Week 5 Slides:Job Analyses

Reading Assignment

• Earnest et al 2011: Realistic Job Previews

• Walker et al 2009: website testimonials

Early Job Analysis Methods

• Time– Work Samples• 2,000 observations over two weeks• Relative frequencies converted to percentages• Methods: cameras, self-reports, observers

– Stopwatch study• Setting standard time (quick checkers) based on

representative time– Observer rating, allowance for downtime and delays

• Predetermined timed systems & Industry standard data

Early Job Analysis Methods

• Motion Studies– There is one best way to do a task– Graphs and Flow Charts• Graphs and task description used to develop standard

checklists

– Mircromotion Analyses• Break tasks down into elements• Therblig• Slow-motion photography

Functional Job Analysis

• Trained job analysts– Interview and observe incumbents– Focuses on what the employer does and not the

goals of the job• Data = symbols, numbers, words• People = customers, coworkers, supervisors, animals• Things = tangible real things (cement bags)

– Fine’s system and DOB FJA• Organize hierarchically based on complexity within

function

DOL FJA Description

• Fuction: Data, People, Things• Work Fields: 100 classifications based on

economic purpose and use of tools (3 digits)• Method verbs: How objectives are

accomplished (e.g., gutting and sawing)• Machines, Tools, Equipment, Work aids• Materials, products, Subject matter and

Experts

Supplemental Information

• Education• Specific Vocational Prep• Aptitudes• Temperaments• Preferences• Physical Demands• Environmental Conditions

Task Inventories

• Tasks are more narrowly defined here than in an FJA– FJA’s typically have 10 tasks whereas Task

inventories can have around 100 or more– Start with: Observation, Background Material,

Interviews– Create Survey– Response Options: Criticality, Time spent,

Frequency, Difficulty, What happens if error?

Task Inventory Resources

• Comprehensive Occupational Data Analysis Program

• Work Performance Survey System

Critical Incidents (Behavioral Examples)

• SME’s recall outstanding or unacceptable behavior, Flanagan (1954)– Context– Employee Behavior– Behavioral Consequences

• Don’t ask about SME’s performance• Ask about incidents over the past year• Positive should be collected first

Job Element

• Focused on what the worker will need (cognitive, psychomotor, work habits)– Elements such as reliability– Sub-elements: behavioral examples

• Analyst plus panel of 6 SME’s in two 3-5 hour sessions.

• Ratings based on barely acceptable, superior, trouble likely if not considered, practical

• Total value, item index, training value

Position Analysis Questionnaire

• 194 Broad elements that span most jobs• Trained analyst rates in relation to job – Rating scales: extent of use, importance to the job,

amount of time, possibility of occurrence– Analysts makes ratings after interviewing and

observing incumbents and managers• Do not let managers and incumbents make the ratings

• Cheap and effective but it is not very generalizable to all jobs.

Cognitive Task Analysis

• How do the best performers do it?• Costs a lot and can be labor intensive• Aimed to fill the gaps missed by work or

worker oriented analyses• Knowledge: declarative, procedural,

generative, self-knowledge• Skills: automated, representational, decision-

making

Methods

• Interviewing• Watching teams• Diagramming: path-goal, decision trees• Verbal reports: Think aloud• Psychological scaling: sorting

Hybrid Job Analysis Method

• Combination Job Analysis Method– General task statements (30-100)

• Use SME Panel or interviews after providing job description• Delete redundancies and form final list

– Rate tasks by difficulty, criticality, and time spent– Task lists and summarized ratings are then distributed

to another group of SMEs– The panel then generates 30-100 KSAO’s starting with

sensory and motor requirements– They are given a list of KSAO’s with definitions

Hybrid Job Analysis Method

• Combination Job Analysis Method• They are given a list of KSAO’s with definitions

– KSAO ratings are made about the job in general• Necessary for new hire?• Found in the labor market?• Trouble likely? • Distinguish Superior?

– Majority should vote for KSAO being necessary and expected in job market. Trouble likely average of 1.5 or higher.

Resources

• Office of Personnel Management– http://www.opm.gov/policy-data-oversight/hiring

-authorities/competitive-hiring/deo_handbook.pdf#page=274

• Position Analysis Questionnaire– http://www.paq.com/index.cfm?FuseAction=Main.Home

• Washington state department of labor– http://www.lni.wa.gov/formpub/Detail.asp?DocID=2398