1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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