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Abstract

The management revolution in the private sector in the 1980s and in the public sector in the 1990s has systematically overturned long-time assumptions that had become tantamount to laws Human resource management has certainly not been insulated from this trend Job analysis for job design and support functions will also need to be considered The long-term trends after World War II were fairly clear "Good' job analyses were generally considered enormously detailed exercises in comprehensive data collection and analysis Although comprehensive and sophisticated job analysis strategies will not and should not be banned from the human resource lexicon, it is time to reconsider the range of strategies typically promoted and to reemphasize more streamlined approaches as well In the current fast-moving, more fluid administrative environment, simpler methodologies are better suited in many situations A case example is provided using a job analysis of municipal clerks

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The Return to Simpler Strategies in Job Analysis

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