ABSTRACT
There are two aspects to introducing FJA to management. The first and primary one concerns arranging for the basic accommodations necessary to conduct FJA focus groups. The second involves demonstrating the wider implications of FJA for HRM in today’s highly competitive environment. No matter how small the problem originally presented, working at it with FJA ramifies to other areas of the organization because it contains all the basic elements of the work-doing system. The original problem usually will be an HR bread-and-butter issue such as those discussed in chapters 10 to 18 on FJA Applications. The challenge for FJA is to stay focused on the immediate problem, although the information and insights being gathered have broader ramifications. Seeing how FJA works in dealing with immediate problems can sometimes stimulate the curiosity of management to discover how it would operate in other situations. This would be the time to present the wider usefulness of FJA, for example, for such major undertakings as downsizing, reengineering, and TQM. Following through on the original problems can, on a small scale, involve a reappraisal of work assignments for which the task analysis produced by FJA is the fundamentally needed information.
