Is Job Analysis Dead,
Misunderstood, or Both?
New Forms of Work Analysis
Juan I. Sanchez,
Edward L. Levine
Predictions of a “dejobbed” society—in which the notion of a static job with fixed responsibilities will no longer exist—have received a great deal of attention in the popular press (Bergquist, 1993; Bridges, 1994a, 1994b; Davidow & Malone, 1992). These predictions have also triggered questions about the usefulness of traditional human resource (HR) tools. As one of the very few HR tools that bears the word job in its label, conventional job analysis has recently been the object of numerous criticisms. Indeed, it has been accused of being legalistic and establishing rigid boundaries that preclude the type of flexible management that today's dynamic business environment demands (Drucker, 1987; Olian & Rynes, 1991; Young, 1992).
Job analysis has certainly had bad press from those calling for innovation in HR management. Should HR practitioners respond to these criticisms by ceasing all forms of job analysis? In this chapter, we argue that the proclaimed obsolescence of job analysis is really
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Publication information: Book title: Evolving Practices in Human Resource Management: Responses to a Changing World of Work. Contributors: Allen I. Kraut - Editor, Abraham K. Korman - Editor. Publisher: Jossey-Bass. Place of publication: San Francisco. Publication year: 1999. Page number: 43.
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