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

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

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

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

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

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

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

 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

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

 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
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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 doesnt confirm 4 scales
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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
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(Under construction!)

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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 of 80 occupations and 30

incumbents collected (questionable
representativeness)
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O*Net
O*NET RESEARCH AND DEVELOPMENT (cont)
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 its validity and
reliability you cant depend upon it for JA
Thats why you have to do your own!
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