try, or were important for success. No data on interrater agreement were presented, but a 49 percent return rate was obtained.
The Work Profiling System (WPS), a product of Saville and Holdsworth (1990), is a worker-oriented job analysis instrument supported by expert system computer technology. The WPS is organized into two parts: job tasks and job context. The job tasks section consists of 325 behavior description items (called "tasks") organized into 8 sections (managing tasks, managing people, receiving information, thinking creatively, working with information, communicating, administrating, physical activities) and 30 subsections (e.g., planning/implementing, working with equipment/machinery). Examples of items ("tasks") include: planning a course or route for a journey or voyage; looking after the needs of young children; driving a car, van, or light truck. Items are rated on scales of time spent, importance, and effect of poor performance. Part two, job context, addresses 28 topics, such as education, training, and experience levels needed to perform the job, responsibility for financial resources, types of interpersonal contact, and job-related travel.
Goals for the system include providing an integrated and user-friendly system for job analysis and providing a knowledge base that can serve as the basis for matching people to jobs. Worker attributes are inferred from task ratings using an expert system derived from ratings of attribute-task linkages provided by experienced occupational psychologists. In addition to person-job match, this information base is intended to support such human resource applications as job descriptions, job classification, performance appraisal criteria, job design, and human resource planning.
As is the case with the CMQ, the WPS is a recent product that does not yet have a substantial professional literature concerning its usage. Its objectives as stated by its developers are ambitious, providing a comprehensive methodology for building human resource systems.