Job and Work Analysis

Frederick P. Morgeson earned his PhD in industrial and organizational psychology from Purdue University in 1998. He is currently the Eli Broad Professor of Management in the Broad College of Business at Michigan State University. Dr. Morgeson studies how organizations can optimally identify, select, develop, manage, and retain talent to achieve their strategic goals. He has conducted award-winning research, taught, and consulted across a range of topics in the human resource management and talent management domain, including recruiting and hiring; leadership experiences and development; team leadership and performance; organizational development; and job analysis and design. This includes working with numerous public and private-sector organizations across a range of industries. He has been awarded Fellow status from the Academy of Management, the American Psychological Association, the Association for Psychological Science, and the Society for Industrial and Organizational Psychology.Michael T. Brannick earned his PhD in industrial and organizational psychology from Bowling Green State University in 1986. He is currently Professor in the Psychology Department at the University of South Florida. He teaches a graduate seminar in job analysis. His research interests include research methods and teams.Edward L. Levine earned his PhD in industrial and organizational psychology from New York University in 1970. He is currently Professor in the Psychology Department at the University of South Florida and served as chair of the department from 1993 to 2001. His research interests include job analysis, personnel selection, control in organizations, and affect at work. He is certified as a diplomate in Industrial and Organizational Psychology by the American Board of Professional Psychology, and he is a Fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association.

• PrefaceAbout the AuthorsChapter 1 • IntroductionOverview of the BookThe Uses of Job AnalysisDefinitionsBuilding Blocks of Job Analysis MethodsA Couple of Job Analysis ProjectsChapter SummaryChapter 2 • Work-Oriented MethodsTime-and-Motion StudyFunctional Job AnalysisTask InventoriesCritical Incident TechniqueChapter SummaryChapter 3 • Worker-Oriented MethodsJob Element MethodPosition Analysis QuestionnaireOther Trait-Based Worker-Oriented MeasuresCognitive Task AnalysisPersonality-Oriented Job AnalysisChapter SummaryChapter 4 • Hybrid MethodsCombination Job Analysis MethodMultimethod Job Design QuestionnaireWork Design QuestionnaireOccupational Information Network (O*NET)Chapter SummaryChapter 5 • Management and TeamsManagement and LeadershipCompetency ModelingJob Analysis for TeamsCognitive Task Analysis for TeamsChapter SummaryChapter 6 • Job Analysis and the LawFederal LegislationEnforcement of Equal Employment Opportunity LawsExecutive OrdersProfessional StandardsPrescriptions for Job AnalysisChapter SummaryChapter 7 • Job Description, Performance Management and Appraisal, Job Evaluation, and Job DesignJob DescriptionPerformance Management and AppraisalJob EvaluationJob Design/RedesignChapter SummaryChapter 8 • Staffing and TrainingStaffingTrainingChapter SummaryChapter 9 • Doing a Job Analysis StudyMatching Purpose and Job Analysis AttributesSelecting ApproachesObservations and InterviewsQuestionnairesAnalyzing DataA Note About Accuracy in Job AnalysisChapter SummaryChapter 10 • The Future of Job AnalysisChanging ConditionsImplications for Jobs and Work/Job AnalysisChapter SummaryGlossaryReferencesIndex

"This book is the go-to source of information on job analysis. [A] unique, rich book, and a must-read for future job analysts, I/O psychologists, and HR professionals in training."