This book was written to address the need for timely, thorough, practical, and defensible job analysis for HR managers. Under continuing development over the past 50 years, Functional Job Analysis (FJA) is acknowledged by major texts in HR and industrial/organizational psychology as one of the premier methods of job analysis used by leading-edge organizations in the private and public sectors. It is unique among job analysis methods in having its own in-depth theoretical grounding within a systems framework. In addition to providing a methodology for analyzing jobs, it offers a rich model and vocabulary for communicating about the competencies (skills) contributing to work success and about the design of the work organization through which those competencies are expressed.

FJA is the right theory and methodology for future work in an increasingly competitive global economy. This book is the authoritative source describing how FJA can encourage and support an ongoing dialogue between workers and management as they jointly pursue total quality, worker growth, and organization performance. It is a flexible tool, fully recognizing the rapid changes impacting today's organizations. It is a comprehensive tool, leading to an in-depth understanding of work, its results, and its improvement in a unique organization context. It is a humane tool, viewing workers in light of their full potential and capacity for positive growth. With FJA, workers and managers can work more constructively together in a wholesome and productive work relationship.

chapter 1|10 pages


part |2 pages

Part I: Learning and Understanding the FJA Model

chapter 2|11 pages

The Work-Doing System

chapter 3|10 pages

The Work Organization

chapter 4|11 pages

The Worker

chapter 5|10 pages

The Work

chapter 6|14 pages

Reducing Friction in the Work-Doing System

part |2 pages

Part II: Generating the FJA Data

part |2 pages

Part III. Using FJA in HRM Applications

chapter 10|14 pages

Recruitment—Attracting a Workforce

chapter 11|13 pages

Selection—Testing Applicants

chapter 12|11 pages

Selection—Interviewing Applicants

chapter 13|17 pages

Training—Improving Worker Skill

chapter 17|13 pages

Job Design—Building Better Work

chapter 18|20 pages

FJA and the Law—Meeting the Legal Test