-A±Ri65 154 OPERATIONS RESOURCES HNNGENENT CAREER LADDER AFSC 1/2?1X2(U) AIR FORCE OCCUPATIONAL HEASURENENT CENTERRANDOLPH AFB TX FEB 86

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UNITED STATES AIR FORCE

II ,S14F

OPERATIONS RESOURCES MANAGEMENT

CAREER LADDER

AFSC 271X2

AFPT 90-217-542

FEBRUARY 1986

OCCUPATIONAL ANALYSIS PROGRAMUSAF OCCUPATIONAL MEASUREMENT CENTER

AIR TRAINING COMMANDRANDOLPH. AFB, TEXAS 78141-000

APPWM EM PUBIC EESE; DIST IWIItI iMD

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DISTRIBUTION FORAFSC 271X2 AND SUPPORTING DOCUMENTS

ANL TNG JOBOSR EXT EXT INV

AFHRL/MODS 2 Im Im

AFHRL/ID 1 Im Im/lh

AFNEA/MEMD 1 lh 1

AFMPC/DPMRTC 2

ARMY OCCUPATIONAL SURVEY BRANCH 1

CCAF/AYX 1

DEFENSE TECHNICAL INFORMATION CENTER 2

HQ AAC/DPAT 3 3

HQ AFISC/DAP 2

HQ AFSC/MPAT 3 3

HQ ATC/DPAE 1 1

HQ ATC/TTQE 2 1

HQ MAC/DPAT 3 3

HQ PACAF/DPAT 3 3

HQ SAC/DPAT 3 3

HQ TAC/DPAT 3 3

HQ USAF/XOOTD 1 I

HQ USAF/MPPT 1 I

HQ USAFE/DOUF 2 2

HQ USAFE/DPAT 3 3

HQ USMC (CODE TPI) 1

NODAC I

USAFOMC/OMYXL 10 2m 5 10

3300 TCHTW/TTGX (KEESLER AFB MS) 5 2 9 2

3300 TCHTW/TTS (KEESLER AFB MS) I 1

3507 ACS/DPKI I

ACOesSion vor

m = microfiche only UTIS GRA&Ih = hard copy only DTIC TAB

Unannounced [justifioatio

By-

Distribution/

Availability Codes

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TABLE OF CONTENTS

PAGENUCER

PREFACE. . . . . . . . . . . . . . . . . . . . . . . . . . . . .i.SUMMARY OF RESULTS . . . . . . . . . . . . . . . . . . . . . . . . iv

* INTRODUCTION . . . . . . . . . . . . . . . . . . . . . .Background. . . . . . . .. . . . . . . . . . . . . . . . .. 1

" SURVEY METHODOLGY . . . . . . . . . . . . . . . * * . * . * . . e 1Inventory Development ..................... 1

Survey Administration . . . . . . . . . . . . . . . . . . . . 2'.)urvey Sample . .. .. .... . .. . .. . . 3

Data Processing and Analysis. . . . . . . . . . . . . . . . . 3

Task Factor Administration ... . . . . .... ..... . . 6

SPECIALTY JOBS . . . . . . . . . . . . .............. 8

* Specialty Overview.... . . . . . . . . . . . . . . . . 8Job Group Descriptions. . . . . . . . . . . . . . . . . . 11

Comparison of Speciality Jobs . . . . . . . . . . . . . . . . 19

ANALYSIS OF DAFSC GROUPS . ................. .. 23

Skill Level Description ...... . . . . . . . . . .. . 23

ANALYSIS OF AFR 39-1 SPECIALITY DESCRIPTIONS ...... . .... 35

ANALYSIS OF EXPERIENCE (TAFS) GROUPS . . . . . . . . . . . . . . 35

First-Enlistment Personnel . . . .............. 35

Analyses Performed and Mathematics Used . . . . . ..... 35

Job Satisfaction. . . . . . . . . . . . . . . . . . . . .. 40

TRAINING ANALYSIS. . . .. . 40

Training Emphasis and Task Difficulty Data...... . . . . 40

Speciality Training Standard (STS). . . . . . ..... . 42

Career Development Course (CDC) . . . . . . . . . . . . . . 42

COMPARISON OF MAJCOMs . . . . . . . . . . . . . . . 47ANALYSIS OF CONUS VERSUS OVERSEAS GROUPS . ........... 53

WRITE-IN COMENTS . . . . . . . . . . . . . . . . ........ 53

COMPARISON TO PREVIOUS SURVEY. ............... ... 56

IMPLICATIONS ............ . . . .. . .. . . . . . . 57

APPENDIX A ........ . . . . . . . .. . . . 60

"".

,T I III I

PREFACE

This report presents the results of an Air Force occupational survey ofthe Operations Resources Management career ladder (AFSC 271X2). Authority forconducting specialty surveys is contained in AFR 35-2. Computer products usedin this report are available for use by operations and training officials.

Lieutenant William A. Carney developed the survey instrument, Mr WayneFruge provided computer programming support, and Mrs Raquel A. Soliz providedadministrative support. Mr Daniel E. Dreher analyzed the data and wrote thefinal report. This report has been reviewed and approved for release byLieutenant Colonel Charles D. Gorman, Chief, USAF Airman Analysis, Occupa-tional Analysis Division, USAF Occupational Measurement Center.

Copies of this report are distributed to Air Staff sections, major com-mands, and other interested training and management personnel. Additionalcopies are available upon request to the Occupational Measurement Center,Attention: Chief, Occupational Analysis Division (OMY), Randolph AFB, Texas78150-5000.

PAUL T. RINGENBACH, Colonel, USAF JOSEPH S. TARTELLCommander Chief, Occupational Analysis DivisionUSAF Occupational Measurement USAF Occupational MeasurementCenter Center

iii

Il

SUMMARY OF RESULTS

1. Survey Coverage: The Operations Resources Management USAF Job Inventorywas am nistered from December 1984 to April 1985. The analysis was based on

responses from 1,630 AFSC 271X2 personnel, constituting 76 percent of thetotal career ladder. -_ ---

2. Career Ladder Structure. The analysis reveals that the 271X2 careerladder is very diverse. Nine major groups, with a total of 39 job typeswithin these groups, were identified. In addition, one independent job typewas found. The largest number of personnel were found performing squadronoperations functions.

3. Career Ladder Progression: Generally, 3- and 5-skill level 271X2 person- -nel perform more technical tasks, while the 7-skill level personnel performmore supervision, management, and training tasks.

4. CONUS/Oversgas Comparison: Jobs performed by CONUS and overseas personnelare very similar. The overseas group, however, does have a slightly broaderjob, as they perform a slightly larger average number of tasks.

5. Career Ladder Documents: The APR 39-1 Speciality Descriptions provide anaccurate overview of the 271X2 career ladder. Some areas of the STS areunsupported by percent members performing data and should be reviewed bycareer ladder monitors. There are also tasks not matched to either the STS orCDC which should be evaluated for possible inclusion.

6. Implications: The career field is very diverse with members assigned to ,many small jobs that require them to perform very few tasks. A Category Btraining course has been mandated by HQ USAF/DPPT. The course curriculum willbe difficult to develop as there are very few tasks performed by members ofall jobs. Training emphasis data may be particularly useful to course devel-opers since tasks listed on the job inventory have low percent members per-forming. Job satisfaction indicators reflect that 271X2 personnel are moresatisfied than they were in 1979.

Iv

iv .

OCCUPATIONAL SURVEY REPORTOPERATIONS RESOURCES MANAGEMENT CAREER LADDER

(AFSC 271X2)

INTRODUCTION 4."

This is a report of an occupational survey of the Operations ResourcesManagement career ladder completed by the USAF Occupational Measurement Centerin November 1985. The career ladder was previously surveyed September 1978-January 1979. HQ USAF/XGO requested the present survey to determine if theintroduction of the Air Force Operations Resources Management System (AFORMS)has created a group of common tasks which need to be included in either aresident training course or a revision of the 3-skill level CDC.,

Background

The Air Operations career ladder, AFSC 271XO, created 15 May 1951 andexisted unchanged until 30 April 1977. At J ?.t ime, it was broken into twocareer ladders, AFSC 271X1, Airfie.L gement, and AFSC 271X2, OperationsSystems Management. In Apr jl-9 , the AFSC 271X2 career ladder was renamedOperations Resogrc"a- aement and the 271Xl and 271X2 career ladders sepa-rated at tte9-skill level into AFSC 27191 and AFSC 27192. CEMs, however,remain joined for both career ladders under AFSC 27100.

" As outlined in the AFR 39-1 Specialty Descriptions, AFSC 271X2 personnelrecord and monitor flying hours, qualification checks, medical information,training data, and flight records of aircrew members. They also prepare andprocess aeronautical and pay orders, flying schedules, aircrew assignments,and statistical analyses of aircraft and aircrew operations. Personnel enterthe career ladder by direct duty assignment, as presently the e is no basic oradvanced resident course. Members progress through an OJT ogram where com-pletion of the 3-, 5-, and 7-level CDCs is mandatory fo upgrading to therespective skill levels. HQ USAF/DPPT has directed ATC t establish a Cate-

gory B school for the 27X2 career ladder. The currcul for the course

is

presently being developed and the course is scheduleto begin

the first*quarter FY87. /

........... SURVEY METHODOLOGY

SI nvepitory DevelopmentrseData for this survey were collected using USAF Job Inventory AFPT90-217-542gNovember 1984). Tasks that pertained only to the 271X2 careeladder were e out of the previous 271XJ, 271X2, and 274X0 inventory. A

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number of new tasks were also added to the list. This list was then validatedthrough personal interviews with 43 subject-matter specialists in operationalunits at the following 9 bases:

BASE MAJCOM REASON FOR VISIT 4

Keesler AFB MS ATC Technical School of Record

Bergstrom AFB TX TAC Has National Guard unitsthat use AFORMS

Kelly AFB TX AFLC Major logistical center withhigh volume of traffic

Tinker AFB OK AFLC Has AWACs units with uniquescheduling requirements

Laughlin AFB TX ATC Pilot training base withspecial scheduling require-ment s

Travis AFB CA MAC Large MAC base with manysenior 271X2 personnel

Mather AFB CA ATC Navigator training base withunique scheduling andreporting functions

*Carswell AFB TX SAC Has personnel that convertedthe SAC reporting systemsto AFORMS

Randolph AFB TX ATC Instructor pilot trainingbase with unique schedulingand reporting functions

The resulting inventory contained a listing of 320 tasks grouped into 11duty headings and a number of background questions asking for informationabout duty title, duty organization, time in present Job, and job satisfac-

* tion.

Survey Administration

4 From December 1984 through April 1985, Consolidated Base PersonnelOffices in worldwide operational units administered the surveys to Operations

*Resources Management personnel. Participants were selected from a computer-generated mailing list provided by the Air Force Human Resources Laboratory.

2

All individuals who filled out an inventory completed an identificationlet and checked each task performed in their current job. Finally, they wentback and rated each task they had checked on a 9-point scale reflecting rela-tive time spent on each task compared to all other tasks. Ratings ranged from1 (indicating a very small amount of time spent) to 9 (indicating a very largeamount of time spent). The relative percent time spent on tasks for eachinventory was computed by first adding all rating values on the inventory.Then each rating was divided by this total and the result multiplied by 100.The percent time spent ratings from all inventories were combined and usedwith percent member performing values to describe the various groups in the

Survey Sample

Participants in the survey were carefully selected to ensure there was aproportional representation of major conmmands (MAJCOM) and military paygradesin the sample. Table 1 shows how the sample compared to the actual populationof the career ladder in terms of the distribution across MAJCOMs. Table 2reflects the paygrade group distribution and Table 3 compares the distributionof the population to the sample with respect to total active federal militaryservice (TAFMS). These data indicate a good representation of the careerladder population in the survey. A

Data Processing and Analysis

Once the job inventories are received from the field, task responses andbackground information are optically scanned and become one computer file.Biographical data, such as name, base, and AUTOVON, are manually entered toIform another data file. Both are merged to form a complete case record foreach respondent. Once the complete case records are assembled for eachrespondent in the sample, Comprehensive Occupational Data Analysis Programs(CODAP) are used to analyze the data.

CODAP produces job descriptions for groups of respondents based on per-cent members performing and time spent performing specific tasks. Jobdescriptions are provided for DAFSC groups, TAFMS groups, and MAJCOM groups.These descriptions include information on percent members performing and aver-age relative time spent on each task. CODAP also produces summaries that showhow members of each group responded to each background item. These backgrounditems help identify characteristics of the groups by DAFSC represented, timein the career field (TICF), TAFMS, experience in the various functional areas,and equipment operated.

The CODAP automated Job clustering program organizes jobs into similarunits of work by comparing each individual job description in the sample toevery other job description in terms of tasks performed and the relativeI amount of time spent on each task in the job inventory. The automated systemlocates those two job descriptions with the most similar task ratings and comn-

bines them into a composite job description. In successive stages, the system

3

TABLE 1

COMMAND REPRESENTATION OF SURVEY SAMPLE(AFSC 271X2)

PERCENT OF PERCENT OFCOMMAND ASSIGNFD $AMPLE

TAC 31 31

MAC 21 21

SAC 16 17

ATC 10 11

USAFE 10 9PACAF 5 4 ..- ,

AFSC 2 2.

MC 1 1

OTHER 4 4

Total Assigned - 2,160Total Eligible for Survey - 1,892Total in Sample - 1,630Percent of Assigned in Sample - 76%Percent of Eligible in Sample - 86%

Manning figures as of December 1984

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TABLE 2

PAYGRADE DISTRIBUTION OF SURVEY SAMPLE

PrkCENT OF PERCENT OF

E-1 thru E-3 20 16

E-4 22 22

E-5 27 28

E-6 17 18

E-7 11 12

E-8 3 3

E-9

N=2,160- Less than 1 percent

4:-:

TABLE 3

TAFMS DISTRIBUTION OF SURVEY SAMPLE

MONTHS NUMBER IN PERCENT OFTAFMS SAMPLE SAMPLE1-48 427 26

49-96 331 20

97-144 285 18

145-192 245 15

193-240 231 14

241+ 104 6

5

adds more members to the initial group or forms new groups. The resultingpattern of Job groups identifies the number and characteristics of jobs withinthe career ladder.

The basic group that CODAP uses for the clustering process is the jobtype. The job type is a group of individuals who perform many of the sametasks and spend a similar amount of time performing them. The next broadergrouping is the subcluster, or those individuals who perform related tasks butbelong to specific job types that differ from one another in minor ways. When

several job types or subclusters are similar, they form a cluster. If a jobtype is so different from other job types that it cannot Se included in acluster or subcluster, it is called an nppendept jo tpe. These defini-tions were used to describe the Operations Resource Management specialty andthe variations in jobs within that specialty.

Task Factor Administration

Job descriptions alone do not provide sufficient data for making deci-sions about career ladder documents or training programs. Task factor infor-mation is needed for a complete analysis of the career ladder. To obtain theneeded task factor data, selected E-6 and E-7 supervisors completed either atraining emphasis (TE) or task difficulty (TD) booklet. These booklets wereprocessed separately from the job inventories and the TE and TD data were usedin several analyses discussed later in this report. The distribution of theseraters appears in Table 4.

Training Emphasis (TE). Fifty-seven experienced supervisors completed TEbooklets. They were asked to consider the amount of structured trainingfirst-term 271X2 personnel need to successfully perform tasks. Structuredtraining is defined as training provided by resident technical schools, fieldtraining detachments (FTD), mobile training teams (MTT), formal OJT, or anyother organized training method. The tasks were rated on a 10-point scaleranging from no training required (0) to much structured training required(9). Interrater reliability (as assessed through components of variance ofstandard group means) for these raters was .95, indicating good agreement *4}ramong raters.

When used with other information, such as percent members performing andtask difficulty, TE ratings can provide insight into training requirements andhelp validate the need for organized training for the career ladder.N.',

Task Difficulty (TD). Task difficulty is defined as the length of time

required for the average airman to learn to perform a task. Fifty experiencedsupervisors rated the difficulty of tasks on the inventory. A 9-point ratingscale ranging from I (very easy to learn tasks) to 9 (very difficult to learntasks) was used. Ratings were adjusted so tasks of average difficulty wouldhave a value of 5.0. Interrater reliability (as assessed through componentsof variance of standard group means) was .94, indicating good agreement amongraters.

61%

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TABLE 4

COMMAND DISTRIBUTION OF TASK DIFFICULTY ANDTRAINING EMPHASIS RATINGS

PERCENT OF PERCENT OF PERCENT OFCOMMAND ASSIGNED TD RATERS TE RATERS

TAC 31 28 25

MAC 24 16 19

SAC 16 22 23

ATC 10 6 9

USAFE 10 14 11

PACAF 5 6 5

AFSC 2 4 4

AAC 1 2 2

NOTE: Columns may not add to 100 percent due to rounding

71-7

: ,*,. 7

Job Difficultz Index (4DI). The JDI provides a relative measure of jobdifficulty. The JDI was computed for each group identified by job analysis.using an equation which considers the number of tasks performed and the aver-age difficulty per unit time spent (ADPUTS). The JDI may range from 1.0 forvery easy jobs to 25.0 for very difficult jobs, with 13.0 as the average.

SPECIALITY JOBS(Career Ladder Structure) I'

Specialty Overview

Nine clusters and one independent job type were identified in the careerladder. Within the 9 clusters, 39 smaller groups (subclusters and job types)were identified. This large number of groups indicates the career ladder isquite diversified. The clusters were clearly identified by specific tasksperformed, organizational level of assignment, or supervisory responsibilitiesof the members. In many cases within the clusters, only the performance ofone or two unique tasks separated the groups. The clusters, subclusters, andjob types are listed below. Figure 1 shows the career ladder structure andwhat percent each cluster is of the total. Appendix A lists representative %tasks performed by each group.

I. WING LEVEL ADMINISTRATOR CLUSTER (GRPOl7, N=173)

A. Wing Level NCOIC Subcluster (GRP145, N=33)B. Host Operations Resource Management (HORM) NCO

Subcluster (GRP173, N=22)C. Wing Current Operations NCOIC Subcluster (GRPI02,

N=25)D. Wing Operations Dispatcher Subcluster (GRP044,

N=38)

II. WING LEVEL SCHEDULER CLUSTER (GRPO88, N-56)

A. Junior Scheduler Subcluster (GRP301, N=16)B. Senior Scheduler Subcluster (GRP204, N=32)

- III. OPERATIONS PERSONNEL CLUSTER (GRPl04, N=314)

A. Flight Management Dispatcher Subcluster (GRP393,N=42)

B. Junior Operations Supervisor Subcluster (GRP429,N=28)

C. Squadron Operations Dispatcher Subcluster (GRP399,N=69)

D. Squadron Records Clerk Subcluster (GRP269, N=37)E. Flight Maintenance Dispatcher Subcluster (GRP293,

N=O)

I_ K

-u o . -w f 30 r -l ~ ~ - .. . - --- __ _

FIGURE 1

AFSC 271X2 CAREER LADDER STRUCTURE

OTHER

GENERAL ADMINISTRATORS WING LEVEL ADMINISTRATORS

MISSION SCHEDULERS

WING LEVEL SCHEDULERS

3 %.1

GROUND TRAININGPERSONNEL3

19% OPERATIONS PERSONNEL

*FLIGHT RESOURCE17* PERSONNEL

25%4

FLIGHT RECORDS PERSONNEL

SQUADRON OPERATIONS SUPERVISORSSQUADRON FLIGHT MANAGEMENT

CLERKS

4 (1%)

F. Operations Resources Dispatcher Subcluster(GRPl32, N-76)

IV. SQUADRON OPERATIONS SUPERVISOR CLUSTER (GRPO8O, N-406)

A. Scheduling Supervisor Subcluster (GRP442, N-27)B. Current Operations NCOIC Subcluster (GRP49O,

N=23)C. Squadron Operations Supervisor Subcluster (GRP5l7,

N-69)D. General Operations Supervisor Subcluster (GRP3l3,

N=12)

E. Tactical Operations Supervisor Subeluster (GRP85S,N-51)

F. Training Supervisor Subcluster (GRP741, N=59)G. Flight Management Supervisor Subcluster (GRP538,

* N=33)H. Flight Scheduling Supervisor Subcluster (GRP466,

N-11)

I. MAC Current Operations Supervisor Job Type hJ. Flight Records Monitor Job Type (GRP72l, N-9)K. Flight Scheduling Supervisor Job Type (GRP371,

N-5)L. Flight Activity Supervisor Subcluster (GRP275,

N-30)

V. SQUADRON FLIGHT MANAGEMENT CLERK INDEPENDENT JOBTYPE (GRP57f, N=5)

VI. FLIGHT RECORDS PERSONNEL CLUSTER (GRP092, N-77)

A. Records Monitor Job Type (GRP48l, N=S)B. Squadron Level Records Clerk Subcluster (GRPll6,

N-33)

VII. FLIGHT RESOURCE PERSONNEL CLUSTER (GRP032, N-279)

A. Resource Manager Job Type (GRP52O, N-90)B. Flight Data Clerk Subcluster (GRP54O, N-122)C. Flight Management NCOIC Job Type (GRP477, N-7)D. Flight Management Superintendent Job Type

(GRP4l4, N-5)E. Winy Level Records Clerk Job Type (GRI0,

VIII. GROUND TRAINING PERSONNEL CLUSTER (GRP070, N-44)

A. Ground Training Scheduler Job Type (GRP586,* N-7)

10

. VFW .

B. Ground Training Administrator Subcluster(GRP457, N=24)

IX. MISSION SCHEDULING CLUSTER (GRP024, N=135)

A. Mission Scheduler Subcluster (GRPll7, N=38)B. ATC Scheduler Subcluster (GRP089, N-55)C. MAC Scheduler Subcluster (GRP124, N=12)

X. GENERAL ADMINISTRATOR CLUSTER (GRP040, N=44)

A. Junior Squadron Administrator Job Type(GRP405, N=5)

B. Special Activities Administrator Job Type(GRP760, N=6)

C. Operations Administrator Job Type (GRP745,N=5)

Ninety-five percent of the sample is included in the job structure listedabove. The remaining 5 percent perform jobs different enough that they do notgroup with any of the speciality jobs listed above.

Job Group Descriptions

The following paragraphs contain brief descriptions of the clusters, sub-clusters, job types, and independent job type identified in the analysis.

I. WING LEVEL ADMINISTRATOR CLUSTER (GRPOl7, N-173). These nonsupervi-sory NCOs ii ass-gned primarily to wing level posi oI'i. They have a ratherlimited range of responsibilities performing an average of 24 tasks. The JOI

*is 10.9, indicating the jobs are below average in difficulty. Most tasks theyperform are administrative, such as compiling data for use in reports andpolicies, collecting data for routine or special reports, conducting or parti-cipating in organizational meetings, drafting or typing correspondence orreports, and coordinating mission activities with other military services orcivilian agencies.

Four subclusters were identified within the cluster, differing with re-spect to the number of tasks performed and amount of time spent performingtasks in other duties. These subclusters are described below.

A. Wing Level NCOIC Subcluster (GRP145, N-33). Members of thisgroup perform an average of task. The group-Af irs from the cluster inthat members spend a higher percent of their time performing basic adminis-trative duties.

11--

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B. Host Operations Resources Manogement (NORMI NCO Subcluster(GRP173, N=22).---Rembe of this group (nearly alf inTAC)--are the mostsenior of tMe cluster. They perform an average of 44 tasks and spend themajority of their time performing administrative and resource managementduties. Tasks performed by this group are: monitoring publication require-ments; conducting inspections or spot checks of air operations; draftingchanges to manuals or publications; briefing personnel on changes in methodsor procedures; filing or updating manuals, regulations, or other publications;and interpreting aircrew training manuals.

C. Wing Current Operations NCOIC Subcluster (GRPIO?, N-25). These 'junior NCOICs perform an average of 29 tasTs. They spend a gher-percentageof time performing squadron operations functions than other groups in the 4.._cluster. Specific tasks they perform are: justifying flying hour allocations,monitoring equipment replacement requirements, assembling information forbriefings, breaking down computer products, confirming daily scheduled flightdeviations, and preparing visual aids for briefings.

D. Wing Operations Dispatcher Subcluster (GRF044, N=38). Membersof this group have the lowest jo6Wit-sf actlon indicators of the-cluster, with60 percent feeling their jobs do not use their training and 55 percent feelingtheir jobs do not use their talents effectively. Their job is very limited inthat they perform only 10 tasks of the 320 included in the inventory. Membersof the group coordinate mission activities, reserve special air space, collectand compile data, estoblish air operation schedules, and participate in meet-ings.

II. WING LEVEL SCHEDULER CqSTER (GRPO88, N--6). Members of this clus-ter ere asoassfgned at the wing level. Thirty-sTx percent are assigned toSAC, 21 percent are assigned to MAC, and 16 percent to TAC. They perform anaverage of 45 tasks and their JDI is 12.8, indicating their jobs are of aver-age difficulty relative to other jobs in the speciality. These members differfrom those of the previous cluster in that they spend a great deal of time insquadron operations, flight scheduling, and flight records functions and dovery little administrative work. Characteristic tasks performed by members ofthis group include establishing air operations schedules, justifying flyinghour allocations, scheduling missions, publishing flow schedules, and develop-ing flight schedules.

A junior and senior scheduling group exists within this cluster, differ-ing with respect to the number and types of tasks performed. Members of theJunior group perform an average of 26 tasks, most of which are scheduling innature. The job of the senior members is broader (averaging 45 tasks) andincludes a number of administrative tasks.

III. OPERATIONS PERSONNEL CLUSTER (GRPl04, N-314). This group makes up9 percent of the total sample and represents a brFad range of jobs at wing,squadron, and flight levels. Members of this group are relatively juniorE-4s. Sixty-six percent hold the 5-skill level, and 52 percent are in their

12

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first enlistment. While they spend an average of 36 percent of their time inthe squadron operations duty, they perform an average of only 48 of the 320tasks on the inventory. The JDI for this cluster is 11.0, indicating the jobsare of average difficulty. Representative tasks include posting daily flightschedules and changes, preparing and maintaining flight authorizations, con-firming flight deviations, auditing computations on AF Forms 369, deliveringflight schedules, and maintaining status boards.

Six subclusters were identified, varying slightly with respect to percenttime spent performing common tasks and performing tasks from other duties. Thedescriptions of these groups are given below.

A. Flight Management Dispatcher Subcluster (GRP393, N=42).Eighty-eight percent of the members of this group are assigned to The ta-71calforces (71 percent to TAC, 17 percent to USAFE). Members perform an averageof 45 tasks. They are the least involved in supervising of the six sub-clusters included in the Operations Personnel Cluster. In addition to per-forming tasks specific to the cluster, these members file AF Forms 369,maintain currency of flight information publications (FLIP), and distribute -FLIPs.

B. Junior Operations Supervisor Subcluster (GRP429, N=28). Mem-* bers of this gro-u perform an average of 57tasks. Most hold-T-e-5-skill -

level, the grade of E-4, and are supervisors. Besides performing basicoperations tasks, these members establish work priorities and assign work;develop work methods or procedures; counsel subordinates on job progression,career development, and personal or military related problems; and establishperformance standards for subordinates.

C. Squadron Operations Dispatcher Subcluster (GRP399, (N=69).Forty-nine percent ofthe members of this group are in their first enlisTm-et.They perform an average of 79 tasks and spend 28 percent of their time insquadron operations duties. They are distributed proportionately among thelarge MAJCOMs and about half are assigned overseas. Tasks which differentiatethis group are monitoring publications requirements, preparing operationsreports, building or maintaining deployment kits, changing or updating oper-ations display pertinent to aircrew operations, reporting aircraft arrival ordeparture times to MMICS, auditing daily flying update summary, and notifyingaircrew families of flight arrival times.

D. Squadron Records Clerk Subcluster (GRP269, N-37). Sixty per-cent of the clerks t this group are assigned to M .T-ieyp orm an averageof 43 tasks. They are distinguished from the other groups in the cluster bythe larger percent members using AFORMS to record aircrew training and flyinghours and providing data for resource management.

E. Flight Maintenance Dispatcher Subclustcr (GRP293, N-10). Thesedispatchers per or. an average of 3 ass. This group was Identifed sepa-rately because of the greater amount of time spent in scheduling activities.Some tasks they perform includes confirming daily scheduled flight deviations,controlling sign-in and sign-out sheets, collecting data for reports, breakingdown computer products, auditing computations on AF Forms 369, and maintaining

13

status boards. They also are involved in updating files by on-line proceduresand maintaining aircrew training information. -. :

F. Operations Resources Dispatcher Subcluster (GRPl32, N=76).Most of the mem ers o? this group hold the 5-skill level. Their jobs aresomewhat limited in that they perform an average of 27 tasks. Characteristictasks performed by this group of dispatchers include posting flight schedulesand changes, preparing and maintaining flight authorizations, controllingsign-in and sign-out sheets, and confirming and delivering daily flightschedules.

IV. SQUADRON OPERATIONS SUPERVISOR CLUSTER (GRP080, N=406). This largegroup of squadron-level supervisors comprises 25 percent of the total sample.Members have a fairly wide range of responsibilities performing an average of

87 tasks. The JDI is 17.1, indicating the jobs are more difficult than mostothers in the speciality. Thirty-six percent of the members' time is devoted

to the managerial activities of directing, implementing, organizing andplanning. Thirteen percent of their time is spent performing squadron opera-tion functions, 10 percent on training, and 10 percent on performing flightrecords and resource management functions. The supervisory tasks performedinclude establishing work priorities and assigning work, supervising thevarious skill levels, counseling, managing OJT, evaluating and rating person-nel, and writing APRs. Members of this cluster also perform a number ofsquadron operations tasks dealing with flight schedules, flight orders, andusing AFORMS to maintain flight records. The average paygrade is E-6, with160 months in the service. Most hold the 7-skill level.

Nine subclusters and three job types were identified within this largegroup. The job description for the overall cluster applies to the smallergroups within as members perform basically the same squadron operations tasks.What distinguishes the groups is the different amount of time spent on thecommon tasks and the performance of tasks from other duties.

A. Scheduling Supervisor Subcluster (GRP442, 1-27). Members ofthis group perform an average of 57 tasks. Most aTre-6s, approximately halfhold the 7-skill level, half hold the 9-skill level, and 89 percent are super-visors. This group was distinguished from others in the cluster by thegreater amount of time spent on scheduling duties. Specific scheduling tasksperformed by a high percentage of the members of this group are establishingair operations schedules and developing flight schedules.

B. Current Operations NCOIC Subcluster (GRP490, -23). This is asubcluster of senior NCOs. teen hod the 7-skil leve11, and 17 are super-visors. They perform an average of 62 tasks and spend 28 percent of theirtime in supervisory, training, and managerial duties. Tasks performed by thisgroup include interpreting aircrew manuals, performing calculations on flyinghour data as required, and entering and retrieving data from files usingAFORMS.

14

4 4

C Squadron Operations Supervisor Subcluster (GRP57, N=69). Thisis a group of seno uror siiiifsors. rty-three holTdDAFSr W1 2 and-21 hold N.DAFSC 27192. They perform an average of 66 tasks which include evaluating gtraining requirements for assigned airmen, analyzing inspection or operation ,reports, and evaluating individuals for promotion, demotion, or reclassi-f ication.

D. General Operations Supervisor Subcluster (GRP313, N=12). Thesesupervisors performan average of-1taskS. Their responsIbi-I'e"s includetaking inventories of supplies; initiating requests for supplies and equip-ment; evaluating procedures for storing, inventorying, and inspecting propertyitems; supervising Operations Resource Management Helpers (AFSC 27112);operating audiovisual equipment; and collating or assembling reproductions.

E. Tactical Operations Supervisor Subcluster (GRP8SS, N=51).

Forty-three of these NCOsFare assigned to the-tactical forces in.TACan-8in USAFE) Members perform an average of 98 tasks, most of which are the same. ..supervisory tasks performed by other groups in the cluster. They spend alarge amount of time performing squadron operations functions, such as audit-ing computations on AF Forms 369, posting flight schedules and changes,preparing and maintaining flight authorizations, and confirming daily sched-uled flight deviations.

F. Trainin Supervisor Subcluster (GRP741, N=59). Members of thisgroup are distinguis from oter groups becaus-e they -perorm 147 tasks, manyof which deal with training members of the career ladder. Specifically, theyimplement training programs, schedule personnel for briefings or orientations,evaluate operational resource management career development courses, assignon-the-job trainers or instructors, and evaluate training methods or proce-dures.

G. Flight Management Supervisor Subcluster (GRP538, N=33).Members of this group perform an average of 81 tasks. Besides supervising,they perform flight management activities, such as maintaining trainingrecords of flying personnel and updating flight records using terminals andAFORMS.

H. Flig Scheduling Supervisor Subcluster (GRP466, N=ll). Thissmall group of supervisors performs an average of 79 tasks. he-group isdistinguished by the percent members performing flight scheduling tasks, suchas posting flight deviations and weather information, posting notices toairmen (NOTAM), and arranging transportation for aircrews to and from air-craft. This group has the lowest job satisfaction indicators of the cluster,with only 45 percent of the members finding their job interesting and feelingtheir talents are being used effectively.

I. MAC Current perations Supervisor Job Type (GRP736 N. Thissmall group ofpredominantly E-7 supervisors has-a broader job ... at theyperform an average of 113 tasks. Besides supervisory tasks, they perform somecurrent operations tasks, such as arranging for parking, maintenance, andrefueling at destinations, and securing landing approvals at destinations.

15

.1

J. Flight Records Monitor Job Type (GRP721, N=9). Members performan average of T3Tsks and spend a greater percentageo'T time interpretingaircrew training reports, keeping track of aircrew qualifications, and enter-ing data into files using AFORMS.

K. Fli ht Scheduling Supervisor Job Type (GRP371, N-5. These areessentially firs - ne supervisors. They perfrm an average of 35 tasks. Inaddition to supervising, they spend 28 percent of their time in schedulingfunctions.

L. Flight Activity Supervisor Subcluster (GRP275, N=30). This isa group of first line supervisors who perform an average of 44---sks. Theyinterpret and update flight orders, prepare unit status and identity reports,receive information and notify agencies of aircraft maintenance status, super-vise 3- and 5-skill level personnel, and perform other supervisory tasks.

V. SQUADRON FLIGHT MANAGEMENT CLERK INDEPENDENT JOB TYPE (GRP576, N=5).

This independent jo type is composed- five airmen sti-aone ~at U N S'bases. They perform an average of 66 tasks with a JDI of 14.3, indicatingtheir job is of average difficulty. Tasks that differentiate them from othergroups in the cluster are inputtinv DNIF dates into the record system, inter-preting AF Forms 1042, identifying physical qualification status for DNIF,auditing AFTO Forms 781, and arranging for receipt of AF Forms 1042.

VI. FLIGHT RECORDS PERSONNEL CLUSTER (GRPO92, N=77). The average grade. of the me-- of this cluster is E-4, with F6percent holding the 5-skill. level. Members perform an average of 31 tasks, concentrating mainly on data

collection, auditing, and files maintenance. The JDI is 11.1, which indicatestheir job is below average in difficulty. ,.

There are two job groups identified within the cluster that differed inthe amount of time spent performing similar tasks.

A. Records Monitor Job Type (GP481, N-5). This small group ofE-4s is assigned mainly at the wingif el and perform an average of 36 tasks.Besides performing flight records tasks, members file or update manuals, regu-lations, and other publications; complete resource management portions of in-and out-processing checklists; and research currency flying requirements foraircrew members.

alte B. Squadron Level Records lerk Subcluster (GRP16, N=33). Nearlyall the members of tis group are assfgne to Squadron Operations. They havea limited job in that they perform an average of only 24 tasks. While most oftheir time is spent performing flight records tasks, members of this group doprepare, interpret, and update flight orders. These latter tasks separatethis group from the monitors previously described.

16

; 16I

VII. FLIGHT RESOURCE PERSONNEL CLUSTER (GRP032, N=279). This group com-prises 17 pTercentofthetotal sample7 The aerage grace s E-5, with 43 per-cent supervising. Members are assigned to nearly all MAJCOMs. Their job is Isomewhat limited in that they perform an average of 79 tasks out of the 320 inthe inventory. The JDI for this group is 17.0, indicating they have a moredifficult job than most others in the specialty. While they do some supervis-ing, they spend most of their time auditing records, handling the paperworkassociated with resource management, and entering data via AFORMS.

Four job types and one subcluster were identified within the larger groupand are described below.

A. Resource Manager Job Type (GRP520, N-90). The average paygradeof the members of this group TF- . They ave-the broadest job in the __cluster, as they perform an average of 123 tasks, including management andsupervisory tasks.

B. Flight Data Clerk Subcluster (GRP540, N=122). The averagegrade for members of t-T]sgroup is E-4 and their averagelen-gth of service is82 months. Twenty-three percent are assigned to MAC, 25 percent to SAC, and25 percent to TAC. These clerks spend 76 percent of their time involved inflight records and resource management, and are distinguished from others bythe amount of time they spend performing an average of 66 tasks.

C. Flight Management NCOIC Job Type (GRP477, N=7). These sevenNCOICs are assigne--to wing leve-posit-fons-. hey perform an average of 89tasks, but spend significantly more time maintaining custodial control of air-crew management systems, performing files maintenance, and retrieving datausing terminals than other groups in the cluster.

D. Flight Management Superintendent Job Type (GRP414, N=5). Thesesenior NCOs are assigned to wing level host opera ons resource managementpositions. They perform an average of 47 tasks consisting of supervisory andresource management activities. This is the only group in the cluster that

spends a significant amount of time auditing and correcting HORIS reports andpublishing aeronautical orders.

E. Wing Level Records Clerk Job Type (GRP503, N-). This is agroup of most ly- -sklT-'ev-e -'rsonn i'as- igned"to wing levelrecords func-tions. They perform an average of 35 tasks, most of which are common to thecluster. They are distinguished because they spend more time on these fewtasks and more use terminals to request data displays and correct historicaldata.

VIII. GROUND TRAINING PERSONNEL CLUSTER (GRP070, N-44). Thirty-nine ofthis group mosty3-skill level ersonnel are assign Wo SAC bases. Theyare responsible for developing and implementing schedules for altitude chambertraining, life support training, and instrument check rides for aircrew mem-bers, and entering results of this training into the appropriate records.Their job is very limited as they perform an average of only 15 tasks out ofthe 320 in the inventory. Also, their job is not difficult as the JDI forthis cluster is 9.5, well below the average.

17

One job type and one subcluster were identified as described below.

A. Ground Training Scheduler Job Type (GRP586, N-7). Members ofthis group have a very limited job as t-i'y perform an average of only 13tasks. They spend 11 percent of their time developing ground training sched- ,0ules and another 10 percent of their time is updating and researching flyingrecords to document training before crew members depart PCS or TDY.

B. Ground Training Administrator Subcluster (GRP457, N=24). Mem-bers of this group perform an average of 39 tasks. Tihey are distinguishedfrom the schedulers because they plan workload and priorities, schedule per-sonnel for briefings, attend training meetings, and maintain training recordson AFSC 271X2 personnel. q

IX. MISSION SCHEDULING CLUSTER (GRPOZ4, N=135). The average grade ofthe members of fths group is E-4, wit--percent--holding the 5-skill level.They perform an average of 16 tasks, most of which involve scheduling activ-ities. Members are distinguished from others by the higher percentage of timethey spend on a few tasks. The JDI is 6.1, indicating the mission schedulingjob is the easiest in the speciality.

Three subclusters were identified within the cluster. The differences ."-between the groups are mainly in the amount of time members spend performing afew common tasks and one or two tasks that members of one group perform thatothers do not perform.

A. Mission Scheduler Subcluster (GRPI17, N=38). The average

grade

of this group ITT-T. Members perform an average of'TIasks. They are dis-tinguished from the other two groups by the higher percentage of members com-piling data for use in reports and policies, establishing air operationsschedules, and developing flight schedules.

B. ATC Scheduler Subcluster (GRP089, N-55). This group has thelowest job satslaction indicators of any group in te specialty. Only 29percent feel their job is interesting. Forty-five percent feel their job usestheir talents and 40 percent feel their job uses their training. Overall,only 34 percent have a positive sense of accomplishment from their work.Their job is very limited as they perform an average of only 13 tasks. Themajority of their time is spent posting flight schedules and changes, main-taining status boards, and breaking down computer products.

C. MAC Scheduler Subcluster (GRPl24, N-12). This group of NCOs isassigned man7yto M bases, and members perform an average of 25 tasks.They were identified separately because of the percent members performing andthe amount of time these members spend on a few tasks unique to MAC opera-tions. These tasks deal with securing approval for enroute and destinationlandings, arranging for refueling and parking at destinations, and securingdiplomatic clearances.

18'K.

- - . . . . ... , . - . -.. . .. -.

X. GENERAL ADMINISTRATOR CLUSTER (GRP040, N=44). Members of this group

perform an average Of only seven tasks,re-wer ta-sk-s than any other group in '-:the entire career ladder. The JDI is 9.4, indicating they have a very easy [job. This group was identified separately from all other groups because moremembers spend a greater percentage of time participating in organizationalmeetings, developing work methods and procedures, designing status boards, and ,developing methods for disseminating information.

Three job types were identified within the cluster differing from each [ ,other mainly in the amount of time members spend performing the very few --.-common tasks."

A. Junior Suaron Administrator Job TCSe (GRP405, N-5). Membersofh gof this small goup o' aministrators p Fertm an average of onthe group inThey are distinguished from the other two groups in the cluster by the percentmembers performing tasks common to the cluster and because they establishprocedures for measuring operational readiness criteria, a task that membersof ot her two groups do not o m perform.ingthev

B. Special Activities Administrator Job Type (GRP760, N-6). Theseadthis small gro ministrators perform ana tasks. -'at stngushes-Tis groupfrom others in the cluster is that all members construct organizational orfunctional charts.ue leetm

C. Operations Administrator Job Type (GRP745, N ). Members ofthis group perf-orman average of six tass.--1y -are distinguished by therouhigh percent members compiling data for use in reports or policies, designingstatus boards, and developing work methods or procedures.,

Comparison of Speciality Jobs

Selected background information, percent time spent on duties, and jobsatisfaction data for clusters and the independent job type are presented inTables 5, 6, and 7.

Survey data revealed that the Operations Resources Management careerladder is very diverse. Personnel are assigned to many specialized jobs thatrequire the performance of very few tasks. There is, therefore, little over-lap between jobs and AFSC 271X2 personnel tend to be rather limited in experi-ence and have little knowledge of the overall career ladder.

The difficulty of the career ladder jobs was compared using the jobdifficulty index (JDI) described in the Task Factor Administration section ofthis report. This value provides a means of comparing jobs within the career

ladder and identifying jobs having increasing responsibility. Table 5 dis-plays the JDI values for the clusters, along with other background data. Themost demanding jobs are Squadron Operations Supervisors and Flight ResourcePersonnel. The easiest job is Mission Scheduler, with Ground Training andGeneral Administrator only slightly more difficult.

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Job satisfaction in the specialty generally was quite good, as indicatedby the data presented in Table 7. The majority of respondents found theirjobs interesting and felt their work used their talents and training. ATCSchedulers, however, had the lowest job satisfaction indicators of all res-pondents. This may be due to the very limited job they perform.

In summary, the career ladder is very diverse, with many distinct groupsperforming specialized jobs. This will affect decisions concerning the con-tent of the training course being developed.

ANALYSIS OF DAFSC GROUPS

Comparing DAFSC groups within the AFSC 271X2 career ladder is anotherimportant part of the occupational analysis process. Such a comparisonreveals similarities and differences between the skill levels with respect totasks performed and relative percentage of time spent on particular duties.

This information is used to evaluate the accuracy and completeness of theAFR 39-1 Specialty Descriptions and the Specialty Training Standard (STS), andto determine potential training needs.

The distribution of skill level groups across the career ladder jobs isshown in Table 8. The largest proportion of 3- and 5-skill level personnel isOound in the Operations cluster, with the next largest proportion found in thenIight Records cluster. These members are assigned at wing, squadron, and

{ flight levels and perform scheduling, flight records, and dispatching tasks.Members holding 7- and 9-skill levels are found in clusters having more super-visory and administrative responsibilities.

Table 9 shows as skill level increases, the breadth of the job increases* (as indicated by average number of tasks performed and JDI) and the percentage

of members who supervise increases. Table 10 shows the relative percent timespent on each duty across skill levels. These data illustrate the pattern ofcareer ladder progression in the 271X2 career ladder. There is a gradualshift from performing technical tasks to supervisory responsibilities acrossskill levels. Three- and 5-skill level personnel perform the technical squad-ron operations and flight records functions. Seven-skill level personnel alsospend a large amount of time performing technical tasks as only about half

* their time is devoted to the administrative duties. Nine-skill level person-nel, however, spend almost 75 percent of their time in the administrativeduties. This gradual shift Is further evidence of the specialization of jobsand diversity of the career ladder.

Skill Level Description

DAFSC 27132. Three-skill level personnel comprise 10 percent of the totalsample an average 35 months in the military service. Typically, first-termairmen are assigned to either squadron operations or flight records functions.

23

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TABLE 8

DISTRIBUTION OF DAFSC GROUP MEMBERS ACROSS CAREER LADDER GROUPS(PERCENT MEMBERS)

DAFSC DAFSC DAFSC DAFSC27132 27152 27172 27192

JOB GROUPS (N=171) (N-779) (N=612) (N=65)

I. WING LEVEL ADMINISTRATORS 7 9 13 20

II. WING LEVEL SCHEDULERS 2 5 3 -

Ill. OPERATIONS PERSONNEL 32 26 8 -

IV. SQUADRON OPERATIONS SUPERVISORS 7 13 42 54

V. SQUADRON FLIGHT MANAGEMENT CLERKS - - - -

VI. FLIGHT RECORDS PERSONNEL 8 6 2 -

VII. FLIGHT RESOURCE PERSONNEL 20 15 18 20

VIII. GROUND TRAINING PERSONNEL 3 4 2 -

IX. MISSION SCHEDULERS 12 11 4 3

X. GENERAL ADMINISTRATORS 2 3 2 3

OTHER 7 8 6 -

- Indicates less than 1 percent

TABLE 9

PERCENT AVERAGE NUMBERSKILL OF TOTAL OF TASKS PERCENTLEVEL SAMPLE PERFORMED JOI SUPERVISING

27132 10% 43 10.2 5%

27152 48% 45 11.4 19%

27172 38% 66 15.2 64%

27192 4% 74 17.2 72%

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The data in Table 10 show that time of the 3-skill level respondents is con-centrated in these two duties. Table 11 lists representative tasks performedby AFSC 27132 personnel. Only 23 tasks are performed by more than 30 percentof this DAFSC group. They have a more restrictive job as apprentices.

DAFSC 27152. Nearly half the sample (48 percent) hold DAFSC 27152. As seen

by the data in Table 10, 23 percent of their time is spent performing squadronoperations functions, 19 percent is spent performing flight records andresource management functions, and 17 percent is spent organizing and plan-ning. Table 12 lists representative tasks performed by 5-skill level person-nel. Tasks which best differentiate between 3- and 5-skill level personnelare administrative or supervisory in nature and are performed by more 5-skilllevel personnel as seen in Table 13. The differences in percent members per-forming are small, which indicate the jobs of the 3- and 5-skill levels arequite similar. Twenty-five tasks are performed by more than 30 percent of5-skill level personnel.

DAFSC 27172. The 612 7-skill level personnel comprise 38 percent of the sam-ple. Typfcally, 7-skill level personnel hold administrative and supervisorypositions at squadron and wing levels. Forty-two percent are supervisors atthe squadron level and 13 percent are supervisors at the wing level. Repre-sentative tasks performed by AFSC 27172 personnel are listed in Table 14.Twenty-eight tasks are performed by more than 30 percent of this DAFSC group.As seen by the data in Table 15, a higher percentage of 7-skill level person-nel write APRs, supervise lower skill level airmen, counsel, and performadministrative tasks when compared with 5-skill level personnel. Again, thetasks listed are those that best differentiate between the skill levels andare performed by more 7-skill levels.

DAFSC 27192. There were 65 DAFSC 27192 respondents, accounting for 4 percentof the sample. They have the broadest job in the career ladder and usuallyare assigned as managers at the highest levels. Seventy-nine tasks are per-formed by more than 30 percent of 9-skill level members. Representative tasksperformed by 27192 personnel are listed in Table 16. They spend approximately75 percent of their time in administrative, supervisory, and training duties(see Table 10). Tasks which differentiate between 27172 and 27192 personnelare listed in Table 17. Seven-skill level personnel perform more technicaltasks than the 9-skill level members. More 27192 managers develop policiesand procedures, prepare job descriptions, establish manning requirements, andinitiate personnel action requests.

Progression through the skill levels is a gradual process. Three- and5-skill jevel personnel perform scheduling and fligbt records tasks. Seven-skill level personnel are working supervisors, performing a combination oftechnical, supervisory, training, and administrative tasks. Nine-skill levelmembers spend their time managing personnel, training, supervising, and per-forming administrative duties.

27

d. %

TABLE 1

REPRESENTATIVE TASKS PERFORMED BY DAFSC 27132 PERSONNEL

PERCENTMEMBERSPERFORMING

TASKS (N171)

F136 BREAK DOWN COMPUTER PRODUCTS 64A2 COMPILE DATA FOR USE IN REPORTS OR POLICIES 56H185 AUDIT COMPUTATIONS SHOWN ON AF FORMS 369 (AFORMS AIRCREW/"

MISSION FLIGHT DATA DOCUMENT) 51...F154 POST FLIGHT SCHEDULES 50B39 COLLECT DATA FOR ROUTINE OR SPECIAL REPORTS 50o AF153 POST CHANGES TO DAILY FLIGHT SCHEDULES 49F159 REQUEST DATA DISPLAYS UTILIZING CRT TERMINALS/PRINTERS 49A23 MAINTAIN STATUS BOARDS 46F143 DELIVER FLYING SCHEDULES 40H206 FILE AF FORMS 369 (AFORMS AIRCREW/MISSION FLIGHT DATA

DOCUMENT) 40H233 PERFORM CALCULATIONS ON FLYING-HOUR DATA AS REQUESTED 40F139 CONFIRM DAILY SCHEDULED FLIGHT DEVIATIONS 39A3 CONDUCT OR PARTICIPATE IN ORGANIZATIONAL MEETINGS 39F156 PREPARE AND MAINTAIN F..IGHT AUTHORIZATIONS 38 y.'F144 DRIVE GOVERNMENT MOTOR VEHICLES 38F165 UPDATE FLIGHT ORDERS 37 LH208 IDENTIFY PHYSICAL QUALIFICATIONS STATUS FOR DUTY NOT TO

INCLUDE FLYING (DNIF) 37F158 RECEIVE OR CORRECT HISTORICAL DATA UTILIZING CATHODE RAY

TUBE (CRT) TERMINALS/PRINTERS 35G169 PREPARE UNIT STATUS AND IDENTITY REPORTS (UNITREP) 35F140 CONTROL SIGN-IN AND SIGN-OUT SHEETS 34L318 UPDATE FILES BY ONLINE PROCEDURES 33H232 OPERATE KEYPUNCH EQUIPMENT 31All DEVELOP WORK METHODS OR PROCEDURES 31J279 PREPARE OR INTERPRET FLIGHT ORDERS 29F155 POST WEATHER INFORMATION 28G170 PREPARE VISUAL AIDS FOR BRIEFINGS 27A5 COORDINATE MISSION ACTIVITIES WITH OTHER MILITARY

SERVICES OR CIVILIAN AGENCIES 25H207 FILE ANNUAL IFRs 26A22 JUSTIFY FLYING HOUR ALLOCATIONS 23A13 ESTABLISH AIR OPERATIONS SCHEDULES 18

28

TABLE 12

REPRESENTATIVE TASKS PERFORMED BY DAFSC 27152 PERSONNEL

PERCENTMEMBERSPERFORMING

TASKS (N=779)K.A2 COMPILE DATA FOR USE IN REPORTS OR POLICIES 64

F136 BREAK DOWN COMPUTER PRODUCTS 58B39 COLLECT DATA FOR ROUTINE OR SPECIAL REPORTS 54 ,F153 POST CHANGES TO DAILY FLIGHT SCHEDULES 51H185 AUDIT COMPUTATIONS SHOWN ON AF FORMS 369 WAORMS AIRCREW/

MISSION FLIGHT DATA DOCUMENT) 49A23 MAINTAIN STATUS BOARDS 48F154 POST FLIGHT SCHEDULES 47F159 REQUEST DATA DISPLAYS UTILIZING CRT TERMINALS/PRINTERS 44F156 PREPARE AND MAINTAIN FLIGHT AUTHORIZATIONS 43

*F139 CONFIRM DAILY SCHEDULED FLIGHT DEVIATIONS 42A3 CONDUCT OR PARTICIPATE IN ORGANIZATIONAL MEETINGS 42All DEVELOP WORK METHODS OR PROCEDURES 41L318 UPDATE FILES BY ONLINE PROCEDURES 38 1F143 DELIVER FLYING SCHEDULES 38E122 FILE OR UPDATE MANUALS, REGULATIONS, OR OTHER PUBLICA-

TIONS 37F144 DRIVE GOVERNMENT MOTOR VEHICLES 37F165 UPDATE FLIGHT ORDERS 36

*A5 COORDINATE MISSION ACTIVITIES WITH OTHER MILITARYSERVICES OR CIVILIAN AGENCIES 34

F158 RECEIVE OR CORRECT HISTORICAL DATA UTILIZING CATHODE RAYTUBE (CRT) TERMINAL/PRINTERS 34

H233 PERFORM CALCULATIONS ON FLYING-HOUR DATA AS REQUESTED 34L304 PERFORM FILES MAINTAIN USING A VIDEO DISPLAY TERMINAL

(VDT) OR CATHODE RAY TUBE (CRT) FOR AIRCREW TRAINING 32F140 CONTROL SIGN-IN AND SIGN-OUT SHEETS 32J279 PREPARE OR INTERPRET FLIGHT ORDERS 32F157 RECEIVE INFORMATION OR NOTIFY INTERESTED AGENCIES OF AIR-

CRAFT MAINTENANCE STATUS 30G169 PREPARE UNIT STATUS AND IDENTITY REPORTS (UNITREP) 30A13 ESTABLISH AIR OPERATIONS SCHEDULES 23J269 DEVELOP FLIGHT SCHEDULES 15

-I

TABLE 13 *8

EXAMPLES OF TASKS WHICH DIFFERENTIATE BETWEEN DAFSC 27132 AND 27152PERSONNEL

(PERCENT MEMBERS PERFORMING)

DAFSC DAFSC "27132 27152

TASKS (NlYl) (N=779) DIFFERENCE

B37 ASSIGN WORK TO PERSONNEL 13 28 -15

B42 COUNSEL SUBORDINATES ON PERSONAL OR MILITARY-RELATEDPROBLEMS 8 21 -13

B41 COUNSEL SUBORDINATES ON JOB PROGRESSION OR CAREERDEVELOPMENT 6 19 -13

C91 WRITE APRs 5 18 -13

D96 BRIEF PERSONNEL ON CHANGES IN METHODS OR 3-PROCEDURES 20 32 -12 IK

B68 SUPERVISE OPERATIONS RESOURCES MANAGEMENTSPECIALISTS (AFSC 27152) 3 15 -12

A27 PLAN AND MONITOR SELF-INSPECTION PROCEDURES 15 25 -10

A16 ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINATES 8 18 -10

A20 ESTABLISH WORK PRIORITIES 24 34 -10

All DEVELOP WORK METHODS OR PROCEDURES 32 41 -9

B47 DRAFT OR TYPE CORRESPONDENCE OR REPORTS 22 31 -9

30

30

TABLE 14 ~.~

REPRESENTATIVE TASKS PERFORMED BY DAFSC 27172 PERSONNEL

PER CE NTMEMBERSPERFORMING

A2 COMPILE DATA FOR USE IN REPORTS OR POLICIES 80

A3 CONDUCT OR PARTICIPATE IN ORGANIZATIONAL MEETINGS 68All DEVELOP WORK METHODS OR PROCEDURES 68B39 COLLECT DATA FOR ROUTINE OR SPECIAL REPORTS 67B37 ASSIGN WORK TO PERSONNEL 65A40 ESTABLISH WORK PRIORITIES 63 "

C1 WRITE APRs 6D6 BRIEF PERSONNEL ON CHANGES IN METHODS OR PROCEDURES 60

B42 COUNSEL SUBORDINATES ON PERSONAL OR MILITARY-RELATEDPROBLEMS 60

B71 WRITE CORRESPONDENCE 59B41 COUNSEL SUBORDINATES ON JOB PROGRESSION OR CAREER

DEVELOPMENT 58B68 SUPERVISE OPERATIONS RESOURCES MANAGEMENT SPECIALISTS

(AFSC 27152) 57A16 ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINATES 55IB63 REVIEW CORRESPONDENCE OR REPORTS 55D106 MAINTAIN TRAINING RECORDS 55B38 ATTEND CONFERENCES OR POLICY MEETINGS 55B47 DRAFT OR TYPE CORRESPONDENCE OR REPORTS 53A27 PLAN AND MONITOR SELF-INSPECTION PROCEDURES 52F136 BREAK DOWN COMPUTER PRODUCTS 50A30 PLAN OR SCHEDULE WORKLOAD 49

H15AUDIT COMPUTATIONS SHOWN ON AF FORMS 369 WAORMS AIRCREW/MISSION FLIGHT DATA DOCUMENT) 46

A5 COORDINATE MISSION ACTIVITIES WITH OTHER MILITARYSERVICES OR CIVILIAN AGENCIES 43

F159 REQUEST DATA DISPLAYS UTILIZING CRT TERMINALS/PRINTERS 42A23 MAINTAIN STATUS BOARDS 42L318 UPDATE FILES BY ONLINE PROCEDURES 40L304 PERFORM FILES MAINTENANCE USING A VIDEO DISPLAY TERMINAL 40F153 POST CHANGES TO DAILY FLIGHT SCHEDULES 39F154 POST FLIGHT SCHEDULES 38J269 DEVELOP FLIGHT SCHEDULES 19

31

TABLE 15

EXAMPLES OF TASKS WHICH DIFFERENTIATE BETWEEN DAFSC 27152 AND 27172PERSONNEL

(PERCENT MEMBERS PERFORMING)

DAFSC DAFSC27152 27172

TASKS (N=779) (N-612) DIFFERENCE

C91 WRITE APRs 18 63 -45B68 SUPERVISE OPERATIONS RESOURCES MANAGEMENT SPECIALISTS

(AFSC 27152) 15 57 -42B41 COUNSEL SUBORDINATES ON JOB PROGRESSION OR CAREER

DEVELOPMENT 19 59 -40B42 COUNSEL SUBORDINATES ON PERSONAL OR MILITARY-RELATED

PROBLEMS 21 60 -39B71 WRITE CORRESPONDENCE 21 59 -38B37 ASSIGN WORK TO PERSONNEL 27 65 -38A16 ESTABLISH PERFORMANCE STANDARDS FOR SUBORDINATES 18 55 -37A40 CONDUCT SUPERVISORY ORIENTATION OF NEWLY ASSIGNED 'p-

PERSONNEL 14 51 -37B63 REVIEW CORRESPONPENCE OR REPORTS 23 55 -32B38 ATTEND CONFERENCL OR POLICY MEETINGS 24 55 -31A34 SCHEDULE LEAVES, PASSES, OR TDY 15 46 -29D106 MAINTAIN TRAINING RECORDS 25 55 -30D100 COUNSEL INDIVIDUALS ON TRAINING PROBLEMS OR PROGRESS 18 47 -29A20 ESTABLISH WORK PRIORITIES 34 64 -30B61 PREPARE RESPONSES TO INSPECTION REPORTS 11 41 -30B60 PREPARE PERSONNEL RATING FORMS 9 37 -28D96 BRIEF PERSONNEL ON CHANGES IN METHODS OR PROCEDURES 32 60 -28B58 PREPARE JOB DESCRIPTION 9 37 -28A27 PLAN AND MONITOR SELF-INSPECTION PROCEDURES 25 52 -27D94 ASSIGN ON-THE-JOB TRAINING (OJT) TRAINERS OR

INSTRUCTORS 7 34 -27 'D98 CONDUCT OJT PROGRAMS 12 39 -27

32

TABLE 16

REPRESENTATIVE TASKS PERFORMED BY DAFSC 27192 PERSONNEL

PERCENTMEMBERSPERFORMING___

TASKS (N-65) 4

A2 COMPILE DATA FOR USE IN REPORTS OR POLICIES 95871 WRITE CORRESPONDENCE 94*-.

*A3 CONDUCT OR PARTICIPATE IN ORGANIZATIONAL MEETINGS 81B38 ATTEND CONFERENCES OR POLICY MEETINGS 81B63 REVIEW CORRESPONDENCE OR REPORTS 80B47 DRAFT OR TYPE CORRESPONDENCE OR REPORTS 80oA9 DEVELOP OR UPDATE ORGANIZATIONAL POLICIE.S OR PROCEDURES 77A16 ESTABLISH PERFORMANCE STANDARDS FOR SUFORDINATES 75B39 COLLECT DATA FOR ROUTINE OR SPECIAL REPORTS 75

*A20 ESTABLISH WORK PPIORITIES 75B42 COUNSEL SUBORDINATES ON PERSONAL OR MILITARY-RELATED

PROBLEMS 75All DEVELOP WORK METHODS OR PROCEDURES 74C91 WRITE APRs 74B41 COUNSEL SUBORDINATES ON JOB PROGRESSION OR CAREER

DEVELOPMENT 74IB37 ASSIGN WORK TO PERSONNEL 71

A27 PLAN AND MONITOR SELF-INSPECTION PROCEDURES 68848 EDIT OR DIRECT EDITING OF REPORTS 66B69 SUPERVISE OPERATIONS RESOURCES MANAGEMENT SUPERVISORS

(AFSC 27172) 66V872 ANALYZE INSPECTION OR OPERATING REPORTS 65AID DEVELOP PROCEDURES FOR DISSEMINATING OPERATIONS INFORMA-

TI ON 58A5 COORDINATE MISSION ACTIVITIES WITH OTHER MILITARY

SERVICES OR CIVILIAN AGENCIES 51

33

-. v---,.- ~- -- - . . . . . - -

TABLE 17

EXAMPLES OF TASKS WHICH DIFFERENTIATE BETWEEN DAFSC 27172 AND 27192AP PER SON NE L(PERCENT MEMBERS PERFORMING)

DAFSC DAFSC27152 27172

TASKS (N=b12) (N=65) DIFFERENCE

K F156 PREPARE AND MAINTAIN FLIGHT AUTHORIZATIONS 37 6 +31F153 POST CHANGES TO DAILY FLIGHT SCHEDULES 39 11 +28F136 BREAK DOWN COMPUTER PRODUCTS 50 23 +27H185 AUDIT COMPUTATIONS ON AF FORMS 369 (AORMS AIRCREW/IMISSION FLIGHT DATA DOCUMENT) 46 20 +26AF165 UPDATE FLIGHT ORDERS 31 9 +26

K- F139 CONFIRM DAILY SCHEDULED FLIGHT DEVIATIONS 35 12 +26F154 POST FLIGHT SCHEDULES 38 6 +24

B69 SUPERVISE OPERATIONS RESOURCES MANAGEMENT SUPERVISORS- 81 (AFSC 27172) 20 66 -46

B1 WRITE CORRESPONDENCE 59 94 -35'- B54 INITIATE PERSONNEL ACTION REQUESTS 21 55 -34

C72 ANALYZE INSPECTION OR OPERATING REPORTS 31 65 -34857 PREPARE AWARDS AND DECORATION LETTERS 24 58 -34A15 ESTABLISH MANNING OR PERSONNEL REQUIREMENTS 20 54 -34B36 ASSIGN PERSONNEL TO DUTY POSITIONS 35 68 -33C76 EVALUATE INDIVIDUALS OR RECOMMEND PROMOTION,

DEMOTION, OR RECLASSIFICATIONS 35 68 -33B 58 PREPARE JOB DESCRIPTIONS 37 65 -32A9 DEVELOP OR UPDATE ORGANIZATIONAL POLICIES OR

PROCEDURES 48 77 -31C86 INDORSE APRs 30 60 -30A35 WRITE STAFF STUDIES, SURVEYS, OR SPECIAL REPORTS 24 54 -30 <Al ASSIGN SPONSORS FOR NEWLY ASSIGNED PERSONNEL 35 66 -29

344

P7

ANALYSIS OF AFR 39-1 SPECIALITY DESCRIPTIONS

Survey data were compared to the Operations Resources Management careerladder AFR 39-1 Specialty Descriptions, dated 30 April 1984. These descrip-tions are intended to provide a general overview of the duties and tasksperformed by each skill level of the specialty.

The specialty descriptions appear to adequately reflect the responsibilitiesof all skill levels within the 271X2 career field. Three- arnd 5-skill levelcal and supervisory, and the 9-skill jobs are managerial. The specialitydescriptions describe all jobs identified in the analysis. Data collection isa part of nearly every job identified. All other tasks listed in the AFR 39-1descriptions are performed by members of the appropriate job groups.

ANALYSIS OF EXPERIENCE (TAFMS) GROUPS

Analysis revealed that the amount of time members spend in particularduties is directly related to length of time in service, experience, and rank.Senior members spend more time in the administrative, supervisory, and manage-rial duties, with less time involved in technical tasks. This relationship isclearly shown by the data in Table 18. First- and second-enlistment personnelperform tasks associated with technical duties, while members with 145-192months TAFMS spend more time performing management duties. This trend con-tinues until those with 20 years or more in the service spend only about

one-third of their time performing technical tasks.

First-Enlistment Personnel

career ladder jobs. The largest proportion of these airmen are found in thoseclusters involving the technical Jobs in the career field: squadron opera-tions personnel, flight management clerks, and mission schedulers. First-termAFSC 271X2 personnel have very diverse Jobs. Only 26 of the 320 tasks in theinventory are performed by more than 30 percent of the members. Representa-tive tasks performed are listed in Table 19g.

Analyses Performed and Mathematics Used

Two other areas of use to career ladder managers are the types of statis-tical analyses performed and the mathematics used to perform these analyses.There has been some question concerning the level of education and the math-ematical background needed for the career ladder. The data in Table 20 showthat averages and percentages are the most common analyses performed, regard-Iless of experience. Table 21 shows that all 271X2 personnel use primarilyarithmetic to perform the analyses. These data will assist the training inmanagers determining what is to be taught in an entry-level course.

35 q

Z:

FIGURE 2

PERCENT OF FIRST-TERM AFSC 271X2 IN SPECIALTY JOBS

y4'.,

WING LEVEL ADMINISTRATORS

GENERAL ADMINISTRATORS

ING LEVEL SCHEDULERS

MISSION SCHEDULERS 11%

SPERATIONS PERSONNEL

GROUND TRAINING 7PERSONNEL

8% QUADRON OPERATIONSSUPERVISORS

FLIGHT RESOURCEPERSONNEL

SQUADRON FLIGHT MANAGEMENTCLERKS

FLIGHT RECORDS PERSONNEL

J

36

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37

,%, TABLE 19 ,€°

w REPRESENTATIVE TASKS PERFORMED BY 271X2 FIRST-TERM PERSONNEL(1-48 MONTHS TAFMS) "

PERCENT.:.MEMBERSPERFORMING '

TASKS (N=427)

F136 BREAK DOWN COMPUTER PRODUCTS 60 "

'.%

A2 COMPILE DATA FOR USE IN REPORTS OR POLICIES 59 -F153 POST CHANGES TO DAILY FLIGHT SCHEDULES 55 "-,

..,H185 AUDIT COMPUTATIONS SHOWN ON AF FORMS 369 WAORMS AIRCREW/MISSION FLIGHT DATA DOCUMENT 53

F154 POST FLIGHT SCHEDULES 52"B39 COLLECT DATA FOR ROUTINE OR SPECIAL REPORTS 49AT3 MAINTAIN STATUS BOARDS 48

F159 REQUEST DATA DISPLAYS UTILIZING CRT TERMINALS/PRINTERS 47 .,F139 CONFIRM DAILY SCHEDULED FLIGHT DEVIATIONS 46F156 PREPARE AND MAINTAIN FLIGHT AUTHORIZATIONS 45F143 DELIVER FLYING SCHEDULES 41

F144 DRIVE GOVERNMENT VEHICLES 41

F140 CONTROL SIGN-IN AND SIGN-OUT SHEETS 39F158 RECEIVE OR CORRECT HISTORICAL DATA UTILIZING CATHODE RAY

TUBE (CRT) TERMINALS/PRINTERS 39L318 UPDATE FILES BY ONLINE PROCEDURES 36 kH206 FILE AF FORMS 369 WAORMS AIRCREW/MISSION FLIGHT DATA

..

DOCUMMEMBERSJ279 REPAR OR ITERPRT FPERFORMERSNG

F165 BRDE DOWNH COPUERS PRDCS30'

OR CIVILIAN AGENCIES 28L304 PERFORM FILES MAINTENANCE USING A VIDEO DISPLAY TERMINAL

(VDT) OR CATHODE RAY TUBE (CRT) FOR AIRCREW TRAINING 28

38

%'r."

TABLE 20

ANALYSES PERFORMED BY TAFHS GROUPS

1-48 MONTHS 49-96 MONTHS 97+ MONTHSPERCENT PERCENT PERCENT

ANALYSIS PERFORMING PERFORMING PERFORMING

AVERAGE 42 39 51

PERCENTAGES 37 40 49

RATES 14 12 19

TRENDS 14 10 11

RATIOS 12 15 24

OTHER 6 5 6

TABLE 21

MATHEMATICS USED BY TAFMS GROUPS

1-48 MONTHS 49-96 MONTHS 97+ MONTHSPERCENT PERCENT PERCENT

MATHEMATICS PERFORING PERFORMING PERFORMING

ARITHMETIC 94 94 92

ALGEBRA 9 7 10

TRIGONOMETRY -

CALCULUS 1

- Indicates less than 1 percent

39

% %,

Job Satisfaction

Table 22 presents data reflecting job interest, perceived use of talentsand training, reenlistment intentions, and sense of accomplishment of selected LTAFMS groups. They are compared to data from all career ladders surveyed in1984. Overall, satisfaction indicators across all AFSC 271X2 TAFMS groups areonly fair. The relatively low interest, perceived use of training and tal-ents, and reenlistment intentions may be due to the limited jobs performed bypersonnel in the career ladder. Satisfaction indicators are somewhat higherfor the career group and perhaps reflect the broader range of duties seniormembers have.

TRAINING ANALYSIS

Occupational survey data are a source of information which may be used todevelop training programs relevant to the need of first-term personnel. Themost important factors used to evaluate training are percent of first-job(1-24 months TAFMS) and percent of first-enlistment (1-48 months TAFMS) per-sonnel performing tasks. Other factors which may be used to make decisionsconcerning training are training emphasis (TE) and task difficulty (TD)ratings, previously discussed. All these factors were used to evaluate theAFSC 271X2 Specialty Training Standard (STS) and the 27132 Career DevelopmentCourse (CDC).

Several members of the 271X2 career ladder assigned to Randolph AFB andthe CDC writer stationed at Keesler AFB matched inventory tasks to appropriatesections of the STS and 3-level CDC. A computer listing displaying the per-cent members performing, training emphasis rating, and task difficulty ratingfor each task statement, along with the STS and CDC match, was sent to train-ing personnel at Keesler AFB for their use in reviewing these training docu-ments. These materials were also used by the MAJCOM functional managers atthe Utilization and Training Workshop held 22-24 November 1985 at Gunter AFS,to discuss the content of the HQ USAF/DPTT mandated Category B training pro-gram desired to come on line about the 1st quarter FY87.

Training Emphasis and Task Difficulty Data

TE and TD ratings can be used to assist training developers to decidewhat tasks should be emphasized in entry-level training. Tasks with high TEand TD ratings and moderate to high percent members performing may requireinclusion in a resident course. Tasks with high TE and TD ratings, but withlow percent members performing, often are more appropriately taught by OJT.Tasks with low TE or TD ratings may be omitted from formal first-term train-ing, but this decision must be weighed against percent members performing fig-ures, command concerns, and impact of the task ,n readiness, contingencyplanning, or safety.

40

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41

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The method used to collect TE and TD data is outlined in the Task FactorAdministration section of this report. Fifty-seven supervisors rated the

deviation of 1.72. Fifty supervisors rated tasks with respect to learningdifficulty. Average task difficulty is 5.00, with a standard deviation of1.00.

Table 23 lists the 25 tasks with the highest TE ratings. Percent membersperforming in first job (1-24 months TAFMS), in first enlistment (1-48 months

a.TAFMS), TE, and TD ratings are included. Six tasks had both high TE ratings* and are performed by more than 30 percent of the members. The high TE ratings

Because these tasks have only average TD ratings, they might be more appropri-ately included in the CDC, instead of being taught in a resident training

* Speciality TrainingStandard (STS)

Performance elements of the Specialty Training Standard (STS) are fairlywell supported by tasks performed by more than 20 percent of the respondents.Four performance elements, listed in Table 24, are not supported. They dealwith aircrew evaluations, maintaining parachutist data, interfaces, and sched-uling. The tasks matched to these elements have less than 10 percent membersperforming. The low -ercent members performing, low TE and TD, suggest theseelements should be removed from the STS. Other considerations, however, suchas criticality or safety, may justify their remaining in the STS.

The six STS elements listed in Table 25 have no inventory tasks matchedto them for any one of several reasons. Training managers should review themto determine if they should remain in the STS. The tasks listed in Table 26were unreferenced to the STS and have more than 20 percent of the respondentsperforming them. These appear to be general knowledge tasks and are notappropriate for the STS.

Career Development Course (CDC)

One further step in the analysis process is to match the tasks in theinventory with teaching objectives of resident course Plans of Instruction(POI). This is done to help training managers determine if the courses teach xwhat is being used in the field. The 271X2 career field has no entry-levelresident training course at the present time. The inventory, therefore, was

* matched to the 27132 CDC to determine if the CDC content is supported by OSRdata.

Most performance learning objectives of the 27132 CDC are fairly well*supported by inventory tasks. There were, however, a number of learning

objectives that have no task statements matched to them. These objectives areconcerned with AFORMS, AFOLDS, and aeronautical orders, and appear to be moreknowledge than performance oriented. Knowledge objectives most often will be

42

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TABLE 25 3.UNMATCHED STS ELEMENTS

3a LOCATE DESIRED PUBLICATIONS USING APPLICABLE INDEX

lOg(1)(b) PUBLISH AOs USING AF FORM 1887 OR AFORMS USERDEFINED FUNCTIONS (UDF) TO CHANGE AVIATION SERVICECODES (ASC)

13g(4) MONITOR UPGRADE TRAINING PROGRAMS TO INCLUDE MISSION

14a(4) OPERATE OPTICAL MARK READER (OMR)16a(2) PERFORM ANALYSIS USING PERCENTAGES

16a(3) PERFORM ANALYSIS USING RATES

..% "°

TABLE 26

UNREFERENCED TASKS WITH MORE THAN 20 PERCENT RESPONDENTS PERFORMING

A3 CONDUCT OR PARTICIPATE IN ORGANIZATIONAL MEETINGS

F136 BREAK DOWN COMPUTER PRODUCTS

F143 DELIVER FLYING SCHEDULES

F144 DRIVE GOVERNMENT MOTOR VEHICLES

F151 LOCATE PERSONNEL DURING EMERGENCIES

F155 POST WEATHER INFORMATION

46I' -~-.

unmatched because tasks in the job inventory are written as performancestatements. 4

Table 27 lists several tasks performed by 20 percent or more of thefirst-job and first-enlistment personnel that were not matched to CDC learningobjectives. A number are AFORMS and squadron operations tasks. These tasksshould be reviewed to determine if they are appropriate for the CDC. Overall,the content of the 3-level CDC contains sufficient knowledge material, but canbe expanded somewhat in the area denoted by unmatched tasks.

COMPARISON OF MAJCOMs ..-: :

Jobs performed by AFSC 271X2 personnel were compared to determine ifcontent varied as a function of MAJCOM assignment. Any differences notedbetween MAJCOM groups could have implications on how the specialty is orga-nized or how new personnel should be trained. Overall, MAJCOM groups aresimilar with respect to average time spent performing duties, as shown in ._..Table 28. The most time-consuming duties are squadron operations, flightrecords, organizing and planning, and directing and implementing. These fourduties represent the major technical, supervisory and administrative functionsof AFSC 271X2 personnel. There are some variations in specific tasks per-formed not indicated by the accumulated time spent on duties. One importantvariation is the average number of tasks performed (see Table 29). Therespondents assigned to AFLC have the highest average number of tasks per-formed (78), while those assigned to ATC perform substantially fewer (31).Also, respondents assigned to AFLC have the fewest members supervising.

MAJCOMs were also compared to determine if there is a difference in theway personnel are assigned to duty positions. Table 30 shows the distributionof MAJCOM personnel in the career ladder areas of assignment. AFLC appears tohave a higher concentration of members assigned to Host Operations ResourcesManagement (HORM). The percentages, however, must be contrasted with thetotal size of the group. AFLC has only 12 members in the sample and the 42percent in HOSM is only 5 members. ATC has a larger percentage assigned todispatching, SAC has a large number of personnel assigned to HOSM, and bothgroups appear to have fewer members assigned to squadron operations. Allother MAJCOMs appear quite similar with respect to areas of assignment.

Job satisfaction indicators for the MAJCOM groups are presented in Table31. Generally, there is positive satisfaction for all MAJCOMs. ATC respond-ents, however, indicate their jobs are less interesting and feel their talentsand training are not being used as well as other MAJCOM groups. This is prob-ably due to the rather limited jobs that ATC members perform compared to otherMAJCOM groups. Table 30 shows that 39 percent are assigned to dispatching, aJob entailing very few tasks. In addition, AFORMS is only used at wing levelin ATC. Squadron level personnel, therefore, do not have the opportunity touse a computer system and are more limited than their counterparts in otherMAJCOMs. Functional managers need to consider the way AFSC 271X2 personnel

47

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* are being used in ATC and determine if the jobs can be expanded somewhat. Itis conceivable that entry-level training ATC personnel may receive would notbe used, and be a waste of training resources. L

ANALYSIS OF CONUS VERSUS OVERSEAS GROUPS

A comparison was made between tasks performed and background data of 571CONUS and 184 overseas AFSC 27152 personnel. Overall, the two groups arequite similar. Table 32 shows average time spent performing duties is nearlythe same for both groups. The overseas personnel, however, have a broader jobas they perform more tasks (an average of 55 compared to an average of 42 bythe CONUS group). Table 33 lists the specific tasks that best differentiatebetween the groups. Most of the tasks listed are squadron operations func-tions performed by a higher percentage of the overseas members. There areseveral other tasks performed by more CONUS personnel, but the differences inpercent members performing between groups is less than 10 percent.

Background data and job satisfaction indicators are quite similar for thetwo groups. Overseas members have a few more months average TAFMS, doslightly less supervising, and perceive their talents being used less. Anyentry-level training would be appropriate for personnel assigned either CONUSor overseas.

WRITE-IN COMMENTS

Respondents are invited to write comments related to their jobs in theback of the inventory booklets. Often this information is used to developfuture inventories or document problems in the career field. In this survey,680 respondents had additional comments.

Two hundred and six respondents wrote in the name of the computer systemthey use in their job. Twenty-five systems were listed, in addition to thefour included in the inventory. Another 94 respondents sent in job titles orduty areas that were not on the inventory. Fifteen respondents expressed theneed for a resident training school.

The next largest group was 54 respondents (3 percent of the sample) whoexpressed Job dissatisf