h -A"a 157 AMERICAN INST FOR RESEARCH WASHINGTON DC F4.'5/9

AAOI DUTY MODULE METHODOLOGY FOR OFFICER CAREER MANAGEMENT SYSTEMi DE-TC(U) JAN 76 A L KOROTKXN, H I HADLEY. W P DAVIS OAHCIQ-750k-C 26 UNCLASSIFIFO AIR-51200 ART.IN7O

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Research Note 79-39 LEVE

DUTY MODULE METHODOLOGY FOR OFFICER CAREER

MANAGEMENT SYSTEM DEVELOPMENT

A.L. Korotkin, H.I. Hadley, 

OTIOECTE

W.P. Davis, and C.N. Marsh

American Institutes for Research - (8'

C

C-) LEADERSHIP AND MANAGEMENT TECHNICAL AREA

L-h.

U. S. Army

Research Institute for the Behavioral and Social Sciences ~*

Jan~~ary 1976

Approved for public release; distribution unlimited.

(reprinted Deceber.a9l' 4; 7
U. S. ARMY RESEARCH INSTITUTE

FOR THE BEHAVIORAL AND SOCIAL SCIENCES

A Field Operating Agency under the Jurisdiction of the

Deputy Chief of Staff for Personnel

FRANKLIN A. HART

JOSEPH ZEIDNER Colonel, US Army

Technical Director Commander

Research accomplished

for the Department of the Army

American Institutes for Research

NOTICES

DISTRIBUTION! Primary distribution of this report has been m ade by ARI. Plasef address correspondence

concerning distribution of reports to: U. S. Armny Research Institute for the Behavioral and Social Sciences,

ATTN: PERI-TP, 5001 Elsenhosser Avenue, Alexandria, Virginia 22333.

FINiAL DISPOSITION: This report May be destroyed wlen it is no longer needed. Please do not return it to

the U. S, Army Resarch I nstitutes for the Behavioral and Social sciences,

PdaaL The findings in this report ore not to be construed as on official Depatowsnt of the Army position,.

unless so designated by other authorized documeetts.
Unclassified

SECURITY CLASSIFICATION OF THIS PAGE (none. Date Entoed)

Research Note 79-39

4. TITLE (and Subtitle) ' z~a4*PI%

v UMY fDJLE OTHODOLOGY FOR UFFICER &AREER in

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20. Abstract-

#This report summarizes research to refine, expand, and integrate the

state-of-knowledge regarding Duty Modules into a coherent and useful system

for application to the U.S. Army Officer Personnel Management System (OPMS).

A set of Duty Modules had previously been developed for the Infantry,

Ordinance, Quartermaster, and Engineer Branches. Although the primary goal

of Yhe current work was to refine and document the methods and procedures

for developing and applying Duty Modules to OPHS, it was deemed useful to

analyze positions from a new (fifth) Army Branch as well. The Branch

selected was Armor. The complete set of current Duty Modules is now

applicable across the five Army Branches analyzed to date.

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A complete set of Duty Module and Job Description material assembled

by the Army Research Institute for the Behavioral and Social Sciences

(ARI) to support a number of R&D efforts consists of the following nine

volumes:

1. Army Officer Duty Module Manual. ARI Research Note 79-31, October

1975.

2. Duty Module Methodology for Officer Career Management System Development: Catalogue of Army Officer Duty Modules. ARI Research Note 79-32,

October 1975.

3. Duty Module Methodology for Officer Career Management System Development: Task Data Bank Index. ARI Research Note 79-33, November 1975.

4. Duty Module Methodology for Officer Career Management System Development: Task Data Bank, Task List. ARI Research Note 79-34, October 1975.

5. Results of Field Survey to Evaluate an Experimental Set of Officer

Duty Modules. ARI Research Note 79-35, January 1974.

6. Development of Criteria Dimensions for Evaluation of Performance and

Career Development of Entry-Level Officers, ARI Research Note 79-36,

November 1974.

7. Duty Module Relationship to Training and Experience Requirements in

Career Development and Alternate Specialty Selections. ARI Research Note

79-37, February 1975.

8. Design and Validation of Additional Duty Modules for Engineer and

Ordnance Officer Positions, ARI Research Note 79-38, February 1975.

9. Duty Module Methodology for Officer Career Management System Development, ARI Research Note 79-39, January 1976.

The set of duty modules and job descriptions contained in these nine

volumes was developed by the American Institutes for Research (AIR) to

meet a requirement for job information in an ARI research contract being

executed by Educational Testing Service (ETS). This contract was part

of the ARI research program on Career Progression (Information) Systems.

These duty modules, developed for use in a career information system,

have proved to be highly valuable for meeting a number of other research

and developmental objectives.

The duty module concept evolved from interactions between the American

Institutes for Research (AIR) and U. S. Army Research Institute for the

Behavioral and Social Sciences (ARI). These interactions emerged from

the AIR "Taxonomy" contract which was originally initiated and supported

iA 0
by the Defense Advanced Research Projects Agency (DARPA). At the time

monitorship of that contract was transferred from Air Force to Army,

AlI was given the responsibility for redirecting the effort from an

emphasis on experimental psychology principles to the field of personnel

psychology. ARI proposed the development of a job taxonomy, based

on a component of a duty position assignable to a single individual.

This component could be considered as a building block for job reengineering, useful for constructing TDA's or TO&E's, for tracking

career progression of individuals, and for providing career information

to Army personnel. It was hoped that such a job component would

provide a common language as a basis for combining manpower requirements

and resources, with the integration of training and career progression,

into a single self-consistent operating system. AIR, continuing under

contract supervision by ARI, developed this concept further and began

referring to these job components as duty modules.

The reader is particularly urged to note that these duty modules

were not specifically developed for use in developing or evaluating

either school programs of instruction (POI) or the achievement of OJT

objectives.

Current ARI research efforts are modifying and evaluating the

duty module concept in order to provide a job component measure that is

appropriate for use as a data element of a Training Information Feedback

System (TIFS). The final form of this data element will reflect a

greater concern for criticality of tasks and for the feasibility of

defining criterion referenced standards corresponding to these tasks.

iv
DUTY MODULE METHODOLOGY FOR

OFFICER CAREER MANAGEMENT SYSTEM DEVELOPMENT

INTRODUCTION

The American Institutes for Research (AIR) under contract to, and

in collaboration with, the Army Research Institute for the Behavioral

and Social Sciences (ARI), has developed and refined a unique personnel

management system concept called the Duty Module. The Duty Module is a

product of a procedure for representing clusters of tasks which go together statistically and logically so that jobs can be represented in a

more specific manner than an MOS and with greater simplicity than task

descriptions. It is anticipated that the Duty Module concept has great

utility across the broad spectrum of requirements of a large scale personnel management system such as that found in the U.S. Army.

The purpose of the research described in this report was to refine,

expand, and integrate the state-of-knowledge regarding Duty Modules into

a coherent and useful system for application to the U.S. Army Officer

Personnel Management System (OPMS).

The major objectives of this contract effort were:

1. To develop a Manual of Methodology and Instructions for the

Applications of Duty Modules to the Officer Personnel

Management System. This manual will allow the Army to

assume the responsibility for maintaining the functions

of job analyses and Duty Module design so as to complete,

maintain, and update, on a continuing basis, a complete

Duty Module System for all Army officer positions.

2. To develop a coherent data base of task statements used in

designing Duty Modules so that repeated tasks are represented by the identical task statements. All task descriptions were reviewed and the best task statement selected

and assigned to all relevant modules. As the tasks were

studied and revised, they were given individual code numbers

and a comprehensive Task Data Bank was established. This

Data Bank contains 1648 sequentially numbered tasks and

references the Modules in which they appear.

3. To facilitate access to and use of the Task Data Bank, a task

classification system and index were developed. The Index was

- 1-

t,
constructed using a "keyword" technique so that the tasks

for all existing Modules are accessible manually, or

eventually from computer storage by use of individual and

combinationsof keywords ("coordinate indexing"). The

retrieval of existing standardized task statements will

ensure consistency and facilitate design of future Duty

Modules as new officer positions are analyzed.

4. To analyze and describe in Duty Module terms the positions

found in the Armor Branch.

5. To field verify the Duty Modules identified in the Armor

officer positions.

6. To provide a complete set of current Duty Modules revised

on the basis of the results produced in items 2, 3, 4, and

5 above.

Under previous contracts a set of Duty Modules has been developed for

the Infantry, Ordnance, Quartermaster, and Engineer Branches. Although

the primary goal of the current work was to refine and document the methods

and procedures for developing and applying Duty Modules to OPMS, it was

deemed useful to analyze positions from a new (fifth) Army Branch as well.

The Branch selected was Armor. The complete set of current Duty Modules

is now applicable across the five Army Branches analyzed to date.

The current contract also offered an opportunity to explore a new and

apparently more efficient technique for conducting the on-site job analyses.

The technique is substantially different from the one used in previous

research contracts (Final Technical Report DAHC-19-71-C-0004 and DAHC-19-

73-C-0041, December 1973). The new technique made use of the knowledge

of existing Duty Modules to facilitate the observation and analysis of

the work performed by job incumbents being interviewed. The revised procedure sought to take advantage of the fact that the analyst was a broadly

experienced senior retired combat arms officer thoroughly familiar with

the Duty Module procedure and existing Duty Modules. He would select Duty

Modules he believed appropriate to the job of the officer about to be

interviewed, and would supplement these during the interview with any

additional Duty Modules. His choices were based on his Army experiences

knowledge of Duty Modules, the position Military Occupational Specialty (MOS),

-2-
the incumbent's grade, and unit TOE. This new technique, the results of

its use, and recommendations for future use are fully described in the

next section "PROCEDURE."

3
PROCEDURE

Duty Module Development

A team of highly experienced job analysts collected data on selected

representative positions in the Armor Branch. The data were collected

from the Washington, D.C. area, Fort Bliss, Texas, Fort Hood, Texas,

and Fort Knox, Kentucky. A total of 55 job incumbents were interviewed.

During this job analysis phase a new technique for job analysis and Duty

Module development was examined. The standard procedure for job analysis

used previously was to obtain complete information from each of the job

incumbents and prepare a comprehensive job description for each position

analyzed. Duty Modules were developed by identifying the common elements

(tasks) which were consistently associated across positions. The remaining tasks were then combined into additional Duty Modules unique to that

position or Branch. Thus, any position analyzed to date could be represented by the appropriate combination of general and specific Duty Modules.

During the latter stages of data collection in OA Contract DAHC-19-

74-C-0026, Duty Modules for Engineering and Ordnance Officer Positions,

it was felt that procedures for job analysis could be made more efficient

and Duty Module development expedited by making use of the increasing

skills and knowledge of job analysts. Because they had become very

familiar with the existing set of Duty Modules, it was assumed that they

could bypass the creation of a comprehensive position description and go

right to the end product--describing the position in terms of Duty Modules.

This would require that draft development of any Duty Modules and/or the

revision of existing Duty Modules to describe the position under analysis

be done on site at the time of analysis. Theoretically, this would save

the time and expense of development of an intermediate and perhaps unnecessary product--the comprehensive position description. Unfortunately, the

reports from the field, based on introspective reports of the job analyst

and a review of the process itself, indicate that the new analysis procedure

complicated the job interviews and inhibited, rather than facilitated, the

development of new Duty Modules. It is recommended that the original procedure be used in any future program conducted by either AIR or the Army.

4-
Field Verification

Once the job analyses and tentative Duty Module refinement were complete, they were subjected to field verification procedures. An independent sample of job incumbents was identified through the study of both

TOE and MTOE tables of organization. Survey packets were then prepared

for all positions available in each of the units listed below:

FORT HOOD

6th Air Cavalry Brigade (Air Combat)

4th Squadron, 9th Air Cavalry, 6th Air Cavalry Brigade (Air Combat)

Headquarters and Headquarters Troop

A Troop

B Troop

C Troop D Troop

7th Squadron, 17th Air Cavalry, 6th Air Cavalry Brigade (Air Combat)

Headquarters and Headquarters Troop

A Troop

8 Troop

C Troop

2d Armored Division

1st Armored Brigade

2d Armored Brigade

3d Armored Brigade

4th Armored Brigade

2d Armored Battalion, 66th Armor, 2d Armored Division

A Company

B Company

Ist Armored Battalion, 67th Armor, 2d Armored Division

Headquarters and Headquarters Company

A Company

C Company

Combat Support Company

2d Armored Battalion, 67th Armor, 2d Armored Division

A Company

C Company

Combat Support Company

3d Armored Battalion, 67th Armor, 2d Armored Division

Headquarters and Headquarters Company

A Company

B Company

C Company

Combat Support Company

-5-
FORT BLISS

3d Armored Cavalry Regiment

Headquarters and Headquarters Company

1st Squadron, 3d Armored Cavalry Regiment

Headquarters and Headquarters Troop

A Troop

B Troop

C Troop

2d Squadron, 3d Armored Cavalry Regiment

Headquarters and Headquarters Troop

F Troop

G Troop

H Troop

3d Squadron, 3d Armored Cavalry Regiment

Headquarters and Headquarters Troop

I Troop

K Troop L Troop

FORT KNOX

7th Squadron, Ist Air Cavalry

Headquarters and Headquarters Troop

A Troop

B Troop

C Troop

235th Aviation Company (Attack Helicopter)

A total of 261 questionnaires were sent out to the incumbents of 39

positions, contained in tank units, reconnaissance units, and air cavalry

units. Appendix B presents the results of this survey in terms of positions

covered. Each survey packet had an identification number to facilitate

assembling should the sheets be separated in handling. Individual packets

for each unit at the three stations selected for survey were then mailed

directly to the ARI Field Office at each location. ARI personnel at this

field office handled the administration of the survey. They distributed

the questionnaires, provided orientatio, presentations and discussions,

answered individual questions, collected questionnaires, verified their

completion, and returned the instruments to the research staff. The high

return rate (199 out of 261 questionnaires, or 76 percent) is a result

of the fine cooperation of the three field offices of ARt.

6-
There are valid explanations for the fact that 24 percent of the

questionnaires were dispatched but not completed. The 2d AD Ist Bn 66th

Armor had been deployed to Germany on "Brigade 75," and no substitute unit

was available for survey. Individual officers in units available for

survey were on TOY, and in some cases, positions were vacant due to transfer of officers.

Survey Instruments

Basic survey instruments were the revised Duty Module survey forms.

Each listed appropriate tasks selected from the task data bank and provided for the collection of additional data from respondents directly on

the form. The revised and updated Modules used were products of both

previous Duty Module research and study under this contract. Complete

sets of the new series of Modules were provided to ARI under separate

cover in October 1975. Each task in this data bank was numbered to facilitate analysis of future survey results and to assist in the development of

new Modules resulting from future officer duty position analysis. At the

end of this research project, the Duty Modules contained a total of 1648

tasks for conmmissioned officers. Since tasks were sequentially numbered,

those tasks which will be developed in the future can easily be added to

the data bank.

The balance of the survey instrument package (Appendix A) included a

cover sheet for individual identification data. It is basically the same

as cover sheets previously used except that questions requiring individual

identity data, i.e., name and Social Security number, have been omitted.

In addition to the cover sheet and an instruction sheet, the core Duty

Modules for the position being surveyed were included. Additional latitude

for coverage was effected by including a complete catalog list of all

Duty Modules,and a complete catalog of the Duty Modules themselves was made

available at each survey site. A copy of the catalog list is also included

in Appendix A.

-7-
RESULTS

Armor Officer Positions

The conventional roles of Armor in ground combat, using heavy vehicles

and weapons in attack and defense and lighter vehicles and weapons in

performing reconnaissance and screening, are very similar to the roles of

Infantry in ground combat.

The officer requirements for leadership, supply and resupply, planning,

supervision, communications, evacuation, etc., found in Infantry Branch

positions also exist in Armor Branch positions. Techniques differ and the

importance of some functions may differ, but the individual tasks and

therefore the Duty Modules applicable to one Branch appear to be applicable

to the other. This similarity is clearly shown in Appendix B.

The Air Cavalry Combat units, however, did not appear to be a part of

the Armor Branch. They seemed more closely related, with regard to

mission, to Air Force Tactical Air Units which provide close air support,

air cover, and reconnaissance. The officer grade structure in Air Cavalry

units is also different since aircraft pilots are commissioned officers

or warrant officers and are organized in squadrons, troops, platoons, and

sections. The result is that platoon leaders are captains and troop

leaders are majors. Survey results (Appendix B) appear to indicate the

need for an additional unique Duty Module describing primarily the aerial

fire support role and air combat tasks. Officers surveyed generally rejected combat Modules that were included a priori as "Core Modules," thus

leaving a somewhat incomplete job description in the modules they did

accept. Since many Air Cavalry units are still in a developmental stage,

data received from the field verification should not be used for any

definitive revisions to the Duty Module structure. When Duty Module

development continues, the possibility of a Module to fill this void needs

to be carefully considered.

-8-
Duty Module Revision

In the final report for Contract DAHC-19-74-C-0026, Design and Validation of Additional Duty Modules for Engineer and Ordnance Officer

Positions, it was pointed out the Duty Module O-A-1 needed further consideration. As a result of the data gathered during that research and

the current survey results, a new Duty Module, O-A-2, dated January 1976,

was designed. Originally, O-A-1 was designed for unit commanders; it

included those administrative tasks that most unit commanders perform at

most levels. O-A-2, on the other hand, was prepared for officers occupying staff and similar positions other than command, and contained most of

the tasks performed by most of these officers. However, many of the tasks

in O-A-1 were identical with those in O-A-2, except for inclusion of the

descriptive word "unit" in the O-A-1 task lists. The similarity between

the two Modules has caused confusion when position incumbents compare one

Module to the other before making a selection. Analysis during the interview phase of this project revealed that some unit commanders preferred

Module O-A-i, while others thought O-A-2 was more suitable. Moreover, it

was found in the survey phase that some confusion arose when the incumbents

had difficulty determining which Module had more tasks applicable to their

positions.

For the reasons described above the two Modules have been combined

into a single Module that includes all the tasks previously contained in

both, but with the word "unit" omitted. The new Module has been given

the number and title of the previous Module O-A-2, and is presented on

the following page. The new Module is expected to remedy the problems

that have been experienced to date.

-9-
AIR Duty Module Surmy Form Revire74 Idemtflcaton No.

Dow: Jaemar 1976 Code:

DUTY MODUL 0-A-2 IfS Iai ,3l ,) ,i10

Performs general administration

0014 Prepare administrative SOPs and instruction.

0015 Monitor security of classified documents.

0003 Prepare and review administrative correspondence, memoranda,

and reports.

0006 Establish and monitor arrangements for collection and distribution of mail within unit.

0008 Screen incoming correspondence and distribute for action

or information.

0017 Establish and operate suspense system.

0018 Authenticate orders and official correspondence.

0019 Establish and post files of records and regulations.

0012 Review, interpret and apply directives and information.

0020 Schedule appointments, conferences, and othe& such

activities.

0021 Provide for reproduction and duplication services.

0004 Prepare and review unit journal, historical records and

morning report (or change reports for centralized systems).

0005 Administer unit funds.

0007 Establish and operate unit message center.

0013 Prepare daily bulletin or similar publication.

(01 (1l (21 (31 (4l

1 00 MODULE AND TASKS APPLY Not Little Several Majority All of

TO YOUR POSITION epplicle laplicabillty of task a @1 taIk tasks

a. In actual or simulated combti

operations ad support

b in garrion and other then a

2. PERCENT OF TOTAL TIME SPENT 111 (2) (1) 141 (I6 io

ON THIS DUTY MODULE Net applicable 1-9% 10-29% 30-49% 60--9, 70-19 90-i0

a. In actual or simulated combat

operations and support'

b Io garrison and other then _a?

(0! (iI) (4l

3. RELATIVE CRITICALITY OF THIS Net Least 11) 131 Th fmeet

PART (MODULEI TO ENTIRE JOB all~l~aml critIcal Avers"e Critical criticl

a. In actual or simulated combat

operations ow support?

b In garion and other then a

-10-m
Survey Respondents

The research conducted under the current contract was directed

totally toward Armor officer positions in Armored tactical units. This

area had not been covered by previous Duty Module research efforts. It

must be pointed out, however, that Armor Branch officers, like those in

Infantry, Ordnance, Engineer, and Quartermaster Branches, also are assigned

to positions in TDA organizations. These positions have been described

in previous studies and include areas such as DA, FORSCOM, TRADOC, Army and

Corps Staffs, National Guard, Reserve, and ROTC Advisors, Recruiters, R&D,

Service School and College Instructors, and many others.

Within the Armor Branch tactical units surveyed during field verification it is interesting to note that there were eight different OPMS

Specialties identified by position incumbents. The following chart shows

the distribution by grade and specialty verification of survey respondents.

Of 199 total respondents, 79 percent were in positions classified as Armor

Specialty (see Table 1).

Table I

FIELD VERIFICATION

ARMOR POSITION SURVEY

GRADE

Specialty Area 2LT ILT CPT MAJ LTC COL TOTAL

7 Aviationa 5 8 1 14

12 Armor 7 58 58 28 6 1 158

14 Air Defense Artillery 1 3 4

35 Tactical/Strategic 5 5

Intelligence

54 Operations and Force 1 2 2 5

Development

71 Aviation Materiel 5 1 6

Management

77 Tank/Ground Mobility 1 1

Materiel Management

99 Logistics Specialty 2 3 1 6

Totals 8 68 81 33 8 1 199

Note:

a. During the course of this contract effort, decision was made at Department of Army level to designate Aviation as a Specialty. It is probable

that "15" will be the number applied to this Specialty. However, the

number used above is "7", which was applicable when much of the work

under this contract was performed, and has been used in previous similar

research.

- 11 -
Knowledge and Competency Requirements

Of additional interest to this current contract was the exploration

of possible means for including scales in the job analysis procedure to

reflect both the level of knowledge and the level of competency required

by an incumbent to fulfill a given job requirement. It was anticipated

that such procedures would include at a minimum an ordering of the importance of separate tasks within the Duty Modules of which they are part,

though more complex model would be examined. The preliminary efforts

in this aspect of the research indicated that the issues were lar more

complex than they appeared on the surface. There actually seem to be

three separate facets of the problem of reflecting levels of knowledge

and competence in scalar form:

First, two separate scales appear to be necessary to reflect the

average level of participation in a particular Module. "Direct" and

"supervise" levels actually involve leadership and management skills and

are on an entirely different continuum than the skills needed to "Do"

or participate in a particular task within a Module.

Second, individual tasks within a Module may vary in required knowledge

and competency as that Module is used in different jobs at varying levels

of preciseness and in varying levels within an organizational structure.

As an example, Task 0014, "Prepare administrative SOP and instructions"

(Duty Module O-A-2), is considerably more complex at division level than

at company level. The Module in which this task is found is useable at

all levels of organizational structure.

Third, the "criticality" or significance of each task varies from

position to position. As an example, Task 0015, "Monitor security of

classified documents," may be a critical function in one position and only

an auxiliary duty in another.

The level of overall competence required to perform a particular task

in a Module is at least partially revealed by the incumbent when he checks

one of the options in the "Do" or "Don't Do" scale of the now existing

- 12 -
Duty Module survey form. Obviously, if "Don't Do" is checked, no competence is involved. This is shown in Appendix C, where the columns

numbered one through five show the various options which a job incumbent

can check to indicate the capacity in which he performs each task.

Certainly the columns labeled "Assist", "Do", and "Do and Supervise" are

three ascending levels of task competence. Options 4 (Supervise) and 5

(Direct) are less clear as levels of competence. Generally, the option

"Supervise" is associated with the job function performed by a first-line

supervisor who is in direct contact with the journeyman-level worker.

Studies have shown that this level of job competence is generally above

that of the journeyman-level, but not necessarily above that of the "Chief",

"Head", or "Lead" journeyman who presumably checks the third column "Do

and Supervise." However, the first-line supervisor also has an additional

skill, that of supervision. This is added to a technical skill required,

bringing a new dimension to the task.

The question of competence becomes even more problematic at the fifth

column level (Direct) where the incumbent who checks this column is

responsible for the task activity, but is in contact with the journeymanlevel worker only through a first-line supervisor. "Directing" is a

totally different skill which can be employed over a wide variety of tasks,

many of which the "Director" cannot or does not perform himself. Although

the "Director" and the "Supervisor" are not necessarily one step up in

level of competence in performing the task, it is most likely that their

overall skill is higher than that of the journeyman or doer. In summary,

the four options for an incumbent who performs a task show four generally

ascending levels of competence, even though the skill and knowledge base

may shift after the first two from pure task competence to managerial

competence. As only experimental work has been done in this area, it is

not known whether additional levels of competence exist, or, if isolated,

provide additional input for decision making.

As can be seen by examining Appendix C, a scale for registering the

importance of a task to the entire Duty Module has also been experimentally

added. Field work done to date, consisting only of numerous discussions

- 13 -
with incumbents and commanders, seems to indicate that task importance

tends to vary with the current situation in the unit being surveyed. For

example, if a particular unit has just been inspected by the I.G. and

found deficient in maintenance of equipment log books, the task checked

as most important by an incumbent surveyed immediately after the inspection

will be that task most directly related to upkeep of maintenance logs.

If the unit has just been reprimanded for not having its supply records

up to date, the item checked as being most important will be that one

having to do with supply records upkeep. It therefore seems questionable

that a meaningful rank order system of rating task importance be used.

Differentiating broad variations in task importance may be feasible, and

would seem to give better results. As a consequence, a scale of three

steps only has been designed and is shown in Appendix C. While possessing

greater rationale than a rank order system, the usefulness of even this

three-step scale may be in question. Only a task that is important should

be put on the survey form; tasks that are not essential to job performance

and description can be safely ignored. In the Duty Modules developed to

date, all the tasks are important. To apply a rank order system of rating

to such tasks would tend to obscure any basic differences since all tasks

used are considered significant in the Module.

In returning to a consideration of the first item discussed above, that

of the knowledge required to perform a task, or the combination of tasks

grouped into a Module, an even more complex situation must be dealt with.

"Knowledges," or descriptions of required knowledge, have not been developed

for the Duty Modules as they now stand. Furthermore, many knowledges required of a person performing a job may be specific to a particular position

in a particular setting. It is thus difficult, if not impossible, to

generalize these more precise knowledges in the same way that tasks can be

generalized into a Duty Module. Other required knowledges are broader in

nature and can be generalized to the degree suitable for association with

a Duty Module. Still other knowledges required by a job may be so broad

that they transcend the scope of the average Duty Module and apply to a

host of Modules. The current research effort was unable to explore the

area of knowledge and competency other than to design one instrument and

- 14 -
develop a primitive rationale. Further research is necessary to determine

if it is possible to quantify knowledge and competency by tasks and/or

Duty Modules.

Job knowledges are usually developed from job analysis data arising

from a field job analysis program. Many of the job schedules currently

in the files of ARI and AIR, which were developed in conjunction with the

basic work on Duty Modules, contain job knowledges or task information

that allows inference of knowledges by a skilled job analyst or a group

of subject matter experts. Job knowledges can also be gleaned from

ancillary materials such as training curricula, performance standards,

or test items. However, the validity of such a procedure is often suspect if the knowledges cannot be directly tied into job analysis data.

In order to experiment with job knowledges as related to Duty Modules,

AIR selected a sample position and constructed a knowledge scale and a

survey form to accompany it. These are shown in Appendix D. The first

sheet shows identification information for the position and the definitions

of the steps in the knowledge scale. The second and third sheets show a

partial list of the knowledges required of the sample position, that of

Tank Battalion Motor Officer. The Duty Modules which cover the job of

Tank Battalion Motor Officer are shown in Appendix E for reference purposes. The knowledges were drawn from field job analysis schedules on

hand and relevant training courses. It is apparent that job knowledges

are not related to tasks on a one-to-one basis, and may not be so related

on a Module basis. In some cases a particular task may require three or

four knowledges; in other cases a single knowledge may subsume a number

of tasks.

Experimentation with the Duty Module form to date has revealed that:

a. incumbents have little difficulty understanding or

using the form;

b. knowledges vary widely in scope and specificity;

c. knowledges may not need to have any direct relationship

to the tasks of a Duty Module to be useful;

d. skills, in the sense of physical and motor abilities such

as flying a helicopter, are associated with knowledges,

but distinctly different in nature.

- 15 -
It should be noted that no field work has been done with techniques

and procedures pertaining to knowledge and competency requirements other

than that which could be accomplished on a pilot basis locally. Obviously,

if further development in this area is desired, a thorough field test of

a selected sample of jobs should be undertaken.

- 16-
CONCLUSIONS

It appears from the verification survey of Armor officer positions

that Duty Modules as previously designed and as revised in this research

effort are applicable for the most part for Armor officers as well as

for those in the four branches previously studied.

In addition to the Final Report, other key documents were prepared

under this contract. They were directed at providing the Army with the

knowledge and tools necessary for applying the Duty Module System. These

products were:

1. Army Officer Duty Module Manual, dated October 1975. The

purpose of this manual is to explain the steps that have been taken in

developing the Duty Modules to date and integrating them into the basics

of an operational system, and to describe the procedures necessary to

complete the coverage for the rest of the Army. Additionally, procedures

necessary to review and update the Duty Module System, once basic coverage is completed, are provided.

2. Task Data Bank, Task Index, dated November 1975. This Index

has been constructed so that the tasks for the current Duty Modules are

accessible as new officer positions are analyzed. The use, where appropriate, of existing Task Statements will insure standardization and

facilitate the future application of the Duty Module System.

3. Task Data Bank, Task List, dated October 1975. This List

assigns a sequence number to each task used thus far in Duty Module design.

The List also shows in which Module or Modules a particular task was used.

The sequence of the list approximates the current grouping and sequencing

of existing Duty Modules. Such sequencing will assist initially in a

manual search for appropriate tasks in future Duty Module design. At a

future date, when Item No. 2 above is automated, such a sequence system

will no longer serve a purpose and may be dropped.

4. Catalogue of Army Officer Duty Modules, dated October 1975.

This indexed catalogue contains a copy of every Duty Module designed under

- 17 -
this and previous research contracts. Each module is assigned a letter

and a number. The letter indicates the work area, such as Administration,

Intelligence, Operations, etc., in which the Module belongs. The number

is merely a sequence number within the particular work area.

5. Keypunch Deck, dated January 1976. This includes a set of

keypunch cards containing the data collected in the field verification

and the accompanying coding sheets. The organization of the data deck is

compatible with that of coded data submitted under previous contracts for

the other four Branches (Infantry, Quartermaster, Engineer, and Ordnance).

- 18 -

AMU
APPENDIX A COVER SHEET

Individual Survey Identification Number

PART I--IDENTIFICATION DATA, TO BE COMPLETED BY INCUMBENT AS FIRST STEP:

(Please print or use typewriter; legible entries are essential.)

Position title

Organization/unit

Station Zip code

Your grade Your branch Your primary OPMS Spec.

Position grade Pos. branch Pos. OPMS Spec.

TOE No. or TDA No.

Date

PART II--TO BE FILLED OUT BY INCUMBENT ON COMPLETING DUTY MODULE FORMS:

1. Did you obtain and attach any additional Duty Modules selected from the Catalogue

List?

a. No

b. Yes , I added the following (List by module number).

2. Did you mark "Not Applicable" on any Duty Modules initially issued to you?

a. No

b. Yes _ , the following (List by module number).

3. Do the attached Duty Modules (including any you added but excluding any marked

"Not Applicable") fit your position (primary duty assignment) and reasonably

describe the essentials of the duties indicated? (See Note below*)

a. Yes

b. No (If "No", explain on back of this sheet.)

4. What estimated percentage of your total working time is accounted for by your

attached Duty Modules?

a. In actual or simulated combat operations and support? %

(Omit a if it is inapplicable or you feel unable to estimate.)

b. In garrison and other than a? %t

5. Besides the Duty Modules attached, do you still need other Duty Modules to cover

the significant duties of your position (primary assignment)? (See Note below*)

a. No , the attached Duty Modules suffice.

b. Yes , I need other modules, which I indicate on the back of this sheet.

*Note: In your analysis, ignore minor local variations, miscellaneous minor common

tasks such as PT, and extra duties not integral to the position, such as serving as

duty officer, on special projects, etc.

A-1
AMERICAN INSTITUTES FOR RESEARCH IN THE BEHAVIORAL SCIENCES

lp 3301 New Mex~co Aventie. NW, WasV,nqlon, DC 20016 0 202/66.80

Project 51200 October 22, 1975

MEMORANDUM FOR: ARMY OFFICERS PARTICIPATING IN DUTY MODULE FIELD SURVEY

This field survey is part of a research project being conducted by

the American Institutes for Research (AIR) on contract for the Department

of the Army. AIR is developing an experimental concept, revolving around

the use of "Duty Modules," for describing and grouping work activities of Army personnel.

A Duty Module consists of a cluster of related tasks, comprising

a distinctive and relatively self-contained component of a job. An

officer's duty position usually will contain several Duty Modules, each

describing a specific cluster of tasks. Similar task clusters found in different positions are described in a common Duty Module. It should be

possible to describe the significant duties of any given position by using

a distinctive combination of Duty Modules, like building blocks.

After a thorough study of the job content of Army positions, AIR

research analysts have developed a number of experimental Duty Modules

for certain categories of officer positions. As a participant in the

survey phase of this project, you will be asked to identify and evaluate

Duty Modules applicable to your position (primary duty assignment) and to

answer some questions about how they relate to your position.

The data you provide are for research purposes only and will not in

any way become part of your DA personnel files; do not include your name.

Your cooperation in this research for the Army is appreciated.

Instructions follow on the next page.

A-2
INSTRUCTIONS

Project Materials

Attached are the following project materials. Please examine and check

them against the list below.

A. COVER SHEET. This is divided into two parts: Part I, for you to

provide identification data; and Part 11, for you to fill out after

reviewing attached Duty Module Forms. In the right corner of this sheet

is an Individual Survey Identification Number assigned to your forms.

On the back is space for any comments.

B. CATALOGUE LIST OF OFFICER DUTY MODULES. This is a list of experimental Duty Modules for various functions in a variety of officer

positions.

C. DUTY MODULE FORMS. These are a group of experimental Duty Modules

in field survey form which have been attached by the contractor to

survey your position. In the top right corner, each Duty Module form

should have the same Identification Number as your Cover Sheet.

Procedure

1. Fill in Part I of your Cover Sheet. Please type or print legibly.

2. Look over the Catalogue List of Officer Duty Modules to familiarize

yourself with tho kinds of Duty Modules therein and to identify

tentatively those applicable to your position, subject to the more detailed examination in the steps below.

3. Examine all the Duty Module Forms already attached for you, to see

if they apply to your position and cover its significant functions.

If a Duty Module is not applicable in any significant degree to your

current position in eTther (a) actual or simulated combat operations or

(b) garrison or other circumstances, then print "NOT APPLICABLE" in large

letters across the face of the form and disregard the rest of that form.

4. If you consider other Duty Modules necessary to cover the significant

functions of your position, then select them from the Catalogue List

of Duty Modules, insofar as applicable. (In considering modules with

overlapping content, use only the one that fits best. Do not seek modules

for minor common activities or miscellaneous duties not integral to your

position.) If Duty Modules in the Catalogue List are not available to you,

list on the back of your Cover Sheet any additional Duty-Modules you would

need. Similarly, you can also use that space to describe any further Duty

Module requirements of your position beyond the Duty Modules in the

Catalogue List.

5. Fill out each Duty Module Survey Form which is applicable to your

position (either on the basis of present job performance or estimated

requirements under operational conditions), as follows:

A-3
a. For each listed task applicable to you, mark an "X" next to it

in the appropriate right-hand column. Make no mark for a task which does

not apply to your position. (Note: In the column headings, "supervise"

means person-to-person, continuous supervision of immediate subordinates,

as in the relationship of a rating officer to rated officer. "Direct"

means actively directing from one echelon higher than "supervising," as

in the usual relationship of an indorsing officer to rated officer.)

b. If changes or additions to the task statements are needed, please

write any suggestions on the face or back of the Duty Module forms.

c. Fill out also the lower portion of each Duty Module Survey Form,

by placing an "X" in the appropriate box on each line. There are two lines

per question. See below.

(1) Notice that each of the three question items relates to two

different circumstances - (a) "In actual or simulated combat operations

and support," and (b) "In garrison and other than a." In many cases your

answers may be quite different under these two different circumstances.

(2) If your position is in a non-deployable unit and would not

involve actual or simulated combat operations, then for Question 1, Line

a, simply mark Block 1 (indicating little or no applicability), and disregard Line a of Questions 2 and 3. Conversely, if the module applies

only in actual or simulated combat operations or support, never otherwise,

simply mark Block 1 of Question 1, Line b, and disregard Line b of

Questions 2 and 3.

(3) In answering Question 2 (Time Spent on Module), you should

reflect your own actual performance when applicable, but if the module

would apply to your position in combat operations you will have to estimate that time, if you can, on the basis of experience and training.

(4) In answering Question 3 (Relative Criticality of Module),

only one of your modules should be marked as "least critical" and one as

"most critical"

6. Go back to the Cover Sheet and complete Part II as indicated. Use

the back of the Cover as needed.

A-4
AMERICAN INSTITUTES FOR RESEARCH

Project 51200

October 1975

CATALOGUE LIST OF ARMY OFFICER DUTY MODULES

(BY AREA)

A. COMMAND MANAGEMENT, GENERAL MANAGEMENT, AND ADMINISTRATION

O-A-2 Performs general administration

O-A-3 Exercises military command authority

O-A-5 Supervises a staff section, detachment, or office

O-A-6 Performs headquarters management staff functions

O-A-7 Performs special staff administrative and adjutant type

functions

O-A-8 Directs, coordinates, and supervises a staff

O-A-9 Performs executive staff secretariat functions

O-A-lO Counsels and evaluates subordinates as troop leader and

takes action on oersonal problems

O-A-il Supervises troop appearance and care and maintenance of

materiel and facilities in unit

O-A-12 Performs overall programming evaluation and review staff

work

O-A-13 Performs management analysis staff functions

B. PERSONNEL

O-B-l Performs manpower management staff functions

O-B-2 Performs personnel management staff functions

O-B-3 Performs staff functions pertaining to personnel services

O-B-4 Performs officer personnel management functions at departmental level

O-B-5 Directs or coordinates postal services for an installation

or command

C. INTELLIGENCE

0-C-1 Performs combat intelligence staff functions

0-C-2 Performs counterintelligence and security staff functions

in a general staff or coordinating staff

O-C-3 Performs foreign area strategic intelligence staff functions

0-C-5 Performs aerial surveillance staff functions in a general

staff or other coordinating staff

O-C-6 Performs intelligence staff functions concerning ground

reconnaissance and surveillance

0-C-7 Directs and conducts operations of counterintelligence unit

O-C-8 Conducts military intelligence collection operations in

the field

A-5
D. OPERATIONS AND PLANS (STAFF)

O-D-1 Performs operations staff functions in a General Staff

or other coordinating staff

O-D-2 Performs operations planning staff functions in a General

Staff or other coordinating staff

O-D-3 Performs air support staff functions in a General Staff

or coordinating staff

O-D-4 Coordinates fire support for unit tactical operations

O-D-6 Directs school troop unit operations at a service

school center

E. ORGANIZATION, TRAINING

O-E-1 Trains troops and/or civilian employees in units and

activities

O-E-2 Performs training staff functions

O-E-3 Performs force development functions in general staff or

other coordinating staff

F. LOGISTICS (STAFF, CONSUMER UNITS, AND COMPOSITE COMBAT SUPPORT

COMMAND)

O-F-1 Performs supply operations at consumer unit level

O-F-2 Performs supply staff functions

O-F-3 Performs equipment maintenance and readiness staff functions

in a general staff or other coordinating staff

O-F-4 Performs transportation staff functions in a general staff

or other coordinating staff

O-F-5 Performs logistical services staff functions in a general

staff or other coordinating staff

O-F-6 Performs staff functions pertaining to motor vehicle maintenance and operations

0-F-7 Performs general logistics staff functions

O-F-8 Performs staff functions concerning procurement of materiel

0-F-10 Reviews, processes, and coordinates military construction

budgetary planning and programming at Major command or departmental level

0-F-lb Plans, staffs, and coordinates military base and facility

engineering requirements

O-F-12 Directs and controls operations of a combat support command

or comparable composite combat service support organization

G. COMMUNICATIONS AND ELECTRONICS

O-G-I Serves as Battalion or Brigade Communications Officer

O-G-2 Performs communications-electronics (CE) staff functions

O-G-3 Directs and controls operations of mobile communications

support unit

A-6
O-G-5 Establishes and controls mobile area signal center

O-G-6 Manages communications-electronics facilities and services

at major command post or operations center

O-G-7 Directs and controls fixed telecommunications center

O-G-8 Establishes and controls communications-electronic services

for military pests and comparable fixed installations

H. CIVIL-MILITARY AFFAIRS

O-H-i Performs civil-military staff functions

O-H-2 Plans and controls civil affairs operations

O-H-3 Plans and coordinates psychological warfare operations

O-H-4 Performs attache type intelligence functions

I. COMPTROLLERSHIP AND PROGRAM/PROJECT/PRODUCT MANAGEMENT

0-I-i Performs program and budget staff functions

0-1-3 Conducts cost studies and analyses of financial management

0-1-6 Develops and designs budgetary methods and procedures for

financial management systems

J. ARMY AVIATION

O-J-l Performs Army aviation staff functions

O-J-2 Pilots rotary wing aircraft

O-J-3 Pilots fixed wing aircraft

O-J-4 Directs and controls Army aircraft maintenance

O-J-5 Performs Army aviation safety duties

K. RESEARCH, DEVELOPMENT, TEST, AND EVALUATION

O-K-i Performs staff functions pertaining to research, development, test, and evaluation of new equipment and materiel

O-K-2 Conducts service or operational test and evaluation of

new equipment and materiel

O-K-3 Coordinates test and evaluation of new equipment and

materiel

O-K-6 Coordinates or conducts research, development, and

engineering for developmental materiel or system

O-K-7 Performs or assists in overall life-cycle management of

special materiel project or product

L. OPERATIONS RESEARCH AND SYSTEMS ANALYSIS

O-L-l Performs operations research analysis

M. ADP MANAGEMENT AND PROGRAMMING

O-M-I Performs ADP staff functions

A-7
N. EDUCATION, INSTRUCTION

0-N-1 Prepares and conducts formal instruction in a school

O-N-2 Conducts ROTC activities at civilian education institution

O-N-3 Prepares doctrinal or formal instructional publications

0. INFORMATION ACTIVITIES

0-0-1 Performs public information staff functions

0-0-2 Assembles and prepares materials for command information

or troop information activities

0-0-4 Manages television or radio station of the Armed Forces

Radio and Television SErvice

P. AUDIO-VISUAL ACTIVITIES

O-P-i Manages various audio-visual services for a major installation

or activity

O-P-2 Produces taped television or motion picture films for

instructional or information purposes

U. TACTICAL DIRECTION OF COMBAT UNITS

O-U-l Directs and controls employment of Infantry and Armor

maneuver unit

O-U-2 Directs and controls mortars

O-U-3 Directs and controls tactical employment of reconnaissance

and scout unit

O-U-4 Directs and controls heat seeking type air defense weapons

(Redeye)

O-U-5 Directs and controls antitank elements

O-U-6 Participates individually and directly in ground combat

W. MISCELLANEOUS

O-W-I Provides personal assistance to general officer

O-W-2 Directs and leads honor guard unit and performs staff

functions pertaining to ceremonies

O-W-4 Performs unit liaison activities

O-W-5 Performs Inspector General staff functions

O-W-6 Performs military history staff functions

O-W-7 Provides advice and assistance for Army reserve components

O-W-9 Represents US forces in military standardization activities

with other countries

X. INDIVIDUAL FUNCTIONS AND SPECIAL QUALIFIERS

O-X-2 Participates in airborne operations as a parachutist

(MOS SQI prefix 7)

O-X-3 Performs specialized nuclear weapons effects analysis

(MOS SQI prefix 5)

A-8
AA. AIR DEFENSE ARTILLERY

O-AA-l Directs and controls employment of light air defense

artillery weapons

O-AA-2 Directs and controls HAWK type air defense launchers and

missiles

BB. FIELD ARTILLERY

O-BB-I Directs and controls employment of field artillery cannon

firing battery

O-BB-4 Performs field artillery reconnaissance and survey

O-BB-5 Performs field artillery target acquisition

CC. MILITARY POLICE, LAW ENFORCEMENT, CRIMINAL INVESTIGATIONS

O-CC-l Serves as Provost Marshal

O-CC-2 Controls and participates in military police operations

O-CC-4 Directs and operates a military confinement facility

O-CC-5 Directs, controls, and participates in operation of

criminal investigation unit

O-CC-6 Directs and operates criminal information center or system

EE. ENGINEERING

O-EE-l Directs and controls combat engineer unit

O-EE-2 Directs and controls portable bridging

O-EE-3 Directs and controls mobile water supply point unit operations

O-EE-4 Directs and employs atomic demolitions (ADM)

O-EE-5 Serves as engineer staff officer

O-EE-7 Directs and controls engineer construction or heavy equipment

unit

O-EE-8 Designs, plans, and monitors construction projects for

military engineer units

O-EE-9 Directs and controls facilities engineering services for

an installation

O-EE-1O Prepares terrain study material

O-EE-11 Conducts engineering surveys

O-EE-12 Manages field production or revision of topographic and

photographic military maps

O-EE-13 Performs on-site supervision of engineer contract construction

projects, and related contract administration

O-EE-14 Coordinates military construction activities in an engineer

district

O-EE-15 Provides resident engineer district representation and

services at a military installation

O-EE-16 Conducts engineer oriented strategic studies and analyses

O-EE-17 Plans, constructs, and maintains military pipeline system

A-9
FF. LOGISTICAL SERVICE OPERATIONS (SPECIALIZED)

O-FF-l Manages installation commissary

O-FF-3 Manages officers' open mess

O-FF-4 Performs food service and advisor staff functions

O-FF-5 Directs and controls operation of mobile field laundry

and bath units

O-FF-6 Directs and controls support service unit or activity

O-FF-7 Performs purchasing and contracting functions under the

Armed Services Procurement REgulations

O-FF-8 Directs and controls field mortuary and cemetary activities

O-FF-9 Manages materiel supply control for one or more commodities

within an organization or activity

O-FF-1O Performs staff and operating functions concerning property

disposal

O-FF-ll Performs contract administration functions under the Armed

Services Procurement Regulations

O-FF-12 Coordinates materiel production and procurement activities

for a major project or program

O-FF-13 Oversees contractor-operated munitions plant

O-FF-14 Directs a unit engaged in explosive ordnance disposal

operations

O-FF-15 Performs explosive ordnance disposal staff functions

O-FF-16 Directs and controls chemical combat support

O-FF-17 Performs chemical staff functions in a combat or combined

arms organization

GG. TRANSPORTATION (OPERATIONS AND SPECIALIZED FUNCTIONS)

O-GG-l Coordinates military passenger traffic and movement

operations

O-GG-2 Performs staff management and coordination of military

cargo shipments to and from overseas

O-GG-3 Coordinates cargo handling operations at military ocean

terminal

O-GG-4 Directs or coordinates operations of deployable water

terminal operating unit

O-GG-5 Directs and controls operations of amphibious truck unit

O-GG-6 Directs and controls operations of transportation truck

unit

O-GG-7 Performs highway traffic engineering staff functions

HH. SUPPLY AND MAINTENANCE SUPPORT OPERATIONS

O-HH-1 Directs parachute mainte!.ance and aerial delivery equipment

support

O-HH-2 Directs and controls petroleum supply unit

O-HH-3 Directs and controls supply unit or activity

O-HH-6 Supervises division heavy drop support

O-HH-8 Directs and controls repair of non-missile equipment

A-10
O-HH-9 Supervises storage and warehouse operations

O-HH-lO Directs and controls support maintenance for artillery

missile systems

O-HH-11 Directs and controls machine shop and metal-working

0-HH-12 Directs and controls special ammunition combat service

support operations

0-HH-13 Exercises staff supervision and technical control over

maintenance support operations

O-HH-14 Performs technical parts supply staff function

O-HH-15 Manages parts supply activities or units

O-HH-17 Directs and controls conventional ammunition supply and

storage operations

O-HH-20 Coordinates large-scale bulk POL movement and storage

operations

II. FINANCE

0-11-1 Performs finance and accounting functions

0-11-2 Performs financial services staff functions for a deployable command

KK. CRYPTOLOGY, SPECIALIZED SIGNAL INTELLIGENCE AND SECURITY

OPERATIONS, AND ELECTRONIC WARFARE

O-KK-I Directs and conducts ground signal surveillance, intercept,

intelligence, and related electronic warfare operations

O-KK-2 Directs and conducts airborne signal intelligence operations

O-KK-3 Directs, conducts, and/or performs specialized cryptologic

functions

O-KK-4 Performs functions concerning Electronic Warfare (EW) in

a general staff

A-11

I
APPENDIX B

The following table lists the various Armor positions covered in

the validation survey. Responses were received from 199 incumbents, from

a field that encompassed 28 types of positions.

Neither the aviation modules of the J-series nor the combat unit

Modules of the U-series (except for the Module O-U-i concerning employment of Armor units, which is appropriate for all Armor unit commanders)

have been included as "Core Modules" for unit commanders. This is because

there are a large number of incumbents (43) occupying positions of command

in a wide variety of units; units range in size from the brigade level

down, and in type from Air to Ground and Service.

It can be noted that more of the modifications suggested by position

incumbents apply to rejection of Modules than to Module addition. This

can be explained by the survey method. Modules considered applicable

were attached to the questionnaires; thus, they were readily available

for analysis by the incumbents. Modules that might be candidates for

addition were much less accessible. Books of these other Modules, as

well as extra copies of the ones expected to be needed, were sent to all

posts. However, it is possible that all respondents did not find them

readily available. A catalog of Modules giving number and title only

was included with each questionnaire, but incumbents understandably might

have hesitated to add a Module without being able to review the actual

tasks it contained.

The survey revealed a variation in tasks applicable for Armor units

with a primary ground combat mission and for those equipped with helicopters and having a mission of air attack or reconnaissance. The airtype Armor units are relatively recent organizations; it is expected that

developmental modifications will continue rapidly, both to improve the

units' offensive capabilities, and to counter probable enemy measures to

reduce their effectiveness. Modifications in the organization's jobs are reflected in the problems associated with obtaining precise job content based on

position comparability. For example, air-type units of troop/company size surveyed

B-1

ION
are generally authorized a position of Operations Officer; this position

includes many of the functions expected of an Executive Officer. However,

many of the duties of this position differ from those of the Executive

Officer found in other units. Accordingly, a separate position has been

established in the following table for the Operations Officer, and applicable Duty Modules have been assigned.

B-2
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AIR Duty Module Survey Form 111119974) £"1 :t NI r tauortanwe

at 00k to a X0,11to Appt~moo Oats jUAI $0 C Wee M ino ortionce

DuTY MODULE O-F-6 taps" (11 (411 (31 1 2I1 4 1 40

Performs staff functions pertaining to motor vehicle of%"%a

__11__ $Cot

maintenance and operations above) I

10370 Advise superior and staff and subordinate unit0

commanders on motor vehicle maintenance and

operations.

0371 Exercise operational control over organization's

motor vehicle maintenance element.

0372 Monitor requisition, receipt, storage, safety and

issue of automotive parts and POL.

0373 Establish motor pool facility and coordinate its

use.

0374 Plan and coordinate motor maintenance programs and

schedules.

0375 Receive, prepare and revise records and reports pertaining to motor vehicle maintenance and operations.

0376 Coorinate motor maintenance training.

0377 Coordinate driver training, testing and licensing.

0378 Conduct inspections pertaining to motor vehicle

maintenance and readiness.

0379 Determine vehicle requirements for motor movements

and prepare movement portions of operations plan

and orders.

10) (11 (2) 13) (41

1DO MODULE AND TASKS APPLY No, Little Several Majorltv All of

TO YOUR POSITION applicable ap1,cabllty of looks of tlok& tooks6

aIn actual or imulatad comnbat

operations arnd support)

0In garrison and other than a? _ _ _I_ I _

2. PERCENT OF TOTAL TIME SPENT (0) 11 (21 (3) (4) 0 I

ON THIS DUTY MODULE Not applicable 11. W0-211% 30-4094 1111-411191 70-49% 90- 100%

ain actual or simulatad comnbat

operations And support?

0 in garrison and othor than a) 0 I 4

1RELATIVE CRITICALITY OF THIS No! LaaW (21 (31 "a~ most

PART (MODULE)I TO ENTIRE JOB applicablea rlecal Avora.. Critical crtical

a. In actual of imulated combt

operations and support? _____

13 In gart ison and other than a? _____I____It

c-1
APPENDIX D

KNOWLEDGE CHECKLIST

TANK BATTALION MOTOR OFFICER

DATE

Respondent's Position /

Title Location

MOS OPMS Specialty Grade

This form is being used to provide information about the level of

knowledge required by certain officer positions in the Army.

We would like you to tell us the level of knowledge that is required

in order for an incumbent to function in a capable manner, with no more than

the usual level of supervision provided for the job. Use the same scale,

described below, to rate the Job requirements.

Expert: In-depth knowledge, including application of knowledge in

unusual or complex situations.

High Degree: Highly knowledgeable. Can apply knowledge in some

unusual or complex situations.

Moderate Degree: Level of knowledge needed to perform acceptably

in tyrical or usual situations.

Slight Degree: Sufficient knowledge to function in simple or

routine situations.

None: Not required by job or learned by incumbent.

Circle one letter on the Job Requirement scale that you think best

describes the level of knowledge required for capable performance in the

position you are rating.

D-1
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40-
APPENDIX E

AIR Duty Module Suray Form 111119074 identification No._______

Date: October 1975 Code:

DUTY MODULE- 0-2 ()()1121()(

Performs general administration y

J" 0 1 If

0014 Prepare administrative SOPS and instruction.

0015 Monitor security of classified documents.

0003 Prepare and review administrative correspondence, memoranda,

and reports.

0016 Establish and operate a distribution system for messages,

correspondence, and documents.

0008 Screen incoming correspondence and distribute for action

or information.

0017 Establish and operate suspense system.

0018 Authenticate orders and, official correspondence.

0019 Establish and post files of records and regulations.

0012 Review, interpret and apply directives and information.

0020 Schedule appointments, conferences, and other such

activities.

0021 Provide for reproduction and duplication services.

(0) (1) 121 (3) (4)

1 DO MODULE AND TASKS APPLY Not Little Several Melrt All of

TO YOUR POSITION applicable aplililitV of tski o tasks tc,

a In actual of simulated Combait111

operations aW4 qapon't).

b In garrisoin and other then&? _ _ _

2 PERCENT OF TOTAL TIME SPENT (0) (1) 121 (3) (4) 111) (6)

ON THI(S DUTY MODULE Not applicable 1-0% 10-29% 30-49% S0-60% 70-80% 90-100%

A. In actual or simulated coma 11

operatios: and support' 44

b In garrison end other then ip

10) (1) 41 1 RELATIVE CRITICALITY OF TH'IS Not "et (21 (3) te mosis PART (MODULE) TO ENTIRE JOB9 eapicable critical Average critical 11rit1cal

a in actual or ejlated coAma

operations and support?______ ______ _____

b in garrison endl other then s?~______ _____
AIR Duty Module Survey Form (Revl194) identification No.

D o: October 1975 Code:

DUTY MODULE O-F-6 8 * Performs staff functions pertaining to motor vehicle maintenance I -

and operations j 0 o 0! 4 !,

0370 Advise superior and staff and subordinate unit commanders

on motor vehicle maintenance and operations.

0371 Exercise operational control over organization's motor

vehicle maintenance element.

0372 Monitor requisition, receipt, storage, safety and issue

of automotive parts and POL.

0373 Establish motor pool facility and coordinate its use.

0374 Plan and coordinate motor maintenance programs and

schedules.

0375 Receive, prepare and revise records and reports pertaining to motor vehicle maintenance and operations.

0376 Coordinate motor maintenance training.

0377 Coordinate driver training, testing and licensing.

0378 Conduct inspections pertaining to motor vehicle maintenance

and readiness.

0379 Determine vehicle requirements for motor movements and

prepare movement portions of operation plans and orders.

-

(0) (1) (2) (3) (4)

1 DO MODULE AND TASKS APPLY NOt Little Several Meort, All of

TO YOUR POSITION applicable w ll t of ty. of tao&, tasks

a. In actual or simulated combat

operations and support? f

b In garrison and other than a?

2. PERCENT OF TOTAL TIME SPENT (0) (1I (2) (31 (41 (5) (6)

ON THIS DUTY MODULE Not aplicable I9% 10-209 30-4% 50-49% 70-9% 90-100%

a In actual or simulated combat

operati~ns and 2UPPOrtW________

a in actua or simulated co'a

operation and support~ I__I__I

b In uarriaon and other hWn a)

E-2

LO I 4
AIR Duty Module Survey Form (Rv9l74) Idotification No.

Dan: October 1975 Code:

DUTY MODULE O-HH-8 2 '

Directs and controls repair of non-missile equipment 31

1487 Inspect unserviceable equipment.

1488 Classify equipment and designate repair.

1489 Inspect items received to verify using units have performed

their maintenance function.

1490 Make repairs designated.

1491 Store equipment temporarily.

1492 Issue serviceable equipment to user or to storage facility.

1493 Dispose of non-repairable equipment.

1494 Prepare records of equipment processed.

1495 Post records of equipment repaired and supplies used.

1496 Requisition, receive, and store supplies used to repair

equipment.

1497 Perform in-storage-maintenance of items stored.

0799 Assign personnel to duty, inspect work, train in proper

procedures, and provide leadership.

I) (1) 121 (3) (4l

1 DO MODULE AND TASKS APPLY Not Littfl Srotl Mesoritir All of

TO YOUR POSITION applilcable spiicbilty of teks of tooba task*

a. In actual or simulated combat

Operations id support?

b in garrison and other than a?

PERCENT OF TOTAL TIME SPENT (0) I1) (2) (3) (41 (5I (61

ON THIS DUTY MODULE N Not appl cable 1-9% 10-21% 30-49% 60-9% 70-66% 60 0100% -

a in actual or simulated comat

operations aNd support, L____

I) in arrlsOfn and other thin 47

IOII1 (41

RELATIVE CRITICALITY OF THIS Not Lest ( (31 Thr most

PART IMOOULEI TO ENTIRE JOB inlfcable critic6 Average Critical eri 'Q-1

a In actual or simulated combat

operatons and supportI - -_

b in garrison lid other then a7
AIR Duty Module Survey Form terle4) identification No.___

De: October 1975 Code: 1 o ,,61 ,-41 13 (2, 1, () 40

DUTY MODULE O-U-6 i"l

Participates individually and directly in ground combat - S

0832 Fight eneny at close range with individual weapons or

in hand-to-hand combat.

0833 Employ night vision equipment in reconnaissance and target

identification.

0834 Sense effect of fire, and adjust fire accordingly.

0835 Drive vehicle in combat when regular operator is incapacitated or unavailable.

0836 Employ first aid.

0837 Operate crew-served weapons when regular crew is depleted.

0838 Operate field telephone and voice radio.

0839 Serve in patrols as required by the tactical situation.

(0) 01 (21 131 (41

1 DO MODULE AND TASKS APPLY Not ittle selweilIt, All 0

TO YOUR POSITION 4ICI 4tbof was .1= IM."

a In actual or simtUilld omla ?0amperttons er wpt)or1'

b In grson and other then 87

2 PERCENT OF TOTAL TIME SPENT (01 1) 421 431 44) (I Ill

O4 THIS DUTY MODULE Not aeillable 11-91 16-0% 10-410 ?@SS9 90-100%

a In actual or siomulew corYM

operatons and uawrt 7

b in IOArmn en other thian a

I) Il 141

3 RELATIVE CRITICALITY OF THIS Net Leas (2i) 13

PART IMODULEI TO ENTIRE JOB Gel"11418 0rifI Atel _ it."

a In ctuWor iIanta comlt I

1) in qerrun arm other than 07

A E-4