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 often based completely on human judgment (Goldstein, Zedeck, & Schneider, 1993). This is problematic because a considerable body of psychological research has demonstrated that human judgment is fallible and subject to considerable inaccuracy. The implications of this for job analysis are clear: Inaccuracies can have profound effects on job analyses and the subsequent human resource management systems arising from job analysis data.
