Chapter 4 Hybrid Methods 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

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

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

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

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

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

• 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

• 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

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

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

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

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!