Job and Work Analysis

Frederick P. Morgeson earned his PhD in industrial and organizational psychology from Purdue University in 1998. He is currently the Eli Broad Professor of Management in the Broad College of Business at Michigan State University. Dr. Morgeson studies how organizations can optimally identify, select, develop, manage, and retain talent to achieve their strategic goals. He has conducted award-winning research, taught, and consulted across a range of topics in the human resource management and talent management domain, including recruiting and hiring; leadership experiences and development; team leadership and performance; organizational development; and job analysis and design. This includes working with numerous public and private-sector organizations across a range of industries. He has been awarded Fellow status from the Academy of Management, the American Psychological Association, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology. Michael T. Brannick earned his PhD in industrial and organizational psychology from Bowling Green State University in 1986. He is currently Professor in the Psychology Department at the University of South Florida. He teaches a graduate seminar in job analysis. His research interests include research methods and teams. Edward L. Levine earned his PhD in industrial and organizational psychology from New York University in 1970. He is currently Professor in the Psychology Department at the University of South Florida and served as chair of the department from 1993 to 2001. His research interests include job analysis, personnel selection, control in organizations, and affect at work. He is certified as a diplomate in Industrial and Organizational Psychology by the American Board of Professional Psychology, and he is a Fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association.

Preface
About the Authors
Chapter 1 • Introduction
Overview of the Book
The Uses of Job Analysis
Definitions
Building Blocks of Job Analysis Methods
A Couple of Job Analysis Projects
Chapter Summary
Chapter 2 • Work-Oriented Methods
Time-and-Motion Study
Functional Job Analysis
Task Inventories
Critical Incident Technique
Chapter Summary
Chapter 3 • Worker-Oriented Methods
Job Element Method
Position Analysis Questionnaire
Other Trait-Based Worker-Oriented Measures
Cognitive Task Analysis
Personality-Oriented Job Analysis
Chapter Summary
Chapter 4 • Hybrid Methods
Combination Job Analysis Method
Multimethod Job Design Questionnaire
Work Design Questionnaire
Occupational Information Network (O*NET)
Chapter Summary
Chapter 5 • Management and Teams
Management and Leadership
Competency Modeling
Job Analysis for Teams
Cognitive Task Analysis for Teams
Chapter Summary
Chapter 6 • Job Analysis and the Law
Federal Legislation
Enforcement of Equal Employment Opportunity Laws
Executive Orders
Professional Standards
Prescriptions for Job Analysis
Chapter Summary
Chapter 7 • Job Description, Performance Management and Appraisal, Job Evaluation, and Job Design
Job Description
Performance Management and Appraisal
Job Evaluation
Job Design/Redesign
Chapter Summary
Chapter 8 • Staffing and Training
Staffing
Training
Chapter Summary
Chapter 9 • Doing a Job Analysis Study
Matching Purpose and Job Analysis Attributes
Selecting Approaches
Observations and Interviews
Questionnaires
Analyzing Data
A Note About Accuracy in Job Analysis
Chapter Summary
Chapter 10 • The Future of Job Analysis
Changing Conditions
Implications for Jobs and Work/Job Analysis
Chapter Summary
Glossary
References
Index