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Job analysis (also known as work analysis) is a family of procedures to identify the content of a job in terms of activities involved and attributes or job requirements needed to perform the activities. Job analysis provides information to organizations which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully. The process of job analysis involves the analyst describing the duties of the incumbent, then the nature and conditions of work, and finally some basic qualifications. After this, the job analyst has completed a form called a ''job psychograph'', which displays the mental requirements of the job.〔Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum Associates〕 The measure of a sound job analysis is a valid task list. This list contains the functional or duty areas of a position, the related tasks, and the basic training recommendations. Subject matter experts (incumbents) and supervisors for the position being analyzed need to validate this final list in order to validate the job analysis.〔Hartley, D.E. (1999). Job analysis at the speed of reality. Amherst, Mass.: HRD Press.〕 Job analysis is crucial for first, helping individuals develop their careers, and also for helping organizations develop their employees in order to maximize talent. The outcomes of job analysis are key influences in designing learning, developing performance interventions, and improving processes.〔Franklin, M. (2005). Guide to Job Analysis. American Society for Training and Development.〕 The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future.〔Schneider, B. and Konz, A. M. (1989), Strategic job analysis. Hum. Resour. Manage., 28: 51–63.〕 Job analysts are typically industrial-organizational (I-O) psychologists or human resource officers who have been trained by, and are acting under the supervision of an I-O psychologist. One of the first I-O psychologists to introduce job analysis was Morris Viteles. In 1922, he used job analysis in order to select employees for a trolley car company. Viteles' techniques could then be applied to any other area of employment using the same process.〔Viteles, M.S. (1922). Job specifications and diagnostic tests of job competency designed for the auditing division of a street railway company. Psychological Clinic. 14, 83-105.〕 Job analysis was also conceptualized by two of the founders of I-O psychology, Frederick Winslow Taylor and Lillian Moller Gilbreth in the early 20th century.() Since then, experts have presented many different systems to accomplish job analysis that have become increasingly detailed over the decades. However, evidence shows that the root purpose of job analysis, understanding the behavioral requirements of work, has not changed in over 85 years.〔Wilson, M. (2007). A history of job analysis. In L. Koppes, Historical perspectives in industrial and organizational psychology. Mahwah, NJ: Lawrence Erlbaum Associates.〕 ==Purpose== One of the main purposes of conducting job analysis is to prepare job descriptions and job specifications which in turn helps hire the right quality of workforce into an organization. The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; description of a job; development of performance appraisals, personnel selection, selection systems, promotion criteria, training needs assessment, legal defense of selection processes, and compensation plans. The human performance improvement industry uses job analysis to make sure training and development activities are focused and effective.〔 In the fields of human resources (HR) and industrial psychology, job analysis is often used to gather information for use in personnel selection, training, classification, and/or compensation.〔Cascio, W. F., & Aguinis, H. (2005). Applied Psychology in Human Resource Management〕 Industrial psychologists use job analysis to determine the physical requirements of a job to determine whether an individual who has suffered some diminished capacity is capable of performing the job with, or without, some accommodation. Edwin Flieshman, Ph.D. is credited with determining the underlying factors of human physical fitness.〔Fleishman, E.A. (1964). The Structure and Measurement of Physical Fitness〕 Professionals developing certification exams use job analysis (often called something slightly different, such as "task analysis" or "work analysis") to determine the elements of the domain which must be sampled in order to create a content valid exam. When a job analysis is conducted for the purpose of valuing the job (i.e., determining the appropriate compensation for incumbents) this is called "job evaluation." Job analysis aims to answer questions such as: * Why does the job exist? * What physical and mental activities does the worker undertake? * When is the job to be performed? * Where is the job to be performed? * How does the worker do the job? * What qualifications are needed to perform the job? 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「job analysis」の詳細全文を読む スポンサード リンク
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