Multiple Approaches to Job Analysis

Respond by Day 6 to at least one of your colleagues’ postings in one or more of the following ways:

  • Ask a probing question.
  • Share an insight from having read your colleague’s posting.
  • Offer and support an opinion.
  • Validate an idea with your own experience.
  • Make a suggestion.
  • Expand on your colleague’s posting.

Classmate’s Post:

“Inductive job analysis approaches such as critical incident job analysis or task surveys have the advantage of utilizing the most recent and relevant information available about a job. Additionally, the process concentrates on collecting information for one specific job or a group of comparable jobs that is observable and measurable (Deb, 2009). While these may make in inductive approach seem like the best approach Deb (2009) presents three drawbacks to consider. First, the process of a task analysis or crisis job analysis involves including subject matter experts (SMEs) and the collection of information requiring time and money to accumulate the information. Second, there is a minimal priority given to average performance in favor attention being given to effective and ineffective behaviors. Last, because the entire process is highly involved quantification of the process is challenging. As a result of both of the advantages and disadvantages, it may be best used in association with other analysis methods.

Although the inductive approach may be costly and time-consuming, a business seeking to develop training program or new or existing employees will be best served using the inductive approach of job analysis. This approach uses the information gathered from subject matter experts (SMEs) and task analyses to develop appropriate content for training employees or desired performance. While the inductive method can be involved, costly, yet customized. The deductive approach is less customized to the specific job and is not sensitive to current trends usually using a database such as is the case with O*NET, Position Analysis Questionnaire, and General Work Inventory (Landis, Fogli, & Goldberg, 1998; Wilson, Bennett, Gwaltney Gibson, & Alliger, 2012). However, this approach best suits an organization seeking to implement a system such as an employee selection or promotion or a range of jobs (Peterson, & Jenneret, 2007). The deductive approach may not offer some desirable features of the inductive method it can be easier to use providing a standardized measure, but also allowing for matching with human traits.

Personality requirements for a job are best analyzed using a deductive approach. While the inductive approach seeks to examine the job as it exists, the deductive method takes a broader view of positions as a whole over time and industries (Peterson, & Jenneret, 2007). A broad approach over time gives a stable picture of the personality characteristics and traits necessary to successfully fulfill the requirements of specific job. Additionally, the deductive approach such as in the Positive Analysis Questionnaire (PAQ) is meant to correlate job characteristics to human traits and characteristics. The PAQ collects information about characteristics needed to be effective and successful in the job (Stewart, & Brown, 2008). For example, a deductive approach to job analysis.”