Beruflich Dokumente
Kultur Dokumente
EDWARD L. LEVINE
University of South Florida
RONALD A. ASH
University of Kansas
HARDY HALL
FRANK SISTRUNK
University of Soutii Florida
Job analysis is a process by which jobs are subdivided into elements, such
as tasks, through the application of a formalized, systematic procedure for
data collection, analysis, and synthesis (McCormick, 1976). At present nu-
merous methods are available for accomplishing job analysis (Biddle, 1977;
Christal, 1974; Fine & Wiley, 1971; Fleishman, 1975; McCormick, Jean-
neret, & Mecham, 1972; Primoff, 1975; Tornow & Pinto, 1976; U.S. De-
partment of Labor, 1972). This plethora of methods may be considered
to be a fortunate state of affairs, or a dilemma. The essence of the dilemma
is whether any method of job analysis is superior, relative to any other
method, in its validity and usefulness (Ash & Levine, 1980; Levine, Ash,
& Bennett, 1980; Prien, 1977).
Unfortunately, very few systematic, scientifically conducted studies of
this problem are available. Much of the previous work may be characterized
more as case studies and experience-based accounts than as carefully con-
trolled, experimental studies (Levine et al., 1980). It will be quite some time
before the necessary scientific evidence is accrued. Yet job analyses con-
tinue to be conducted, apparently at an increasing rate. These considera-
tions led Ash and Levine (1980) to pose a mid-range strategy to obtain the
information for comparing methods. The strategy consisted of gathering
systematically the opinions of experienced job analysts about the quality
and practicality of available job analysis methods. The information yielded
by this approach would be supplemented and eventually supplanted as scien-
tific evidence on the relative efficiency and effectiveness of job analysis
methods grows.
The present authors selected seven job analysis methods for this study
and had experienced job analysts evaluate them by means of a mailed ques-
tionnaire. The seven job analysis methods were the critical incident technique
This research was funded under Law Enforcement Assistance Administration, Office of Criminal
Justice Education and Training, Grant #79-DF-AX-0195, Frank Sistrunk and Philip Smith, Principal
Investigators. Opinions and conclusions are strictly those of the authors and do not necessarily reflect
an official position of the Office of Criminal Justice Education and Training or the Law Enforcement
Assistance Administration. The authors gratefully acknowledge the assistance of Susan Hensley and
Jeffrey Jones, who participated in the development of the survey instrument.
340 Academy of Management Journat June
Method
«N o 00 00 r- Kl rt —
(n fn '^ '^ O
I s s 3 ?^ ^
od vd od ^ Q o
7S
a
I
o
••s
et
N
2?
O
2-
I
a
CA
III
1 III ^Ti^ ^ O ^ $ > m'vo m'ls G'vo ^
o*oo\r-o5\ — fior-. o r - 0
oo »^sp STd S"
1 III
t
lls o
c
I
a il
I ri — m ..^ ri •-'ri —
o I
I
.S
I I
3.
I I I
e
o .2
•-* -.
g
•-
3
a
td S
C
00
3 .2 I I
I 11 1 I o 1
•a
jO iI I s'
1983 Levine, Ash, Hall, and Sistrunk 343
es
Hi
5||
S 2
«5 I
5 a
s
PI
CM
o
O Sn
I
ei <
1983 Levine, Ash, Halt, and Sistrunk 345
use "off-the-shelf." All five of the other methods were rated about the
same. In addition, the 2-way analysis of variance showed a significant job
analysis method x organizational affiliation interaction effect for ratings
onthisareaof practicality,/"(IS, 504)= 1.89,/? <.05. In this area of prac-
ticality, the private sector respondents tended to rate FJA and TI/CODAP
higher than did public sector respondents. Academic and miscellaneous sec-
tor respondents tended to rate the TTA higher than did other respondents,
and the ARS higher than public sector respondents.
Reliability. TI/CODAP and the PAQ were rated significantly higher in
reliability than were the other job analysis methods. Although FJA was
rated significantly lower in reliability than TI/CODAP and the PAQ, it
was rated significantly higher than the four remaining methods. The CIT
was rated significantly lower in reliability than all the job analysis methods
except the JEM.
Time to completion. PAQ, ARS, and TTA job analysis studies were rated
as taking less calendar time to complete than comparable job analysis studies
using other methods, although the ratings for the TTA were not significantly
different from those for the JEM. TI/CODAP studies were rated as re-
quiring the most time for completion, although TI/CODAP ratings were
not significantly different from CIT ratings in this regard. A significant
job analysis method x organizational affiliation interaction effect for time
to completion ratings was also found, F(18, 516) = 2.34, p<.Ol. In this
area of practicality, the academic sector respondents tended to rate TTA
and ARS as taking less time for completion than did the private sector re-
spondents. The miscellaneous sector respondents tended to rate the PAQ
as taking less time to complete and the CIT as taking more time for com-
pletion then did the public and private sector respondents. The private sector
respondents tended to rate TI/CODAP as taking less time for completion
than did the other respondents.
Additional Results. Combinations of job analysis methods generally were
preferred over one method alone. Of the 93 respondents, 80 preferred a
combination of methods, 9 preferred a single method, and 4 were not sure
(x^ = 116.58, p< .001). The most frequently chosen combinations of meth-
ods included the following: (1) PAQ and TI/CODAP; (2) CIT and FJA;
(3) CIT, TI/CODAP, and FJA; (4) PAQ and CIT; and (5) ARS and
TI/CODAP. Job analysts who use combinations of methods reported that
the advantages of using combinations of methods outweigh the added costs.
Of the 74 respondents who reported using combinations of methods, 50
stated that it was worth the added costs, 7 stated that it was not, and 17
were not sure (x^ = 41.1, /X.OOl).
Discussion
References
Ash, R. A., & Levine, E. L. A framework for evaluating job analysis methods. Personnei, 1980, 57(6),
53-59.
Biddle, R. E. Brief GOJA: A two hour job anaiysis. Sacramento, Cal.: Biddle and Associates, 1977.
Christal, R. E. The United States Air Force occupational research project. JSAS cataiog ofseiected
documents in psychoiogy, 1974, 4, 61 (Ms. No. 651).
Fine, S., & Wiley, W. An introduction to functionai job anaiysis: Methods for manpower anaiysis.
Kalamazoo, Mich.: Upjohn Institute for Employment Research, 1971 (Methods for Manpower Anal-
ysis #4).
Flanagan, J. C. The critical incident technique. Psychoiogicai Buiietin, 1954, 51, 327-358.
Fleishman, E. A. Toward a taxonomy of human performance. American Psychoiogist, 1975, 30,
1127-1149.
Levine, E. L., Ash, R. A., & Bennett, N. Exploratory comparative study of four job analysis methods.
Joumai of Appiied Psychoiogy, 1980, 65, 524-535.
Levine, E. L., Bennett, N., & Ash, R. A. Evaluation and use of four job analysis methods for person-
nel selection. Pubiic Personnei Management, 1979, 8, 146-151.
Lopez, F. M., Kesselman, G. A., & Lopez, F. E. An empirical test of a trait-oriented job analysis
technique. Personnei Psychoiogy, 1981, 34, 479-502.
McCormick, E. J. Job and task analysis. In M. D. Dunnette (Ed.), Handbook of industriai and organiza-
tionai psychoiogy. Chicago: Rand-McNally, 1976, 651-696.
McCormick, E. J., Jeanneret, P. R., & Mecham, R. C. A study of job characteristics and job dimen-
sions as based on the Position Analysis Questionnaire (PAQ). Journai of Appiied Psychoiogy, 1972,
56, 347-368.
Prien, E. P. The function of job analysis in content validation. Personnei Psychoiogy, 1977,30,167-174.
Primoff, E. S. How to prepare and conduct job eiement examinations. Washington, D.C.: U.S. Govern-
ment Printing Office, 1975.
Tornow, W. W., & Pinto, P. R. The development of a managerial job taxonomy: A system for describ-
ing, classifying and evaluating executive positions. Journai of Appiied Psychoiogy, 1976,61, 410-418.
U.S. Department of Labor. Handbook for anaiyzing jobs. Washington, D.C.: U.S. Government Printing
Office, 1972.
348 Academy of Management Journal .. June
This research was supported in whole or part under the terms of a research grant from the Na-
tional Institute of Child Health and Human Development, 5 ROI HD04135-10, William A. Owens,
principal investigator.