ABSTRACT
Imagine that you are a business owner who has recently invested thousands of dollars (in both capital and labor) to conduct a series of job analyses that an industrial psychologist convinced you would provide utility and legal protection. Now imagine your frustration when you want to create a pay-grade structure using your new job analyses but are told by the same psychologist that your data actually do not allow for this. Imagine you want to validate a physical ability test for several of your production and warehouse jobs, but you cannot do that either because your jobs are not described using a common language that promotes cross-job comparisons. No wonder the very phrase job analysis carries such negative connotations for those in organizations.
