This chapter has emphasized the major role that job analysis plays in HRM activities and programs. Each part of the diagnostic HRM model is in some way affected by job analysis. The job is the major building block of an organization. Therefore, it is essential that each characteristic of each job in an organization be clearly understood.

1. There are six sequential steps in job analysis, starting with examining the total organization and the fit of jobs and concluding with the preparation of a job specification (see Exhibit 6-1).
2. The uses of job analysis information seem endless. Strategic planning, recruitment, selection, training, compensation, and job design all benefit immensely from job analysis information.
3. Conducting job analysis is not for amateurs. Training is required.
4. Before conducting a job analysis, organization and process charts should be consulted to acquire an overview of the organization.
5. Four general job analysis techniques can be used separately or in combination: observation, interviews, questionnaires, and job incumbent diaries or logs.
6. The multimethod approach to job analysis uses a combination of these four general methods. It is a comprehensive approach and is currently viewed very favorably from a legal perspective.
7. Functional job analysis (FJA) is used to describe the nature of jobs, prepare job descriptions, and provide details on job specifications. The job is described in terms of data, people, and things.
8. The Dictionary of Occupational Titles is a listing of over 20,000 jobs on the basis of occupational code, title, industry.
9. The position analysis questionnaire (PAQ) is a 195-item structured instrument used to quantitatively assess jobs on the basis of decision making, communication and social responsibilities, performing skilled activities, being physically active, operating vehicles or equipment, and processing information.
10. The management position description questionnaire (MPDQ) is a checklist of 208 items that assesses the concerns and responsibilities of managers.
11. Job design involves structuring job elements, duties, and tasks to achieve optimal performance and satisfaction.
12. Job design was a concern of F. W. Taylor, the famous industrial engineer and father of what is called scientific management.
13. Job enrichment involves designing jobs so that employees' needs for growth, recognition, and responsibility are satisfied.
14. Reengineering is more than job redesign. It is taking a new look at the entire flow of work through an organization. Without adaptable job descriptions, however, it cannot succeed.