE OBSERVATION/INTERVIEW
“Typical day” (or week, or whatever) –depends on a time element
Ask what’s the best cycle
how many cycles are needed to establish termpral reliability?
Ask what worker traits/attributes/characteristics
i.e. KSAOs separate the “best from the rest”
Chapter 9 Doing a JA study

11. Chapter 9 Doing a JA study
Questionnaires
PLANNING AND PREPARING
Tailor the questionnaire for the job
Scales used will depend on the purpose
For training it may be categorical (OJT or elsewhere?)
For KSAOs it may be Likert type
COLLECTING DATA
Online if possible
Anonymous (usually)
Get relevant demographics
For example…?
Chapter 9 Doing a JA study

12. Analyzing data: (reliability and validity)
REPORTING STUDY RESULTS
Make it meaningful and understandable to managers (graphs preferred over stats tables)
ASSESSING RELIABILITY
Percent agreement (not that useful)
Kappa is better (Siegel & Castellan, ‘88)
Interjudge (inter-rater) agreement
rwg
ICC
Rosenthal & Rosnow (chart)
Chapter 9 Doing a JA study

13. Chapter 9 Doing a JA study
Reliability
–internal consistency or temporal stability
Coefficent alpha (Cronbach’s α) (SPSS)
“when all items or judges are expected to give similar results or ratings”
With multiple judges (item is the observational unit)
VALIDITY
To insure the data collected are related to the purpose for them
Chapter 9 Doing a JA study

14. Chapter 9 Doing a JA study
Validity
Correlation
To establish relationships:
E.g. Are PAQ ratings related to salary level?
Regression
For predicting on variable from another:
E.g. predict salary from PAQ ratings
Factor analysis (EFA v. CFA):
Do items fall together in logical groups?
Chapter 9 Doing a JA study

15. Chapter 9 Doing a JA study
Validity
Cluster Analysis
E.g. to group jobs in classes
For job classification
Other multivariate techniques
ANOVA
MANOVA
Canonical correlation
Discriminant analysis (to predict to a category)
Chapter 9 Doing a JA study

16. Chapter 9 Doing a JA study
Validity
Consequential validity
Does the JA based test predictor provide incremental validity?
A note about Accuracy in JA
Sources of inaccuracy
Social sources:
Social influence processes
Self-presentation processes
Cognitive biases
Limitations in Information processing
Biases in information processing
Chapter 9 Doing a JA study