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Job analysis is a label given to the process of obtaining information about jobs, which includes both the description of what is done at work and the specification of what capabilities are needed to perform the work. It is one of the most widely used organizational data collection techniques and forms the foundation on which virtually all other human resource management systems are built. Finally, its use is essential to meet legal requirements. Despite changes in the work environment, job analysis remains an essential tool for industrial and organizational psychologists.

As a process, job analysis involves a series of choices, including the type of information to collect, the method by which the data will be collected, and the source of the data. The specific choices made, however, will depend on the purpose of the job analysis (or the reason it is being conducted). Job analyses can be conducted for a number of purposes, including the following:

  • Developing job descriptions that describe the essential nature of the job
  • Classifying jobs into clusters or families of related jobs
  • Developing selection systems, in which the job analysis is used to describe the knowledge, skills, abilities, and other characteristics needed for successful task performance
  • Developing performance appraisal systems, in which the job analysis is used to identify the key tasks and work behaviors performed on the job
  • Evaluating the worth of different jobs for compensation purposes
  • Designing or redesigning jobs to make them more interesting or efficient to perform
  • Developing training programs, in which the job analysis is used to identify the key tasks that workers must be able to perform

Type of Information to Collect

The type of information to collect is dictated by the purpose of the job analysis. Thus, it is essential to articulate the purpose clearly prior to starting a job analysis. With the purpose clearly defined, a variety of information can be gathered about a job. One of the most common types of information collected in a job analysis concerns work activities. Work activities are the observable behaviors performed by workers. There are several ways to examine work activities, varying on a continuum from very detailed actions to global behaviors. These include elements, tasks, duties, and generalized work activities. An element can be thought of as the smallest unit into which it is practical to divide any work activity without analyzing separate movements, motions, and mental processes. Tightening a bolt on a water pump would be an example of an element of an auto mechanic's job. There are often hundreds of elements for a job, which often makes them impractical units for most purposes. A task is a collection of related elements performed closely in time. Tasks have an identifiable beginning and end and are directed toward the achievement of specific job objectives. Replacing the water pump to ensure adequate engine cooling would be an example of a task from an auto mechanic's job. Most jobs can be summarized with between 30 and 100 tasks, which makes the task level very useful for numerous purposes. For example, when designing a training program, it is often helpful to have a very detailed understanding of the tasks performed on the job. This informs the content of the training program in terms of specific tasks workers need to learn.

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