Job Analysis 175the International Personality Item Pool (Goldberg, 1999), the NEO Job
Profi ler and NEO Job Personality Inventory (Costa, McCrae, & Kay, 1995),
and the Position Classifi cation Inventory (Gottfredson & Holland, 1994).Team - Based Job Analysis
As working in teams has become more important, job analysis questions
and measures need to be developed to identify the job elements and
competencies for successful collaboration and teamwork. The following
issues are important in understanding what is required to successfully per-
form a job:Task interdependence. Within the team, jobs performed by team mem-
bers are related to one another.
Goal interdependence. Work goals come directly from the goals of the
team.
Interdependent feedback and rewards. Performance evaluations are
strongly infl uenced by how well the team performs.
Communication and cooperation between groups. Teams cooperate to get
the work completed on time.For a comprehensive compilation of different types of job analysis
techniques and job analysis studies across a variety of occupations, refer to
The Job Analysis Handbook for Business, Industry, and Government (Gael, 1988).Conclusion
Forecasting human resources needs is a critical component of SHRM.
Organizations must assess trends, evaluate their current situation, and
project their human resources needs. Before decisions can be made on
recruitment and selection or training and development objectives, organi-
zations need to audit the skills and positions of their incumbent employees.
This audit will provide information on the inventory of KSAOCs and posi-
tions available within the agency and will call attention to any KSAOCs
or positions that may be missing. Jobs change, and the KSAOCs required
to perform them also change. To remain competitive, agencies must keep
abreast of changing skill and position requirements.
Not only is a job analysis required for the planning and development
of recruitment and selection strategies and for planning training and