Brannick & Levine Chapter 9: Doing a Job Analysis Study

1. Brannick & LevineChapter 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 12 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. 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. Selecting Approaches con’t • 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. Selecting Approaches con’t • 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 Protocolat 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 also provide for 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. JA Interview Orientation (con’t) • Specify how long it will take • Tell them the topics you will cover • Explain you will be taking notes • Ask if they have any questions • If no questions….“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. which KSAOs separate the “best from the rest” Chapter 9 Doing a JA study

11. Questionnaires • PLANNING AND PREPARING • Tailor the questionnaire for the job • Scales used will depend on the purpose • For KSAOs it may be Likert type • COLLECTING DATA • Online if possible • Anonymous (usually) • Why or why not? • 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) • Report scaling (Likert, e.g.) and stats: • N, SD, SEM (SD/sqrt of N), alpha • ASSESSING AGREEMENT: • Percent agreement (not that useful) • Kappa is better (Siegel & Castellan, ‘88) • Interjudge (inter-rater) agreement-are ratings identical? • rwg(compares the obtained SD with chance distribution) • ASSESSING RELIABILITY: Interjudge reliability • ICC (intraclass correlation) • Rosenthal & Rosnow(chart) Chapter 9 Doing a JA study

13. Analyzing data:(reliability and validity) con’t • 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” p. 278 • With multiple judges • Validity • To insure the data collected are related to the purpose for them Chapter 9 Doing a JA study

14. Analyzing data:(reliability and validity) con’t • Validity • Correlation • To establish relationships: • E.g. Are PAQ ratings related to salary level? • Regression • For predicting one 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. Analyzing data:(reliability and validity) con’t • 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. Analyzing data:(reliability and validity) con’t • Validity • Consequential validity • Does the JA based test predictor provide incremental validity? • Sources of inaccuracy • Social sources: • Social influence processes • Self-presentation processes • Demand characteristics (What are these?) • Cognitive biases • Limitations in Information processing • Biases in information processing Chapter 9 Doing a JA study