Two Components of Job Analysis in an Organization

Job analysis enables job candidates to make informed decisions about new jobs that they are offered, as well, because the analysis provides detail about the job's duties and responsibilities, salary, and other incentives, as well as other variables pertinent to the job ("HRD & Marketing"). In recruiting for jobs and selecting candidates for them, job analysis provides similar benefits, enabling HR to properly convey what the job entails and assess potential candidates according to their ability to satisfy the job requirements ("HRD & Marketing"). Appropriate job placement hinges on good job analysis, since it is necessary to properly define the parameters of a job in order to place the right person in it ("HRD & Marketing"). In terms of transfers, job analysis ensures that the people who are qualified for a job according to the job analysis are the ones considered for it ("HRD & Marketing").

Many organizations use generic products, such as mass-produced employment tests and training programs, instead of conducting an in-house job analysis (Adams). They may feel that the investment of time and energy is not warranted or may not be aware of the advantages of doing the job analysis themselves.


A correctly performed job analysis can define the actual content of jobs and help to ensure that HR's programs based on the job analysis are legally defensible (Adams). Although the job analysis in itself does not protect the organization, it is an important component in proving that an organization has conformed to the legalities.

An area of concern for conducting job analysis testing of various kinds is their applicability to the actual job under study. In many cases, it has been found that paper-and-pencil tests do not adequately approximate the actual work comprised in a particular job, and therefore that this type of testing does not improve the selection process sufficiently (Muchinsky 218). Instead of such tests, therefore, it is preferable in some cases to have the candidates perform work that is an accurate sample of the work that would be done in the actual job (Muchinsky 218). Such a sample needs to be carefully developed and screened to ensure that it does accurately represent the actual work that would be performed in the job, but once this is ascertained, the results from administering a work sample are generally much more useful than those from administering a standard pencil-and-paper test; as Muchinsky states.

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