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 1

 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 2

 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 3

 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 4

 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 5

 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 6
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 7

• 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 8
 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 9
• 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 10

 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 doesn’t confirm 4 scales

Chapter 4 Hybrid Methods 11

 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!)
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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 ½ of 80 occupations and 30 incumbents
collected – (questionable representativeness)

Chapter 4 Hybrid Methods 13

 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!

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