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Job Analysis 651

Job Analysis 651. Chap 8 Staffing and Training. Staffing matching people to jobs. What are the implications for JA methods for armed services before/after July 3, 1973 for: Recruitment? Selection? Placement?. Recruitment. Purposes inform qualified applicants of job

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Job Analysis 651

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  1. Job Analysis 651 Chap 8 Staffing and Training

  2. Staffingmatching people to jobs • What are the implications for JA methods for armed services before/after July 3, 1973 for: • Recruitment? • Selection? • Placement?

  3. Recruitment • Purposes inform qualified applicants of job • Entice qualified to apply (marketing function) • Inform potential applicants of requirements • RJP • Perfect recruitment • One person applies for the job

  4. Recruitment • Job specs • KSAOs • Duties • Context • Min quals / education and experience • Benefits

  5. Selection • To choose the best qualified • Test validation • For getting the cream of the crop or • Typical (average) performers • ? What are some jobs where it makes a difference? • What if the test has adverse impact? • ? What are the implications for promotion?

  6. Selection • Validity types: • Content • Criterion related • Face • Synthetic • What is it? • How is it related to VG? • Signs v. samples • When can samples be used? • Do you need SKAOs? • Simulations (can you build a model steam engine?)

  7. Judging KSAOs for Validation • Reliability sets limit on validity • More judges needed? • Validity of KSAO judgments • Table 8.2 (Trattner, Fine, & Kubis, ‘55) p235 • Better in predicting test scores • for mental and perceptual or physical aptitudes? • using job description or observation? • U.S. Air Force • Could psychologists and instructors • Predict relevant tests for training and aptitudes?

  8. McCormick (‘79) • PAQ to predict -> GATB • Predicting aptitude test scores • r s .61 to .83 for PAQ & mean scores(GVNSP & Clerical) • Less for GABT validity coefficients • r s .03 to .39 • Conclusion (for judging KSAOs): • Analysts can provided reliable and valid estimates of job requirements • Better at predicting mean test scores than validity of tests

  9. Selection: Key Considerations • Link attributes to tasks- • C-Jam • (tasks can be used for criterion development • CI (Flanagan) • Job element method (Primoff) • Generic traits • PAQ • TTAS (Threshold Traits Analysis System) • ABS (Ability Requirement Scales)

  10. Training • Tailor the person to fit the job • For a specific job • cost of training v. not training

  11. Training Cycle • Needs assessment (3 entities) • Organization (inter-related jobs) • Tasks & KSAOs (content) • People to be trained • E.g. for competencies? • How would you do this? • Gap analysis • Where is performance inadequate? • Person analysis • What do they bring/what do they need

  12. Training Cycle • T & Development design: • Who • What • When • Where • How much is available • Costs

  13. Training Cycle • Evaluation • Objectives • Context or stimulus situation • Behavioral requirements • Minimal acceptable response • Models • Individual difference (cf to a perf standard) • Experimental (control groups) • Content (ensure trn is related to KSAOs

  14. Training Cycle • Evlauation • Training Goals (Kirkpatrick) • Reaction (do they like it, think it’s worthwhile) • Learning (proficiency after training) • Behavior (performance on job – transfer) • Results (Org effectiveness) • ROI (added)

  15. Key Considerations • Content • Level of detail for tasks • Rating scales • importance / criticality • Consequence of error • Difficulty to learn • Frequency of occurrence • Location of training (OJT/ vestibule)

  16. Selection v. Training • Exist in applicant pool? • Quality of applicant pool? • Entry level or experienced • Geographical boundaries

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