ABSTRACT
Job analysis forms the foundation upon which virtually all human resource management systems are built. Although the validity of job analysis information is rarely questioned (Harvey, 1991), job analyses are o en based completely on human judgment (Goldstein, Zedeck, & Schneider, 1993). is is problematic because a considerable body of psychological research has demonstrated that human judgment is fallible and subject to considerable inaccuracy. e implications of this for job analysis are clear: Inaccuracies can have profound e ects on job analyses and the subsequent human resource management systems arising from job analysis data.
