Brannick & Levine
Chapter 9 Doing a Job Analysis Study
• Purposes drive these decisions:
–
–
–
–
(what are come choices you have made?)
Kind (and method) to use
Sources of Information
Methods of data collection
• Other questions:
– Who will be in charge?
• The organizational representative or you?
– Who will do it?
• What help will you get? SME’s, org experts from HR?
– What are the costs?
– What are the deliverables?
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Matching Purpose and JA Attributes
• PURPOSES
– What are the 11 purposes you memorized?
– JA Attributes (for jobs performed by an individual)
•
•
•
•
Descriptors
Sources of information
Methods of data collection
Units of analysis
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Selecting Approaches
• To fit your purposes (see Table 9.1)
– Which one is most likely based on what you know
now?
• JOB CLASSIFICATION (to group similar jobs)
1.
2.
3.
4.
5.
Job oriented
Worker oriented
Attribute requirements
Overall job systems
Compensation (“evaluation”)
1.
Establish internal and external validity
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Selecting Approaches
• WORKER MOBILITY
• EFFICIENCY/SAFETY
– Engineering, personnel, industrial/social
• How would each approach be used?
• WORKFORCE PLANNING
• LEGAE/QUAIS-LEGAL REQUIREMENTS
– OSHA
• PRACTICAL CONSIDERATIONS
– Issues to consider: (11 listed on p 264)
– See Table 9.2 matching JA method with issues
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Selecting Approaches
– Organizational Issues
• Time and budget
• Project Staffing
• Acceptability of the process and outcome
– Especially important to get buy in to avoid “inflation” when
workers believe their jobs will be reclassified.
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Observation and Interviews
• PREPARING FOR THE OBSERVATION INERVIEW
• (you must be knowledgeable but not a “know-it-all”)
– Get a copy of the org chart
– Current job description (and JA if it exists)
– Training manuals and materials
– O*Net classification
– Meet with an expert before doing the observation
– Learn jargon before the observational interview
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Observation and Interviews
• MAKING CONTACT
1. Introduce yourself explaining your role
2. Explain why you are doing the JA
1. To motivates them
2. Helps them to generate ideas that may help you- if
they know the purposes
3. Detailed explanation of information you need and
why you need it. – ask them “what else do you think I
need?”
4. Be clear about consequences for the job incumbents
and how results will be used
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Interview Protocol
at the interview
• Schedule for a specific time
– (1.5 hours) or more if you will do an observation).
• Introduce yourself (again)
• Explain the purpose (again)
• Orientation
– Roles for each of you
• (you ask questions, but tell them they can ask you questions
anytime and you will have time at the end as well)
• Remind them that they are the experts and you will probably
need for them to clarify things that may be unclear to you.
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JA Interview
)
• Orientation (con’t)
– Specify how long it will take
– Tell them the topics you will cover
– Ask if they have any questions
– Explain you will be taking notes
– If not “let’s begin”
• Conducting the interview
– Indicate each topic before asking topic questions
– Use question prefaces, probes, and summaries
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Observation and Interviews
• CONDUCTING THE OBSERVATION/INTERVIEW
– “Typical day” (or week, or whatever) –depends on
a time element
– Ask what’s the best cycle
• how many cycles are needed to establish termpral
reliability?
– Ask what worker traits/attributes/characteristics
• i.e. KSAOs separate the “best from the rest”
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Questionnaires
• PLANNING AND PREPARING
– Tailor the questionnaire for the job
– Scales used will depend on the purpose
• For training it may be categorical (OJT or elsewhere?)
• For KSAOs it may be Likert type
• COLLECTING DATA
• Online if possible
• Anonymous (usually)
• Get relevant demographics
– For example…?
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Analyzing data:
(reliability and validity)
• REPORTING STUDY RESULTS
– Make it meaningful and understandable to managers
(graphs preferred over stats tables)
• ASSESSING RELIABILITY
–
–
–
–
–
–
Percent agreement (not that useful)
Kappa is better (Siegel & Castellan, ‘88)
Interjudge (inter-rater) agreement
rwg
ICC
Rosenthal & Rosnow (chart)
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• Reliability
• –internal consistency or temporal stability
– Coefficent alpha (Cronbach’s α) (SPSS)
“when all items or judges are expected to give similar
results or ratings”
• With multiple judges (item is the observational unit)
• VALIDITY
– To insure the data collected are related to the
purpose for them
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• Validity
– Correlation
• To establish relationships:
• E.g. Are PAQ ratings related to salary level?
– Regression
• For predicting on variable from another:
• E.g. predict salary from PAQ ratings
– Factor analysis (EFA v. CFA):
• Do items fall together in logical groups?
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• Validity
– Cluster Analysis
• E.g. to group jobs in classes
• For job classification
– Other multivariate techniques
•
•
•
•
ANOVA
MANOVA
Canonical correlation
Discriminant analysis (to predict to a category)
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• Validity
– Consequential validity
• Does the JA based test predictor provide incremental
validity?
• A note about Accuracy in JA
– Sources of inaccuracy
• Social sources:
– Social influence processes
– Self-presentation processes
• Cognitive biases
– Limitations in Information processing
– Biases in information processing
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