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Job analysis report


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Job analysis report for the crew member position at Trader Joe's

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Job analysis report

  1. 1. 2015 JOB ANALYSIS REPORT Crew Member Position Trader Joe’s Gainesville, Florida Table of Contents v Executive Summary…2 v Job Description…3 v Introduction…4 v Interviewing Process…5 v Surveying Process…6 v Task Statements…7-9 v Worker Characteristics…10-11 v Selection…12 v Training…13 v Conclusion…14 v Limitations…15 v Interview Format…16-17 v Critical Incidents…18 v Survey Initiation…19 v Survey Questions…20-23 v References…24 Jonathan Cowan & Alexis Fawcett University of Central Florida INP6058 Job Analysis Project Information obtained in this analysis is for academic purposes only.
  2. 2. EXECUTIVE SUMMARY Through empirically supported methods for selecting and training superior crew members, Trader Joe’s customers can be provided with a rewarding, eventful, and fun shopping experience. The crew member’s job functions, tasks, and characteristics were analyzed at the Gainesville Trader Joe’s location. The information enclosed in this report can be used to provide a task-focused job description and applied towards improving selection and training practices. Through observations and interviews with Trader Joe’s crew members and supervisors, the analysts developed a list of essential tasks and characteristics for the crew member position. The most essential tasks for the crew member position were: unloading products from delivery vehicles, managing time efficiently while accomplish assigned tasks, transporting product onto the sales floor, conducting transactions with customers, and maintaining a positive, customer service-oriented attitude. Data regarding the knowledge, skills, abilities, and other characteristics required for crew members can be used for selection and training. Selection Ideal crew members will demonstrate a positive, upbeat interpersonal style and have a team- and customer service-oriented attitude. Applicants will be able to deal with potentially upset or dissatisfied customers, and possess the ability to communicate effectively. Applicants should be primarily selected for the abilities that an effective crew member possesses, and additional training may not be necessary as these characteristics should be readily available in the current labor market. Training Training for crew members should focus on developing job-relevant knowledge and skills such as knowledge of Trader Joe’s products, the point-of-sale system, store policies and procedures, and the use of equipment, tools, and machinery. Additional training for abilities such as effective communication, customer service, and time management should not be necessary, but can be implemented at management’s discretion. Legal Considerations Characteristics related to physical job performance were deemed necessary for the selection process, however their use in the hiring process could result in adverse impact or discrimination against protected classes. Further job analysis regarding physical ability requirements is recommended to determine whether these factors are essential to job performance, thus avoiding potential legal liabilities or discriminatory hiring practices.
  3. 3. JOB DESCRIPTION Company: Trader Joe’s Location: Gainesville, Florida Title: Crew Member Employment Duration: Part time Far from Ordinary If ordinary makes you yawn, then keep reading. Do you possess a sense of adventure? Do you like to make people smile? Do you like to eat? We have opportunities that will challenge and excite. Who are we? Trader Joe's, your favorite neighborhood grocery store that originated in Southern California and now operates more than 440 stores (and growing) from coast to coast. The most important job assignment is delivering a great customer experience. Our Crew creates a fun, warm and friendly shopping experience by sharing product knowledge, walking customers to items, answering their questions and offering suggestions. Everybody does Everything As part of our Crew, you'll handle a lot! But that's the thing; so does everybody else. What's more, you won't be stuck in one role here. Here are some of the things you can expect to do: • Work on a register • Bag some groceries • Stock the shelves • Build a display • Have fun helping customers There will never be a dull moment in your day! All you need is a passion for people and a fervor for food. We can teach you the rest. Physically active, upbeat, positive and fun individuals are the folks we want on our Crew. A high school graduate with flexibility to work evenings and weekends is strongly preferred. Passion for Art? Flair for Food? Love of Wine? We Got You Covered! Many of our Crew Members have special talents that we put to good use around here. If art is your thing, you can craft imaginative, informative, handmade store signs that promote Trader Joe's products - and make our customers say, "WOW!" We use a lot of chalk, so if that's a medium you are comfortable with, even better. Have a passion for people and cooking? Grab an apron and help us plan, prepare and serve bite-sized portions of our fabulous food to customers while they shop. If you feel at home in the kitchen, and like to talk food, you will enjoy demonstrating our delicious creations. Know a thing or two about wine? Share your knowledge and delight our customers by helping to answer their questions and make recommendations. We Can't Wait to Meet You! Sound like a match? Hurry in and apply today. All applications are accepted in-person at the store listed below. Want a head start? Download a copy of our application, fill it out and bring it with you!
  4. 4. INTRODUCTION Trader Joe’s grocery store aims to create a “WOW” shopping experience for its customers every day. Trader Joe’s employees are committed to insuring that every customer’s shopping is: 1. Rewarding 2. Eventful 3. Fun “Crew Members” are the heart of the Trader Joe’s team. Rather than confine employees into specific roles such as cashier, bagger, or stocker, crew members are able to engage in a variety of roles each shift. Therefore, crew members partake in a wide array of tasks and embody a diverse set of knowledge, skills, abilities, and other characteristics. The job analysts participated in an observation period between conducting interviews with both a crew member and an assistant manager. The analysts observed multiple crew members in order to gain a full picture of the position. Following the interviews, analysts created lists of both tasks and worker characteristics and presented them in a survey for crew members to rate on multiple levels. Specific explanations on methods used and results are explained further in the report. Through the analysis, the analysts determined the most important tasks for crew members are: unloading products, maintaining and conveying a positive, customer-service oriented attitude during customer-employee interactions, and receiving payments and computing transactions for customers. Selection and training procedures can also be improved through the data collected from this analysis. Most tasks include interacting with other employees or customers, therefore social and motivational abilities are important characteristics to select for during hiring. Knowledge and skills requiring the use of tool or equipment were not deemed necessary for selection, but should be trained after hiring. Crew members are a part of every step in the shopping experience at Trader Joe’s. The company believes in continuous improvement, integrity, and providing customers with a “WOW” experience. Therefore, it is important to select and train crew members who will represent this image and uphold these values. The results of this job analysis will help Trader Joe’s in selecting and training crew members who will ensure customers have the best possible shopping experience.
  5. 5. INTERVIEWING PROCESS Tasks and crew member characteristics were gathered through a 30 minute observation period and subsequent interviews with a crew member and mate (assistant manager). The observation and interviews took place on September 30, 2015 from 12:00 to 4:00 PM at the Gainesville, Florida location. Demographics of interviewees are listed below. Crew Member Length of Time in Position: 2 years Length of Time in this Location: 2 years Length of Time in Company: 2 years Average Amount of Hours per Week: 37.5 Age: 23 Gender: Male Ethnic Background: White Mate (Assistant Manager) Length of Time in Position: 1 year Length of Time in this Location: 3 years Length of Time in Company: 3 years Average Amount of Hours per Week: 50 Age: 24 Gender: Female Ethnic Background: Black or African American The greeter and supervisor were informed of the objectives and the academic nature of the interview. Interview questions can be found on page 16-17. Both crew member and supervisor were asked to give critical incidents of unacceptable and outstanding performance from individuals in the crew member role. These examples can be found on page 18. Finally, interviewees were asked to choose which of the given statements in a list best describes the crew member position. The answers can be found on page 17.
  6. 6. SURVEYING PROCESS An online survey was created through the program Qualtrics that asked questions for use in the Combination Job Analysis Method (C-JAM). This hybrid method looks at both tasks and worker characteristics (KSAOs) required in a job. The ratings on the scales and pattern of these ratings are used to develop selection and training methods (Brannick, Levine, & Morgeson, 2007). 6 crew members were asked to participate in the survey through an email invitation. Crew members were informed that the survey was anonymous and would take about 30 minutes to complete. Two crew members (33%) completed the survey. The email invitation can be found on page 19. Job tasks were rated on both task difficulty and criticality using a 7-point scale. The extremes of each scale are show below. Task importance numbers were determined by adding the scores from both scales for each task. The questions were: 1. Please rate the following tasks on their difficulty (how much effort is required to complete them): (1) Very Easy (7) Very Difficult 2. Please rate the following tasks on their criticality (how severe the consequences are if the task is not done correctly): (1) Consequences of error are not at all important (7) Consequences are extremely important Using the data analysis program SPSS, the job analysts found the intraclass correlation (ICC) to be .724. ICC is used to assess the reliability, or the consistency, of the ratings by comparing both rater’s scores. This score indicates adequate reliability of the task statements. The use of KSAOs in selection or training was determined by asking the following questions: 1. Is this necessary for newly hired crew members? Yes/No 2. Is it practical to expect this from crew member applicants? Yes/No 3. To what extent is trouble likely if this is ignored in selecting new crew members? (1) Very little or none (5) To an extremely great extent 4. To what extent do different levels of this characteristic distinguish the superior crew member from the average crew member (1) Very little or none (5) To an extremely great extent The ICC for this scale was .826, indicating that this is a highly reliable measure. For a KSAO to be required for selection, all of the following requirements must be met: 1. The majority of the raters must have voted that the KSAO is necessary for newly hired employees. 2. The majority of the raters must have voted that the KSAO is practical to expect from applicants. 3. The average rating on the trouble likely scale is 1.5 or greater. For a KSAO to be required for training, all of the following requirements must be met: 1. The majority of the raters must have voted that the KSAO is not necessary for newly hired employees. 2. The average rating on the distinguish superior from average scale is 1.5 or greater.
  7. 7. TASK STATEMENTS The following is a list of task statements grouped by job function and ranked by task importance. Mean and standard deviation values are included. Working the register Mean SD Receive payment from customers, compute transaction totals mentally or through POS, and return appropriate change to customers 10.0 0.0 Collect shopping carts from parking lot and return carts to storefrint 9.5 2.1 Review receipt and rectify transaction errors 8.5 0.7 Process refunds and provide refund confirmation to customers 8.0 1.4 Transfer items from cart and scan/manually enter product data into POS 6.5 0.7 Maintain a clean and orderly work station 6.5 0.7 Bag groceries while being sensitive to customer preferences and produce fragility 6.0 0.0 Offer and engage in carry out service for customers when appropriate 6.0 1.4 Stock register display with featured products 5.5 0.7 Weigh produce and enter produce code into POS to determine price 5.0 2.8 Ring bells in accordance with Trader Joe’s bell system policies and procedures 5.0 2.8 Maintain a working knowledge of produce codes and identifying information 4.5 2.1
  8. 8. TASK STATEMENTS Stocking Shelves Mean SD Unload products from delivery vehicles, using a pallet jack if necessary 11.0 0.0 Manage time efficiently and accomplish assigned tasks within designated time frames 11.0 1.4 Transport product onto sales floor using flat carts, handcarts, or pallet jacks 10.5 3.5 Identify and remove spoiled or post-dated products 9.5 2.1 Retrieve stock from back room and stock shelves, while concentrating or disbursing stock as needed 9.0 1.4 Concentrate or disburse product while stocking to cover product gaps and ensure shelves appear filled 8.5 0.7 Face and rotate products in accordance with Trader Joe’s policy 8.0 4.2 Proactively review product sections and identify areas that require re-stocking 7.0 0.0 Use box cutter to break down boxes and product packaging 6.0 2.8 Deposit broken-down cardboard boxes into cardboard baler 5.0 2.8 Maintain a working knowledge of product location 4.5 2.1 Cleaning the Store Mean SD Mop and sweep sales floor spills, messes, and debris 7.0 2.8 Maintain restroom hygienic supplies such as hand soap, toilet paper, and paper towels 6.5 0.7 Disinfect toilets, sinks, and other soiled restroom surfaces 6.0 1.4 Mop and sweep restroom floors 6.0 1.4 Wipe down restroom mirrors 3.5 0.7
  9. 9. TASK STATEMENTS Helping Customers Mean SD Maintain and convey a positive, customer-service oriented attitude during customer-employee interactions 10.0 1.4 Provide customers with the Trader Joe’s “Wow!” experience 9.5 0.7 Attend to customer needs, questions, comments, and concerns 8.5 2.1 Engage and interact with customers when working the register, stocking product, or circulating the sales floor 7.0 0.0 Explain product information to customers 6.0 0.0 Access store inventory to verify if an item is in stock 3.5 0.7
  10. 10. WORKER CHARACTERISTICS To perform tasks, crew members must possess certain KSAOs. • Knowledge: the existence in memory of a retrievable set of technical facts, concepts, language and procedures directly relevant to job performance. • Skills: the developed or trained capacity to perform tasks that call for the use of tools, equipment, or machinery • Abilities: the relatively enduring capacity to acquire skills or knowledge, where the use of tools, equipment, or machinery isn’t required • Other characteristics: include job-relevant interests, preferences, temperament, and personality characteristics that indicate how well an employee is likely to perform. Listed below are KSAOs created by the job analysts that are applicable to the crew member position. The job analysts determined these KSAOs through interviews and surveys of SMEs. The KSAOs that should be used in selection and training are also noted. Knowledge Selection Training Knowledge of Trader Joe’s products ✔ Knowledge of product locations in store ✔ Knowledge of point-of-sale system (POS) ✔ Knowledge of produce codes and product identifying information ✔ Knowledge of bell system procedures ✔ Knowledge of stocking, facing and product rotation policies ✔ Skills Selection Training Skill in POS operation ✔ Skill in using a box cutter ✔ Skill in bagging items effectively ✔ Skill in operating pallet jacks, flat carts, and hand carts ✔
  11. 11. Abilities Selection Training Ability to use arithmetic ✔ Ability to stand or walk for up to 7 ½ hours ✔ Ability to lift up to 50 lbs occasionally (less than 1/3 of the work day) ✔ Ability to lift up to 10 lbs frequently (greater than 2/3 of the work day) ✔ Ability to work well with others in a team setting ✔ Ability to self-motivate ✔ Ability to manage time effectively ✔ Ability to regulate emotions when interacting with coworkers or customers ✔ Ability to communicate and relate with customers ✔ Ability to communicate and assist potential upset or irate customers ✔ Ability to anticipate customer needs and proactively fulfill them ✔ Ability to read POS display ✔ Ability to independently complete job duties without supervision ✔ Ability to organize and manipulate objects (spatial ability) ✔ Other Characteristics Selection Training Willingness to deal with upset or dissatisfied customers ✔ Willingness to abide by dress code ✔ WORKER CHARACTERISTICS
  12. 12. SELECTION Overview Exemplary crewmembers will be customer service-oriented, demonstrate effective interpersonal skills, and function well in a team setting. Survey respondents indicated that characteristics usually associated with customer service such as communicating and relating with customers, anticipating customer needs, and assisting potentially upset or irate customers, are highly desired. These results suggest that hiring authorities should focus on the majority of crewmember abilities and other characteristics when selecting applicants for the position. Results also indicate that many of these characteristics are reasonable to expect in the general labor market and, whether inherent or acquired through other job experiences, do not require additional training for the average worker. Applicant Screening Applicants could demonstrate their qualifications through an online personality test, answering situational questions, and completing a basic math assessment. Those higher in the personality traits of conscientiousness, agreeableness, and extraversion could be given preference due to their high correlation with performance in team and interpersonal settings. Interviewing Applicants with prior retail or customer service experience are desirable, as they are likely to possess similar experiences and required abilities due to the demands of previous employment. Situational interview questions and a work sample demonstration are also advised. Interviews could ask applicants to describe examples where they worked in a team, dealt with interpersonal conflict, or used time management to accomplish a series of tasks. While answering these prompts, the ideal applicant will communicate their ideas effectively and demonstrate friendly and appropriate interpersonal skills. Applicants should be asked why they desire the crewmember position, and their response should evidence a desire to work in a team setting, a passion for Trader Joe’s products and culture, and a positive, can-do, customer-oriented attitude. The work sample demonstration should include position specific tasks such as bagging groceries, moving products within the store, and stocking shelves in order to satisfy the exertional and postural requirements endorsed by respondents. Equal Employment Job incumbents and supervisors opined that postural and exertional abilities such as standing or walking for up to 7 ½ hours, lifting up to 10 pounds frequently, and lifting up to 50 pounds occasionally were necessary requirements for job applicants. However, due to the nature of these abilities, their use as a criterion-measure during the selection process may inadvertently lead to adverse impact or preclude certain protected classes. A more comprehensive job analysis is strongly advised in order to avoid potential legal considerations, establish ability-position validity, and develop reasonable accommodations for potentially affected applicants.
  13. 13. TRAINING Survey results indicate that training should focus on crew members job- relevant knowledge and skills. Initial training in these areas should be provided to new hires to insure a minimum level of competency, and could be accomplished through demonstration, verbal instruction, or hands-on participation by another experienced incumbent or supervisor (in accordance with company policies and procedures). Role playing scenarios could also be enacted to practice or reinforce customer service skills. It is unlikely that further, periodic training on many of these items is warranted as accumulated job experience will reinforce these competencies. To illustrate, once satisfactory knowledge is attained in point- of-sale system operation, bell system procedures, or stocking, facing, and product rotation policies, further training would not be beneficial unless there are noted deficits in employee task performance. Several abilities were also indicated as items for training (ability to read POS display, ability to independently complete job duties without supervision, and ability to organize and manipulate objects), however these results may be due to the small pool of survey respondents. It is likely that these abilities will improve naturally as incumbents become more familiar with job demands and tasks, thus making them questionable targets for training interventions. Training provided by managers or supervisors is advised for the following: Ø To provide or reinforce product knowledge (notably when introducing seasonal or special products) Ø To inform crew members of newly implemented policies or procedures Ø On a periodic basis to reinforce safety-oriented policies or procedures Management may also avoid the need for formal training sessions by proactively addressing problems, incorrect actions, or unsafe behaviors as they occur during crew member shifts. Crew member performance may also be improved by clearly setting goals and expectations at the beginning of shifts. A hands-on learning and coaching style is also advised, as it allows managers to encourage effective work behaviors while also tailoring feedback messages to the individual.
  14. 14. CONCLUSION The most essential job tasks for the crew member position are as follows: 1. Unload products from delivery vehicles, using a pallet jack if necessary 2. Manage time efficiently and accomplish assigned tasks within designated time frames 3. Transport product onto sales floor using flat carts, handcarts, or pallet jacks 4. Receive payment from customers, compute transaction totals mentally or through POS, and return appropriate change to customers 5. Maintain and convey a positive, customer service-oriented attitude during customer-employee interactions. The survey results indicate that product movement and display are of the greatest importance, and customer service-oriented tasks also hold high priority. This accounts for and helps explain the versatile functions of the crew member role. Selection During the selection process, hiring authorities should seek customer service and teamwork-oriented applicants who demonstrate passion for Trader Joe’s products and culture. Applicants should also be able and willing to deal with potentially upset or dissatisfied customers, and communicate effectively with customers and coworkers. Training Training for new crew members should emphasize the development of job-relevant knowledge and skills. Crew members will also gain competency in these areas as they accumulate job experience. Training can be provided through hands-on, demonstration, and verbal instruction methods. Role-playing could also be used to develop customer service skills. Periodic trainings on safety, policies, and store procedures may be implemented at the manager’s discretion. Legal Considerations Certain KSAOs endorsed by incumbents and respondents may result in adverse impact if used as selection criteria. The job analysts strongly advise a more thorough job analysis be conducted in order to establish the necessity and legality of these items in selection.
  15. 15. LIMITATIONS There are several limitations with this analysis that should be taken into consideration when conducting future job analyses. Sample Size While this report is intended for only academic use, the small incumbent and respondent pool (n =2) limits the inferences that can be drawn regarding the validity of the analysis. In future analyses, analysts should strive towards a larger incumbent and respondent pool so that: (a) Interview and observation data regarding job tasks and characteristics is as thorough as possible, and; (b) Final survey results will be subject to less statistical error, and therefore provide a better representation of the job role as it is actually performed. Interview Process The interview format developed by the analysts, while yielding valuable information, also required considerable time to complete with incumbents. In order to save time and avoid redundancy in future analyses, the analysts will make the interview format briefer and more streamlined. Respondent Participation The survey was sent to 6 crew members, however only 2 completed the survey. As respondents did not have clear incentives to completing the survey, this response rate is understandable. In the future, response rates could be improved through monetary or other incentives (i.e. gift cards), or with the sanction and direction of the requesting organization. Legal Considerations As noted previously, several of the items in the questionnaire could lead to legal and ethical dilemmas if used for selection. In the future, analysts should take extra care in developing and validating such items, and should not include them in the selection process unless deemed legally defensible and necessary for average job performance.
  16. 16. INTERVIEW FORMAT • What does a typical day look like? Work on a register • Can you describe what kind of tasks you do while working at the register? • What KSAOs are required to perform this work function? • What kind of knowledge is required? • What types of skills are required to complete tasks? • What mental or physical abilities are required to perform this function? Bag some groceries • What kind of tasks do you do while 'bagging some groceries?' • What kinds of abilities are required to perform this work function successfully? Stock the shelves • What kind of tasks do you do while stocking shelves? • What do you need to do before you stock the shelves? • What do you do after you stock the shelves? • What kinds of KSAOs are required to perform this work function? Build a display • Can you describe what you do to successfully build a display? • What do you need to do before you build the display? • What do you need to do once you have finished building the display? • What kinds of KSAOs are required to perform this work function? Have fun helping customers • Can you describe how you have fun helping customers? • In what ways do you help customers? • Do you ever not have fun helping customers? • How do you deal with that? • Are there any KSAOs that are required to successfully perform this work function?
  17. 17. INTERVIEW FORMAT • Some tasks are performed on a non-routine basis, like taking inventory. Do you perform any non-routine tasks that we have not yet discussed? What are the steps you take to accomplish the task? What do you do to prepare for it? What follow-up activities do you do after the task? • Can you describe for me some critical incidents or situations that demonstrate either outstanding or poor job performance? For example, dealing with an angry customer? What led up to the incident? What did the employee do that was effective/ineffective? Were the consequences something the employee was in control of? • If you had to interview candidates for this position, what kind of information would you need to select the right person? • If you had to select a person for this position, what activities would you want to see them perform before hiring or promoting them? • What kinds of prior work experience, knowledge, skills, or abilities are essential for performing this job? • What types of knowledge, skills, or abilities would you most want to train incumbents to ensure they become or remain effective? • What skills or abilities should incumbents develop to ensure he or she will be able to perform the job as it changes in the future? • What kind of formal education is required for this job? • What kind of tools or equipment do you use? • What types of communication skills do you need? • Are there any other characteristics needed for this job? Is there anything we may have missed? Much travel ….. little travel Predictable Work Schedule ….. Unpredictable Work Schedule Flexible Work Hours ….. Set Work Hours Moderate-to-slow pace.... Depends on the shift.... Fast work pace Frequent high pressure for results.... low pressure for results Frequent deadlines.... infrequent deadlines Closely Supervised.... Varying supervision.... Little Supervision High level of decision making authority..... low to moderate decision making authority Establish own goals.... goals established by others Work closely with others ..... work mostly alone Able to accomplish scheduled tasks .... must continually reprioritize tasks much record keeping/routine paperwork .... minimal record keeping and paperwork Work requires attention to detail .... work focused on overall strategy Work requires little creativity …. Work requires much creativity Work and environment constantly changing.... Work environmental normally static
  18. 18. CRITICAL INCIDENTS The Critical Incident Technique was used to collect examples of specific, direct, and observable behaviors of both unacceptable and outstanding performance in the crew member position. Critical incidents must include: 1. What led up to the behavior 2. The employee behavior itself 3. The consequences of the behavior The Critical Incident Technique can be useful in identifying traits for selection, training needs assessment, and training design. (Brannick, Levine, & Morgeson, 2007) Listed below are examples of both unacceptable and outstanding performance given by a crew member. Example of unacceptable behavior: During March Madness for basketball, the store will hold a sales contest to see who can sell the most of a certain product. I ended up selling more than another crewmember, who ended up getting upset, yelling at me, and threw my display on the floor. The supervisors heard of this behavior and decided to write up the disrespectful crew member. Example of outstanding performance: Being close to Shands Hospital, we sometimes have patients come into the store to shop. If I notice a customer is a Shands patient, I will go out of my way to offer the patient some flowers, free of charge. This puts a smile on their face and hopefully makes their day a little better.
  19. 19. SURVEY INVITATION Hello crew members! For a class project, we have to evaluate how difficult and critical certain tasks and characteristics of the crew member’s role are. Since you probably know they job better than anyone else, we would greatly appreciate if you helped us by completing this survey. The survey will only take about 30 minutes to an hour to finish, but we ask that you carefully answer each one. Your answers will be kept anonymous and not shown to any of your coworkers or supervisors. This is solely for academic use. All questions must be answered in order to complete the survey. The first set of questions deals with tasks. You will be asked to rate each individual task on a 1-7 scale assessing the difficult and criticality of each. The second section lists characteristics of the job, which you will be asked to rate. We know the survey contains a lot of questions, and that it might not be the most amusing task, but we would greatly appreciate if you helped us get an A on our project! We would like to have all responses in by Sunday night. If you have any questions, feel free to email us! The link to the survey: Thanks! Alexis Fawcett and Jonathan Cowan
  20. 20. SURVEY QUESTIONS The display of survey options was altered from its original format in order to preserve space. The scales were not presented in a drop-down format, instead being displayed so that each of the 7 scale options was visible to the rater. This was done for both task difficulty and criticality.
  24. 24. REFERENCES Brannick, M.T., Levine, E.L., & Mogeson, F.P. (2007). Job and work ANALYSIS:Methods, research, and applications for human resource management. (2nd ed.)Thousand Oaks, CA: SAGE Publications, Inc. doi: Corp. Released 2013. IBM SPSS Statistics for Macintosh, Version 22.0. Armonk,NY: IBM Corp. The survey for this report was generated using Qualtrics software, Version 2.4 of the Qualtrics research suite. Copyright © 2015 Qualtrics. Qualtrics and all other Qualtrics product or service names are registered trademarks or trademarks of Qualtrics, Provo, UT, USA. The job analysts would like to thank the assistant manager and team members at Trader Joe’s Gainesville for their participation in this analysis.