ABSTRACT
Organisational role analysis (ORA) is a process for assisting individuals and organisations to clarify and support effective role performance in achieving the aim of their organisation. The thinking behind this specific method began in the 1960s and has continued to evolve as working life, organisations, and environmental conditions have changed. Seminal contributions to the conceptualisation and practice of ORA have been explained by Borwick, Lawrence, Reed, and Bazalgette. The idea of ORA sprang from the involvement of these originators in the experiential methods for learning about group and organisational dynamics pioneered by the Tavistock Institute of Human Relations. The essential focus of ORA is on the connection between work role performance and the sanctioned task of organisation. An ORA consultant needs a systems framework to analyse the multi-faceted pressures that shape a role and the implications for renegotiating a role.
