A Review of Job Analysis Procedures and the Development of a Procedure for Analyzing Higher-Level Positions
|1.||The procedure should be suitable for, and clearly differentiate among, the twelve key occupational groups in the four, three-rung managerial hierarchies illustrated in the classification matrix in Figure 1.1.|
|2.||The procedure should provide an operational job description for each position in the classification matrix.|
|3.||If a standardized analysis instrument is used, it should conform to the same standards of professional construction, including the reliability and validity of its measures, as those required of psychological tests for the measurement of human abilities.|
|4.||The procedure should be time- and cost-effective for large-scale use in organizations and also be legally defensible.|
|5.||The procedure should be implementable by job incumbents, their supervisors, or other knowledgeable organizational personnel rather than by specially trained job analysts or consultants. This requirement would not only reduce costs but would also give organizational personnel the feeling that they had made a significant contribution in describing their respective positions.|
|6.||The procedure should not be restricted to use in the STEP program, but should also serve as the basis for a wide range of human resource management procedures including job description and design, job clarification, and the identification of training needs.|
A rather wide-ranging review of currently available job analysis procedures was undertaken in an attempt to find a procedure that could satisfy or be adapted for use in the STEP program.