Ch7 and Ch8 (p.315-328) 98335013 黃士玶

Appedix to CH7

Job Element Method(JEM)

•JEM developed by Ernest Primoff has a different orientation
•It’s a worker-oriented process designed to identify the characteristics of superior workers on job
•Supervisor or incumbents develop a list of these characteristics and rate them
•Include a wide variety of characteristics that describe superior performer on the job
•The elements are translated into more specific employee characteristics called subelements
•For example ,”electrical calculation”
–Element: ability to make electrical calcuations
–Subelements: (a) determining the voltage across a resistor on a series circuit (b) computing power in circuit for given levels of voltage and amperage
•The JEM is aimed toward directly identifying those employee characteristics that should be assessed by selection measures

Application
1.Selection a panel of raters
–Six incumbents or Supervisor working as rater or SMEs
2.Developing job element and subelement
3.Rating job elements and subelements
a)The degree to which barely acceptable workers have the element or subelement (2-0)
b)The impartance of the element or subelement in identifying superior workers
c)The extent to which trouble would be likely if the element or subelement were ignores in selection worker
d)Practicality;Use the characteristic to fill job openings
4.Analyzing JEM date
–Decision as to which elements and subelements should be included in a selection measure are based on computed score
5.Amplifying subelement definitions
–The SMEs are asked to furnish work samples of each subelement
–The goal is to be as specific as possible in defining a KSA or some other characteristic that reflects the nature of the subelement

Advantage and Disadvantage
•Advantage
–Through job analysis →test development →test validation process, the JEM offers a unique alternative for identifying important empolyee specification and constructing measure for them
•Disadvantage
–Unwieldy and unstructured
–Logistical problem in simply assembling a panel of experts
–Ignore the specification of job tasks

Question:試著比較JEM和其他方法(的優缺點)

CH8 incorporating job analysis result in selection measure

Identification of employee specification
•Two different approach:
–Task analysis approach:
• the approach is derived from Task analysis and makes use of SMEs judgments concerning the KSAs required for the job
•Is specific to one job
–PAQ approach:
•It can be applied to a wide array of jobs

The task analysis approach

•Determination of employee specification:
1.Identifying job task/working behaviors
2.Rating job task/work behavior
3.Specifying KSAs necessary for successful job performance
4.Rating the importance of identified KSAs
5.Identifying other employee specification necessary for successful job performance
6.Linking KSAs and other employee specification to job task/work behaviors
7.Developing the content areas of selection procedures
•The goal of these steps are to
–Identify job-related information that should compose the content of selection procedures
–Identify the selection procedures should be used to assess the identified informantion

Identifying and rating job task/working behaviors
•Begin with an action verb
•Decribe what the worker does,for whom or what the worker dose it,why the worker dose it,and how the worker dose it

Rating job task/work behavior
•We might specify that a task composing the content domain of a job is one where
–The task is performed by 67% or more SMEs
–The task receive an average rating of at least 2.0(=impoarant) on 5-point rating scale

Specifying KSAs necessary for successful job performance
•Selection of a KSA rating panel
–A panel of job experts(at least 10-20) is preferable over only one or two in dividuals
–Characteristic we should seek in job agents are also relevant in choosing the KSA rating panel :
a.Voluntary b.Adequately c.Served on the job at least six months
•Preparation of KSA panelist
–Panelist should have a clear understanding of what is meant by ”knowledge ”, “skills”, “ abilities ”
–Statements should be written so they show the kind of knowledge, skills,or ability and degree of each that is needed for successful task performance
–Statements should be written so they specify the highest level that is required for the job
–Specific Statements are preferable to broad,general ones that lack clarity as to what actual KSAs are required
–Although it may be possible to prepare a long list of KSAs for many jobs, emphasis should be given to identifying those that “successful” performance on the job
–In preparing knowledge statements, adjective modifiers relative to the degree or extent of knowledge required should be NOT be used
–In preparing ability statements, adjective modifiers of level or extent of the ability required should be NOT be used