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 • rsAmong 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! Chapter 4 Hybrid Methods