This chapter discusses work flow analysis and job design. It lays out considerations for analyzing tasks necessary to produce products/services and designing jobs. Work flow analysis examines the outputs, processes, tasks, and inputs of each work unit to identify how to structure jobs efficiently. Job design is related to an organization's structure - functions that require teamwork are better suited to decentralized structures that empower employees. Understanding work flows and conducting job analyses provides essential information for human resource activities like staffing, training, and performance evaluation by clarifying job requirements.

1. 96 PART 1 The Human Resource Environment
L*'l Summarize the
elements of work flow
analysis.
Wotk Flow 0esign
The process of
analyzing the tasks
necessarY for the
production of a
product or service.
.!ob
A set of related duties
Position
The set of duties
(iob) performed bY a
particular Person.
This cl-ra;.,ter rliscr.rsses the analysis and clesign
of r'vork antf in cloing so' lays out

2. some c.nsiclerarions that go into making.rt-fotlri.d
deci'sions about ho*' to create and
link jobs. The chaprer;'""g;.;trh n lolk atthe big-picrure
issues related to analyz-
;;ffi ii;,; ;.i,.r;;;;;t.;n1 ,trr,.t.,r.. The discussion
rl-ren tllrns to the more
sr.ccific issues ol ,,,.'r'r;;t;;;]..[tit"'"t ioh"' Traditionalll"
job arrallsis ha" ernpha-
:H i;- ,*,';i.;;:i;;';jub, ,n o'i., to rnake clecistotis
sttch rs er'plo1'ee selccriorr'
rrainir-rg, and compen;il.;;-rrrasr, job.design has
emphasized rnaking jobs more
e{ficient or rl1ore *"ri.;ri;^Ho.""r,.r, u, d-rl, .hup,.t
sho'uvs, the lrvo aclivities are
interreiated.
W*rk F[*w *r: *ngeffi€sm*t*rts
3
::.
ii
;
:
r ? vq 'q
Lte co.text of the organization's o'erall

3. lnformed decisions about jobs take
place- in t
.--..^-"^ .-.^^l-,..- rhA rcsLs
,li:i?'.L: TiTilf il"'; '"* ;; ; ik' 1' ;t de s i g n' *u'n9'"ll i:::': :'.* :
i:l :
HJIJjT ti;1",:5.J t..rl.l "' '*' '.."
ivt'r"'
'r'''"t:'r*'li':::l'
i*"f:::i:i1:','#:::
:i il:ff :. i:i:'""a ti"*;;,. ( n i o P is,a se;,or':111-:1 j::';:: :^f#: H
*n"ito speclllc JoL')b z'ru PUi t-'-^t laas rnany teaching
posidons; the persotl
of duties performed by one pcrsoll :A
scnool, t , -r---.-^L.-- R-.i,rrr thoqe r-lecisions
;l'l,TJ'::.T:ilil::: ;H'*f il'il""*n'r'" 1?Tr.l:::::l
i,::lX":*':,*:::':;filling eacn oI ttlose P()stltulrr ro l''Lrrvr!rrr-^b
,;;h"" the inore traditio'al practice of
""
.*tf. florv design car-r lead to better result
looking at jobs inclivicluallY'
Work Ftow AnalYsis r L -.-. -,.
Belore clesiglrilrg its rr,ork fl.lrv, rlre orgatrizatitltr,.
plantrers need ro anaIyze ,har lVorK
needs ro be done. Fig.,; 4. f ;lro*, ,i-rJ "i",,'.r-,t,
of
^
ruork flo*' analysis' For each type

4. of u,ork, such as proa..Jr'rg u p.od.,., line
or providing a slrpport set'ice
(accounting'
legal support, and sc.r ;:-rh.';;;ftoir iJ..rtii., th" o,.,tpr.,t
of the process' the activi-
ries involr.ecl, ancl three categolies of
inputs: ,u* ir-,ptt" (materials and inforilration)'
"-H["il.,, lf rl:Tl::T:,"J 1?""",,r.'u",0,nir, whe rher a de p ar r
mellr, re am' or ir.rcl i
-
'idr_ral.
An ourpur .; #';r';;i11, id.,',t f
'
le as a .o,opitttd purchase order' an
ernp toy rne't *, r, :,, -"'
i;, i" - *-i:'::i*,"
"iL,Tl
:n#Hiirll lT; Jt
i::uil:l::ii':i:T.T5i:J'"i:ilti:-;'::., s,rch as col''pure'[s,
*u"v
"'''plov".'
proc]ttceotheroutputs,sl.tchascolllponentsoftlreComputers,mark
etingplarrs,and
tuilcling sec*riry. y";t t1;;; ur'r"iy.l, identifies t6e

5. outpr-tts r:rf particular rvork *nlts'
The ar-ralysis considers .ot only the a'rount ;L";"'
bttt al'o ti.'?lt): sta.dards' This
arrer-rtion ro ourpurs l;;;i;'t".entiy gained artenrio'r
among HRM professiouals'
Horr,ever, it gir,es u .t.o'",. vier,r, of lrow
,o i,',.,.n," the e{fectil.erress of each u'ork unit.
For the oLrrpr.lrs i.r".irri"i, u,ork flo.uv analysis
then. examines the rvork pfocesses
rised to generate '1t";;;;;;'-wo'k
prot;""; ale the activities that meinbers of
a rvot'k rrtrit eLrgage irr ro l'rocluce a
given otrtpttt' Ever'1' process consists ol opelar-
irg prucedtrr.cs thar spe.ifi, lr.r' t6ings ,tto..,iJ'U" J'-'n"'oi
eac6 stage of tler,eloping
rhe orrrpr.rt. Th.r. n;::.;lr.r'i;i;;;;ii ;h. rasks
thar r'usr be perfo'rne'1 in pr.-
'lucing
tl're output' i;;;11;' il^""*'ti' breaks down the
tasks into those perfor*re'l
b' eacl-r Lrerson "-,
,i.," *,.,ri. unir. Ti-,is "'rfir..h;lps
rvit' desig. of efficie't work

6. sistems bv clarifying 'uhitl-'
tasks are,nett"t*' iit"]tl' tnhtt o tinit's work
load
increases' the unit irdcls people' and rvhen
ti''" 'i"t(
f""tl i"ttt^st'' some members o{
16c rrrrir .r.^. l.rrs.,n.,.,-rr.lrf, *'it6 u.r'elar...irrJtl"
an elfort to appeilr hrtsy' with-
or-rr k.o*,ledse of *,ork processes, it is ,norl J'fft"t'
to iclentify s'hethet rl-re rvork
,lrr
rl
CHAPTER 4 Analyzing Work and Designing Jobs 97
Fig*r* 4" 1
Developing a Work Flow
Analysis
ra-
)n,
)re
lIe

7. Raw lnputs
What materials,
data, and
information are
needed?
Equipment
What special
equipment,
facilities, and
systems are
needed?
Oqtp$t.i:'':r'..lt: , .,, :
-.,:..,.. ::..:., .l:. .:,'
What prodgct;, ', ,
information, <ir r', :a1l
-1_ _-)
_t _
) i:
set
Llll
)11S
r-rf
di-
an
rch
rat

8. ees
urd
its.
his
als.
elt.
ises
;of
:at-
ing
)ro-
red
ork
:ad
sof
th-
ork
lacrlttres, ano ; ;-
systems are : I
needed? ; I_***r
I
I
Human Resources i Ill
What knowledge, i I
skills, and abilhies
rrk
'pe

9. rlgl
vi-
n),
are needed by t
those performing I
the tasks? :
t
unit is properly staffed. Knowiedge of work p{ocesses also can
guide staffing changes
,,,har', ,"o.k is automated, outsourced, of restrllctured. At some
companies, so mttch
effort has gone into analyzing and refining work processes to
improve efficiency that
rvhen demand plummeted in the fecent recession, layoffs*as
great as they rvere-
were less than rvhat the decline in sales would have predicted.
For example, the South
Carolina manufacturing plant of Parker Hannifin Corporation
needs so few people to
run rhe facility and each person is so knorvledgeable that the
colnpany cannot oper-
are rhe piant if it lays off any workers. In addition, at
companies like surgical-device
maker Conmed, rvork processes have become so flexibie that
the conpanies adjust to
changes in demand gradually as rhey occur, rather than piling
up inrrentory and then
halting and later resuming production.2
The final stage in r.l'ork flow anaiysis is to identify the inputs
used in the developrnent

10. of the rvork unit's product. As shou,n in Figr:re 4.1 , these
inputs can be broken dor'vn
inro the ral,inputs (rnaterials andknowledge), equipment,
andhuman skills needed to
perforn-r the tasks. In the mortgage banking industry, the inputs
required for servicing
ioans increased drarnatically after the financial crisis and
econotnic recession made
repayrnenf impossible for a rvave of borrowers. The federal
governfient launched the
Horne Affordable Modification Program (HAMP), ir-r which
loan servicers-who
traditionally handled just the routine tlansactions of paying off
a home loan*were
expected to work with borrou'ers to arrange ner.v deals they
could afford. Loan servicers
sLrddenly needed many more people, and these people needed
skills in working rvith
the public as well as technical knor.viedge for determining
rvhat borrowers can afford
to pay, u'hat their home is rvorth, and what documents are
required to modify a loan
98 PART 1 The Human Resource Environment
under HAMP. The servicers aiso needed colnputer softwale
and hardware for processing ail the data and docurnents' The
challenge of quickly providing these new inputs is so great that
some servicers are simply outsourcing the whole process to
specialists.3
Work Flow Design and an Organization's

11. structure
Besides iooklng at the work florv of each process' it is
important
Firefighters work as a team. They and their to see how the work
fits within the context of the organization's
equipment are the "inputs" (thev do the work), and structure.
Within an organization, units and individuals must
the "output" is an extinguished l'::y ]lt]:t" cooperare to create
outpurs. Ideally, the organization's strLrcture
*iff:'::#,:T::::l-ilHil'il:il.:1:i?'l' brings together the people who
must collaborate to erricientlv
to create an elfective leam. lf these firefighters prod,rc. the
desired outputs' The sti'ucture may do this in a way
are rrained to do anypart of the job, theihief can lhat is highiy
cenffalized (that is, u,ith authority concentrated
deploy them rapidly as needed. in a few p"ople at the top of the
organization) or decentralized
(with auihority spread among many people)' The organization
LGf Describe how
may group jobs according to functions (ior example' welding'
painting' packaging)' or
work flow is related it may set up divisions
to focus on products or customer groups'
to an organization,s Altho.,gh there are an
infinite number of ways to combine the erements of an
structure. organizationt structure, we can make some
general observations about structure and
*&k d.rig.r. If the strucrure is srrongly based on function,

12. rvorkers tend to have lorv
r.rtho.ity?.rd to work alone at highly specialized jobs' Jobs that
involve tearnwork or
broad responsibiliry ter-rd to ,.q.ilr.
.u
,trrr.,u." based on divisions other than func'
ii*r. Wh"" the goal is to empolver employees, companies
therefore need to set up
,iru.r.,r", and job] that enableiroad ,erpontibility, such as jobs
tha.t i.volve ernploy'
ees i1 serving a particular gtoup of customers or producing a
particular product,
rather
than performir-rg a narrowiy d&".d function- The organizalion's
structure also affects
*urug.rr' jobs. Managing a diyision responsibie for a product or
customer group tends
,o ,"q*ri.. more experie.,".. ur-rd cognitive (thinking) abiiity
than rnanaging a depart-
ment that handles a particular function'4
york desig., ofte., emphasizes the analysis and design of iobs,
as described in the
remainder of Ini, .hupt... Ahhough all of these approaches can
zucceed, each focuses
or. or-r. isolated job ai a time. The"se approaches do not
necessarily consider how
that

13. ,^gi" i.U fits into the overall *ork flo* or structure of the
organization.
To use these
;;;iliU,"., effectively, human resource personnel should also
understand their orga-
nizarion as a whole. As rhe "HR Oopsl" emphasizes, without
this big'picture appre'
ciation, they mighr redesign a job in u *uy ,hu, makes sense for
the particular
job but
l"*3 Define the
elements of a 1ob
analysis, and discuss
their signi{icance
for human resource
management.
Job Analysis
The process of getting
detailed information
about iobs.
is out of line with the organization's work flow, strllcture, or
strategy.
Jsb ,Analysis
To achier,e high-quality performance, organizations have to
understand and match

14. irll".irir.*.i* u.,d p.opi.. This understanding requires iob
analysis, the process
tf;;;rfu Jetailed ir-,formatior-, about jobs. Analyzing jobs and
understanding what is
required to carry out a job provide essenrial knowledge for
staffing, training,
perfor-
,rl"-a.. Upp.Uisal, and tlrur-ry oth", HR activities. For iustance,
a supervisor's evaluation
.i"" .*pf"Vee's rvork should be based on performance relative to
job requiremer'lts'
ln very ,*uli orgurlzarions, li'e managers may 1-rerform a job
analysis' but usually the
tn,
::ili:
:ta.
tl
.t
rti,
i:,r
r:{l
:11,,
::il
,.:;,:l
iil
lir

15. ti
ttl
:$
'ts
,,*i
r;i::
']j,
:tl:
i
::i
11"::
t.
li
lil
;:,
:irr
',i
;l
'[
rii
ii.:.

16. are
'he
rat
to
,)..,
rnt
,n'S
ust
dre
.tlv
/ay
ied
zed
.o1-r
,or
an
.nd
ov
or
]C-
up
ly-
)et
.he

17. ses
rat
ese
ga-
re-
)ut
,ch
ess
tis
or-
cts
'rds
rrt-
I t ! f'5 : i !
J i": i-i tjr:. i l"] i*{l
"
: ::i i,:
One way to see the significance of announce that, henceforth,
that Source.'Based on Scott Gornall, "The
work design and job analysis is to space was the ldea Lab,
where SuperfluousPosition." EntrepreneulJuly
learn from what happens at com- employees could go to reflect
on 2009, http://www.entrepreneur.com.
panies that fail to define jobs. An ideas. He drew up a flow
chart to

18. anonymous employee of a muhi- explain the ldea Lab. He called
, Q'uestions
media company told Entrepreneur monthly meetingsfor idea
sharing. 1. Why might management be
magazinek Scott Gornall about an His colleagues, unimpressed,
felt reluctant to prepare a formal
editor who was given a new job that he was disturbing their
work job description for a position
title, "creative manager of contentj' in order to justify his new
respon- like ,,creative manager of
Unfortunately, the scope of that job sibilities, whatever they
were. content,'? What are the pitfalls
was never specified or explained to Perhaps in principle, a
creative of not doing so?
others in the company. manager of content would have ,2. What
advice about the
The new creative manager met a real need for this publisher,
position would you give to this
appointed himself to teach the but because the position and its
company,s managers?
others how to be more creative. fit with the organization's
objec-
He placed some magazines in a tives were never clearly spelled
cubicle and called a meeting to out, the idea was wasted.
,!!,1.i1.r:,.:1*t_i{a*,:r,t-rJqa$fijaltai:iilr'{i$i:iit}1.:/,..|1j'i:q'
lriT,t4t1!1!B€-_in+!,fi,i.'1 {,..:j4
work is done by a human resource professional. A large
company may have d cotrl.
pensarion managemenr department rhat includes job analysts
(also called personnel
analysts). Organizations may also conrracr with firms that
provide this service.

19. Job Descriptions
An essential part of job analysis is the creation of job
descriptions. A job description Job Description
is a iist of the tasks, duties, and responsibihties (TDRs) thar a
job entails. TDRs are Alistof the
observable actions. For example, a news photographer's job
requires the jobholder to tasks, duties, and
use a camera to take photographs. If you were to observe
someone in that position responsibilities (TDRs)
for a day, you would almost ieriainly see some pictures being
taken. When a manager that a particular job
attempts io evaluate job performance, it is moit important io
have derailed inforria- entails'
tion about the work performed in the job (that is, the TDRs).
This inforrnation makes
it possible to determine how well an individual is meeting each
iob requirement.
A job description typically has the format shown in Figure 4.2.
It includes the job
title, a brief description of the TDRs, and a list of the essential
duties with detailed
specifications of the tasks involved in carrying out each dury.
Although organizations
may modifi this format according to their patticular needs, all
1ob descriptions within
an organization should follow the same format. This helps rhe
organization make con-
sistent decisions about such matters as pay and promotions. It
also helps the organiza-
tion show that it rnakes human resource decisions fairly.
'lfhenever
the organization creates a new job, it needs to prepare a job
descrip-

20. tion, using a process such as the one detailed in the "HR How
To" box on page 101.
Job descriptions should then be reviewed periodicaliy (say, once
a year) and updated
if necessary. Performance appraisals can provide a good
opportuniry for updating job
descriptions, as the employee and supervisor compare what rhe
employee has been
doing against the details of the job description.
on
rts.
.he
---..&. _
99
Figure 4. ?
Sample lob DescriPtion
100 PART 1 The Human Resource Environment
TRAIN CREW/SERVICE AT UNION PACIFIC
OVERVIEW
When you work on a Union Pacific train crew, you're working at
the very heart of our railroad' Moving trains. Driving trains.
Making sure our customers'freight gets delivered safely and on
time.

21. JOB DESCRIPTION
ln this entry-level position, you'll start as a Switchperson or
Brakeperson, working as on-the-ground traffic control' You
don't need any previous railroad experience; we provide all
training. These jobs directly lead to becoming a Conductor and
a Locomotive Engineer, where you will have a rare oPPortunity
to work on board a moving locomotive. The Conductor is
responsible for the train, the freight and the crew. The
Locomotive Engineer actually oPerates the locomotive-
DUTIES
As a Switchperson or Brakeperson, you'll learn to move trains
safely in the yards and over the road. You'll be climbing
ladders,
boarding freight cars, operating track switches, inspecting cars,
and using radio communications to control train movement'
MAJOR TASKS AND RESPONSIBILITIES
You won't work a standard 4O'hour work week. Train crews are
always on-call, even on weekends and holidays. You'll travel
with our trains, sometimes spending a day or more away from
your home terminal.
Job Specificalion
A list of the knowledge,
skills, abilities. and
other characteristics
(KSAOs) that an
individual must have
to perform a particular

22. job.
SOURCE: Union paci{ic Web site, www-
unionpacific.jobs/careers/explore/trainltrain-service.shtml,
accessed
March
B,2010.
Organizations should give each newiy hired e[rpioyee a copy of
his or her job
descriirion. This helps th! employee to understand rvhat is
expected, but it shouldn't
be pres.nted as limiting the employee's commitment to quality
and customer satisfac-
riol. Ideally, .,rrploy".i wili want to go above and beyond the
listed dr-rties r'r'hen the
sirr-ra[ion and their abilities cail for that. Many job descriptions
include the phrase nrrd
other duties as requestedas a way to remind employees not to
tell their supervisor, "But
that! nor part of my job."
Job Specifications
$ilhereas the job description focuses on the activities involved
iir carrying out a
job,
a job specifiiation look, at rlre quaiities or requirements rhe
person performing the

23. lot *,-,it possess. It is a list of the knowledge, skills, abiliries,
and other characteris-
tics (KSAOs) that an indir,idual must have to per{orm the job.
Knowledge refers to
i".t rnl or procedural information that is necessaty for
successfulty performing a task'
Fo, .*"*pi", this conrse is providing you rvith knowledge in
horv to manage human
."rorr."r. A rkill is an in,liviiual's level of proficiency at
perforrning a particular task-
rhar is, the capability to perform it weii. !(/ith knorvledge and
experience, you could
(
C
t
t
I
ll
Preparing a job description begins
with gathering information from
sources who can identifY the
details of performing a task-for
example, persons alreadY Per-
forming the job, the suPervisor
or team leader, or if the job is
neq managers who are creating
the new position. Other sources
of information may include the
company's human resource files,

24. such as past job advertisements
and job descriptions, as well as
general sources of information
about similar jobs, such as O-NET
{ http ://o n I ine. o netcenter. org }.
Based on the information gath-
ered, the next step is to identifY
which activities are essential
duties of the iob, These include
mental and physical tasks, as well
as any particular methods and
equipment to be used in carrYing
out those tasks. When Possible,
these should be stated in terms
that are broad and goal oriented
enough for the Person in the
position to innovate and irnprove.
For example, "Developing and
implementing a system for order-
ing supplies efficiently" implies a
goal (efficiency) as well as a task.
From these sources, the writer
of the job description obtains
the important elements of the
description:
. Title of the iob-The title
should be descriptive and, if
appropriate, indicate the iob's
level in the organization.
. Administrative informa'
tion about the iob-The iob

25. description may identifY a
division, department, suPervi-
sor's title, date of the analYsis,
name of the analyst, and other
information for administer-
ing the company's human
resource activities.
. Statement of the job's
purpose-lhis should be brief
and describe the position in
broad terms.
e Essential duties of the job-
These should be listed in order
of irnportance to success-
ful performance and should
include details such as Physical
requirements (for examPle, the
amount of weight to be lifted)'
the persons with whom an
employee in this job interacts'
and the results to be accom-
plished.This section should
include every dutY that the job
analysis identified as essential.
. Additional responsibilities-
The job descriPtion may state
that the position requires
additional resPonsibilities as
requested bY the suPervisor.
Sourees: Small Business Administration,
"Writing Effective Job Descriptions,"
Small Business Planner, www.sba.gov/

26. smallbusinessplannerl, accessed March
10, 20'10; and "How to Write a Job
Analysis and Description," Entrepreneur,
www.entrepreneur.com, accessed March
10,2010.
1
il
!-
t:
.ti
lr.
1e
.s-
trl
k.
1n
iJ
acquire skill ln the task of preparing job specification s. Ability
, in contrast to skili, refers
to u *or" general enduring capability that an individual
possesses. A person might
have the
"bility
ro cooperate with others or to rvrite ciearly and precisely.

27. Finally, other
chmactenstlcs might be personality traits such as someone's
persistence or moti/ation
to achieve. Some jobs also have legal requirements, such as
licensing or certificatioll.
Figure 4.3 is a set of sarnple job specifications for the job
description in Figure 4.2.
In deveioping job specifications, it is important to consider all
of tl-re elernents
of KSAOs. As with writing a job description, the information
can come ftom a
combination of people performing the job, people superyising or
planning for the
job, and trained lob an^iysts. Most of the jobs in a grocery
rvarehouse are physically
iaxing, so to describe positions at a Roanoke County, Virginia,
distribution center'
Atlas Logistics ernphasizes KSAOs related to that challenge.
Atlas needs ernployees
rvho are ,tror-rg enough to lift B0 pounds and who are rvilling
to spend part of the day
rvorking in the freeze, a.e".5
In contrast to nsks, duties, and responsibilities, KSAOs are
characteristics of peo-
p1e and are not directly observabie. They are observable only
when individuals are
ca.rying out the TDRs of the job-and afterrvard, if they can
show the product of
141

28. 102 PART 'l The Human Resource Environment
['igure 4"3
Sample Job SPecifi catrons
tS4 Tell how to obtatn
information for a job
analYSis.
TRAIN CREW/SERVICE AT UNION PACIFIC
REOUIREMENTS
You must be at least 18 years old' You must speak
and read
fngtbh t"*rse you'll be asked to follow posted bulletins'
r.ollutionr, rule tooks' timetables, switch lists' etc' You must
pu"t
"
t..aing comprehension test (see sample) to be
considered {or an interview'
JOB REOUIREMENTS
You must be able to use a computer keyboard' and you must
O.
"Uf"
to count and compare numbers' (You might' for

29. "*".p1.,
be asked to count the cars on a train during
t*it.iri"g.f You must be able to solve problems quickly and
react to-changing conditions on the job'
You must have strong vision and hearing, including the
ability
to: see and read hand signals from near and {ar; distinguish
;;;;"" colors; visually]udge the speed and distance of
movlng objects; see at nighq and recognize changes
in sounds'
You must also be physically strong: able to push' pull'
lift.and,,
."rru uo to 25 pounis frequently; up to 50 pounds occasionally;
""a'"ot
o ag pounds infrequentiy' You'll need good.ba.lance
to
r."*iJtfu ti"o on and off equipment and work {rom ladders to
;.";#;il* turkr. And you must be able to walk' sit' stand
and stooP comfortablY.
You'll be working outdoors in all weather conditions-including
,no* i.., rain, clld, and heat-and {requently at elevations
more than 12 {eet above the ground'

30. s0uRCE: Union Pacific web site, www.unionpacific
jobs/careers/explore/train/train-seruice shtml' accessed
March
8,2010.
their labor. Thus, if someone applied for a
job as a news photographer, you could-not
simpiy look at rl,. i.a*6""i Jl"r"r*i'r" whether he oishe can spot
and take effec-
tive photogruphr. Hor"",r"., y"" .""fa draw conclusions later
about
the person's skills
Uv i*f.i"g
"t
examples of his or her photographs' .-
Accurate information about KSAOs is especially
important for making decj'sions
abotrtwhowillfillajob.Alnanagerattemptingtofillapositionneedsin
formation
about the .h"r"cr..isJi;;ili;J "nd
about tf,e characi"ristics of each applicant'
Interr,iervsandselectiond".i,io,.,,shouldther.eforefocusonKSAos.
Sources of Job lnformation
Information for analyzing an existing job often

31. comes from inctrmbents, that is, peo.
ple who currenrly h"li;fi;p;;iiit" i" the organization- Thev are a
logical source of
informarion because ,t'r"y u." most acquaintedl"ith
the details of the job' Incumbents
shoulcl be able to provide very accurate information'
A drar,r,back of ."iyil"g *l"rt ." t"cumbents' information is thar
they may have
an incentive ,o .*"gi"'i'"
-"f-'"t
they do in order to appear more vaiuable to the
fi
:i
ii
i1:
rll
iil
i!
,f
:,
rii
:
orga

32. supF
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ove
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use
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tasl
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ox
wh

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bet
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in
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