Observed Divergence in the Attitudes of Incumbents and Supervisors as Subject Matter Experts in Job Analysis: A Study of the Fire Captain Rank

Abstract

This study compares the attitudes of incumbentFire Captains and their supervisors regarding critical aspects of a Fire Captain's job. Fire Captains and supervisors (Fire Chief, Deputy Fire Chiefs, and Division Chiefs) were held as separate subject matter expert groups in an analysis of the Captain's job. Data regarding the attitudes held by these SME groups concerning the criticality of Fire Captain job tasks and work required knowledge, skills, abilities and worker characteristics were collected through task inventory and worker attribute surveys. These data were compared to determine the degree to which the SME groups agreed upon the critical aspects of the Fire Captain's job. The data indicate that Fire Captains and their supervisors substantially agree upon the criticality of Fire Captain tasks, and moderately agree upon the criticality of requisite Fire Captain attributes. The findings of this study have applications for current job analysis practice as well as point out areas in need of further examination.i nformation developed through job analysis techniques provides the basis for a vari ety of Human Resource Management decision making: job classification, setting of compensation levels, selection and placement, performance planning and evalua tion, employee and organizational development, and so forth. Although a variety of techniques have been developed for the purpose of gathering job-related information, most rely on the opinions of Subject-Matter-Experts (SMEs) to define and evaluate work behaviors and worker requisites. Often, SMEs are defined as job incumbents and supervisors of job incumbents. If incumbents and supervisors largely agree on the critDownloaded from ical aspects of the job in question, one could reasonably conclude that the job is well described. However, if incumbents and supervisors disagree on critical aspects of the job, one could wonder which perspective is most correct; and further, which per spective is most in line with the strategic goals of the organization. By analyzing and comparing job analysis responses of incumbents with those of their supervisors, one can understand what differences exist in these groups' respective perspectives. This understanding could then lead to better organizational planning and development. Purpose of the StudyFindings of this study describe work behaviors and requisite worker attributes collec tively considered by Fire Captains to be the most critical in the performance of the Fire Captain's job. Findings of this study also describe work behaviors and requisite worker attributes collectively considered by supervisors of Fire Captains to be the most critical in the performance of the Fire Captain's job. These findings can be used for strategic planning, and organizational, individual, and career development pur poses. Major questions addressed in this study include:1. Does a relationship exist between the attitudes held by job incumbents and their supervisors regarding the criticality of entry-level Fire Captain work behaviors?2. Does a relatio...

Are there cracks in our foundation? An integrative review of diversity issues in job analysis.

“…Overreliance on One Source's Perspective. The information provided by incumbents, supervisors, and job analysts in a job analysis can differ considerably (Mueller & Belcher, 2000;Yammarino & Waldman, 1993). Although these differences in perspectives do not necessarily represent inaccuracy, as two different perspectives may have equal claims to validity, they can differentially influence which demographic groups are advantaged or disadvantaged by the conceptualizations of the job that emerge.…”

An Examination of Emergency Services Research in Public Administration

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