BOOK REVIEW •
The book chosen for my assignment is “ A “ A Practical Guide to Job Analysis “, “, authored
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by Erich P. Prien; Leonard D. Goodstein; Jeanette Goodstein and Louis G. Gamble Jr. ublished by Pfeiffer in !""#. This book ro$ides comrehensi$e guidance to %ob analysis. &t has clearly e'lained the
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imortance of doing a roer %ob analysis and ho( of an imroerly designed %ob design, has the caacity to affect e$ery other function of )uman *esources. +or instance, ho( does an ineffec ineffecti$ ti$ee %ob analys analysis is imact imact the recrui recruitm tment, ent, traini training ng and de$elo de$elomen ment, t, erformance management, manage ment, etc. is gi$en in detail (hich also reinforces the imortance of %ob analysis. This book is $ery structured, (ith the reader being gradually dra(n into the core sub%ect.
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This book is con$eniently di$ided into chaters, (hich gi$es the reader a thorough understanding of the concet and conte't of %ob analysis, and its imortance for the effecti$e functioning of any organiation. -ritten in a simle style (ith a limited usage of (ords, (hich other(ise makes the
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rocess of understanding and interretation difficult /, the authors ha$e ensured that the concet of %ob analysis is (ell reached to the audience. 0ot only does this book emhasie on the imortance of the rocess of %ob analysis, it
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also tells us ho( to go about (ith the rocess. This book has ro$ided eight temlates of doing a %ob analysis. The eight ready 1 to 1use temlates are e'tremely informati$e and useful to us readers and also to the )* rofessionals, resonsible for conducting a %ob analysis for organiations. The temla temlates tes are the necess necessary ary instru instructi ctions ons to a comlet comletee %ob analys analysis, is, (hich (hich are
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ro$ided, are a result of e'tensi$e research. These temlates ro$ide a basis for conducting %ob analysis for different le$els of %obs, right from the entry le$el to the senior most le$el and are arranged in an increasing order of comle'ity i.e. from entry le$el to the senior le$el. Job analysis is something something that is usually usually not gi$en much imortance, imortance, the focus is on the
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erformance and hiring the right eole for the right %obs. The authors ha$e made the readers realie the imortance of a thorough %ob analysis and made them understand that it is indeed %ob analysis that enables an organiation to realie its fullest otential in the long run through its most imortant resources 1 its emloyees. The lesson that a thorough, (ell diagnosed %ob analysis (ill reduce hiring mistakes to a large e'tent has been clearly dri$en home. )iring the right eole for the right %ob is the main focus of any organiation, and an udated %ob analysis is essential to create a recent %ob descrition, (hich lays an imortant role in determining the number of otential candidates alying for that articular %ob.
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2n reading the book, one might get a feeling that 3 Practical Guide to Job 3nalysis, is
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not an ordinary te'tbook (hich gi$es a mere theoretical e'lanation of the concets, but rather a comrehensi$e manual to %ob analysis 1 a manual that gradually takes through the rocess of %ob analysis, its imlications, the comonents of an ideal %ob analysis, and the imortance of one. Personally & found it e'tremely useful and easy to understand. -hat & liked most about the book and its authors, is the fact that e4ual imortance has been shared to (orklace characteristics, (hich forms one of the highly neglected, yet a critical intangible factor, that imacts the erformance of an organiation. )o(e$er this book ro$ides a detailed analysis of the same, and e'lains ho( all these are connected by a $icious circle, (here all the factors are interrelated.
ARTICLE REVIEW •
526PETE057 839ED J28 303L79&9
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&nternational Journal 2f 3cademic *esearch in 3ccounting, +inance and 6anagement 9ciences $olume :; no. ; January !": (((.hrmrs.com/ This article aims to find the relationshi bet(een the cometencies of the emloyees
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and %ob analysis if any /. &t also aims to determine the relation bet(een cometencies, %ob erformance and moti$ation. This article is comrehensi$e, (ith data collected from the samle being 4uite
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reliable. The samle chosen for data collection for the research is a random one, ho(e$er carefully selected so as to include all the $arious le$els of emloyees in the organiation, from the to < senior le$el managers to the lo(er le$el staff. The nature of the research is highly technical. &nstead of 4ualitati$e or sub%ecti$e
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measures usually emloyed in sur$eys conducted to measure %ob satisfaction/ , this study has made use of 4uantitati$e measurements like statistics the authors ha$e used 9P99 $ersion = 1 9tatistical Package for 9ocial 9ciences /, Likert 9cale and 5hi 94uare test for the analysis of the results. 8ecause of the techni4ues used for arri$ing at a solution for the research roblem in
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4uestion, the reader might face difficulties in interreting the results on their o(n. 3fter a clear introduction of the main concets 1 cometency, kno(ledge, skills, attitude and %ob analysis (hich also clarifies the difference bet(een all of the abo$e /, the authors mo$e to(ards the focus of the study 1 %ob analysis ractices are not being meticulously follo(ed in organiations, (hich subse4uently creates roblems in the future.
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>sing statistical methods, the authors ro$e a significant link bet(een %ob analysis
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and the right skills. Their results ro$e that a thorough %ob analysis and skills are deendent on each other, and that changes in one (ill automatically result in a corresonding change in the other. The study yielded the results as e'ected 1 established a relation bet(een %ob analysis
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and cometency only skills and kno(ledge, not attitude /, as this study disro$ed the relation bet(een attitude and %ob analysis, this states that attitude and %ob analysis are t(o indeendent $ariables. 3lthough the results of this study are already (ell kno(n 1 i.e. the imortance of %ob
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analysis, relation bet(een %ob analysis and cometencies, this research aer has tried to ro$ide more authentic roof for the same by the use of emirical < 4uantitati$e methods. The study could ha$e been made little more interesting and aroachable (ith the inclusion of other 4uantitati$e tools like ictorial reresentation and < or grahical reresentation.
JOURNAL REVIEW
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&6P35T 2+ J28 303L79&9 20 2*G30&?3T&203L PE*+2*6305E 1 30
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E0@>&*7 20 &0D&30 P>8L&5 9E5T2* E0TE*P*&9E 8. A. 9udhakar, T. Latha 5hakra$arthi, and Dr. 9hamyal Pradhan, in their article try
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to determine the imact of %ob analysis on organiational erformance. Job analysis is one of the most imortant acti$ities of the deartment of human
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resources rofessionals. )iring a cometent and suitable indi$idual to fill a osition is a (in 1 (in situation for both the emloyers and the emloyees. 3 erfect %ob analysis is useful in all the other )* functions. 3 erfect %ob analysis also hel identify factors that shae emloyeeBs moti$ation and %ob satisfaction. This article is significant as it ro$ides an insight into the rocess of %ob analysis in a
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ublic sector organiation like 8harat 9anchar 0igam Limited. This is articularly imortant in a scenario (here ma%ority of the go$ernment organiations are blamed for their oor erformance oututs. Though this study ro$ides emirical e$idence and also ro$es the imortance of %ob analysis, the results of this study cannot be alied to a large ma%ority because of its e'tremely small samle sie comaring (ith the sie of the &ndian ublic sector /
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i.e. there is no e$idence to ro$e any ositi$e contribution of %ob analysis to all other organiations. The authors before turning their attention to(ards the focus of their study ha$e
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e'lained the conte't and the concets in 4uestion thoroughly, (hich makes it easier for any reader to understand. The research aims to find the relationshi bet(een %ob analysis, organiational
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erformance, %ob analysis, %ob descrition, organiational olicies and %ob e$aluation if any / in a ublic sector enterrise 1 890L, Cadodara. The data is obtained from the emloyees of 890L, Cadodara, both through mail and in erson. The samle sie is . >sing statistical methods, the author sho(s the ositi$e contribution of %ob analysis to
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the erformance of 890L. The statistical tool emloyed is &869P99.!". Though a thorough study on the factors affecting %ob e$aluation, (ith emhasis on the
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imact of an udated %ob analysis on the erformance of the organiation as a (hole, & felt that this could ha$e been better had the study been conducted on all the emloyees, rather than the deendence on a ilot study. -hile the alication of statistics and the deendence on the same for authentication of the results of the study is to be lauded, the detailed (ritten e'lanation about the interretation of results could ha$e been made short and cris to minimie boredom.
JOB ANALYSIS
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Job analysis is the rocess by (hich an in deth understanding of the (ork to be done by the eole in the organiation is de$eloed i.e. Job analysis is a systematic rocess for collecting and analying information about a %ob as the life cycle of human caital begins (ith %ob analysis. Job analysis ro$ides an inFdeth understanding of the cometencies re4uired for success in selecting the best candidates.
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Job analysis is a rocess (hile %ob descrition is the outcome
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correct %ob analysis thus becomes e'tremely essential for the normal functioning of e$ery organiation as all %ob descritions are based on %ob analysis for %ob descritions are essential right from the hiring stage throughout the life cycle of an emloyee in the organiation. 3lication of Job analysis /The first e'ternal alication of %ob analysis 1recruitment. Ano(ledge of the skill sets re4uired and the nature of the (ork is essential not only for the recruiter but also for the candidates, to kno( the kind of %ob for (hich they are alying. !/Job analysis is the rocess of rearing Job descrition it hels in the hiring rocess to :/ Job analysis is not only essential for hiring ne( emloyees but also to analyse the cometencies of the e'isting staff.
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Performance managementFJob analysis lays a role in de$eloing or modifying comensation systems and erformance araisals. The kno(ledge of (hat makes an outstanding erformance, an a$erage le$el or a borderline le$el is critical asect of erformance management and ideally this should be the basis for setting ay and bonuses.
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Training and de$eloment 1 %ob analysis is useful not only for hiring ne( emloyees, but also to analye the cometencies of e'isting staff. 9uch data is imortant in identifying the gas bet(een the re4uired skill set and the a$ailable skill set, and this ga can be bridged by emloying a suitable training rogram. Thus a comlete %ob analysis (ill indirectly facilitate in scheduling training.
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The life cycle of human caital in any organiation in fact begins (ith %ob analysis. The urose of a %ob analysis is to ro$ide an in deth understanding of the cometencies re4uired for success in order to select aroriate candidates. The emirical research by 5amion, Palmer and 5amion ##; 5amion, Pursell and 8ro(n #/ clearly sho(s that (hen the hiring rocess (as based on a careful %ob analysis, the rediction of %ob success is greatly increased.
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Job analysis ro$ides a temlate for screening the mass of resumes. 3n accurate and sufficiently detailed analysis (ill ser$e as a temlate that gi$es a measure of rotection against charges of discriminatory hiring. 3nother use of %ob analysis is in de$eloing beha$ioral inter$ie(ing rotocols for candidate screening.
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Elements of %ob analysis 1 an ideal %ob analysis has the follo(ing comonents
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3 descrition of the (ork acti$ity The kno(ledge, skills and abilities o Data on the range of %ob erformance o 5haracteristics of the (ork lace. o Descrition of the (ork acti$ity or the tasks in$ol$ed in doing the %ob should include
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imortance and fre4uency of that action. Ano(ledge is not demonstrated as the (ork itself, but by rior education, e'erience,
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training. 9kills refer to the directly obser$able roficiency in doing things; skills should cou ld ne manual, $irtual or mental ability. 3bility refers to the caacity to integrate kno(ledge and skills simultaneously to bring about a successful %ob. *ange of %ob erformance 1 star erformances are identified from the rest of the ack, based
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on their erformance i.e. an ideal %ob analysis must also set modest initial le$els for ne( hires < %oinees so that there is fair degree of %udgment. 5haracteristics of the (orklace F (orklace characteristics is generally gi$en scant attention. Carious (orklace characters like culture, climate, inherent risks osed by (orking there, etc. / a cometent %ob analysis, includes a thorough understanding of these.
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Thus, the end roduct of %ob analysis is %ob descrition, (hich is a (ritten statement that describes the imortant tasks< ractices that must be erformed to sustain this articular %ob / the necessary re4uirements to do the same, the le$els of erformance e'ected this $aries deending on the e'erience and < or e'ertise / and those characteristics that imact the (ork or erformance.
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6ET)2D9 2+ 52LLE5T&0G D3T3 +2* J28 303L79&9 &05L>DE a. b. c. d. e.
9elf reorts Direct obser$ation &nter$ie(s Document re$ie(s @uestionnaires and sur$eys
9elf reorts 1 easily a$ailable source of information about the %ob
Direct obser$ations 1 most useful for %obs that in$ol$e hysical acti$ities; for %obs that are redominantly cogniti$e in nature, direct obser$ation ro$ide $ery little < no data at all. 8oth self reorts and direct obser$ations do not ro$ide much information about the necessary re4uirement s nor about the le$el of %ob erformance. &nter$ie(s 1 can be grou or indi$idual Document re$ie(s 1 the archi$es of most organiation contain large amounts of documents, (hich can be used for rearing a thorough %ob analysis. @uestionnaires and sur$eys 1 the easiest method of obtaining data instead of starting from the scratch, those resonsible for ro$iding information about the %ob a re re4uired to ans(er a set of structured 4uestions ertaining to the %ob. •
53CE3T9 30D 53>T&209 2+ J28 303L79&9 Dynamic F changes o$er time o %ob descritions ha$e a $ery short half life as it not only $aries from %ob to ob, emloyer to emloyer or industry to industry, but also because there are a number of (ays by (hich the %obs themsel$es kee changing 1 one cannot dare to underestimate the role of technological interference. i.e. %ob descritions become obsolete, (hich imlies ne( %ob analysis has to be conducted, to udate the %ob descrition. o
Lo( accuracy There arises a tendency to inflate or deflate / the imortance of the%ob< elements of the %ob. 2ther factors might distort the data. To minimise this dra(back the task of rearing a %ob descrition after a thorough %ob analysis must not be gi$en to a single emloyee < )*, but to a grou of eole or raters.
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Lack of stability Job analysis and %ob descrition are not stable for longer eriods, because of the instability in the (ork itself i.e. seasonal or nature of ma%ority of / (o rk. +or instance, the (ork of an accountant intensifies during ta' rearation season, sales ersons during year end, or the )* deartment during recruitment season. 3nother reason for their instability is the constant imro$isation brought about by the emloyees themsel$es, irresecti$e of (hether they are necessary or not.
ROLE OF HR IN JOB ANALYSIS
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Job analysis is the rocess by (hich an in deth understanding of the (ork to be done by the eole in the organiation is de$eloed i.e. Job analysis is a systematic rocess for
collecting and analying information about a %ob as the life cycle of human caital begins (ith %ob analysis. Job analysis ro$ides an inFdeth understanding of the cometencies re4uired for success in selecting the best candidates. •
9ince recruitment is the ma%or function of )*, it is the role of )* to ensure that a roer %ob analysis is in lace. 8ecause %ob descritions deend on %ob analyses, it must be ensured that a erfect %ob analysis is in lace.
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Job analysis is useful not only for hiring ne( emloyees, but also to analye the cometencies of e'isting staff. 9uch data is imortant in identifying the gas bet(een the re4uired skill set and the a$ailable skill set, and this ga can be bridged by emloying a suitable training rogram. Thus a comlete %ob analysis (ill indirectly facilitate in scheduling training (hich again is the resonsibility of )*.
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Job analysis ro$ides useful information for human resource lanning. &t is the foundation for forecasting demand for and suly of human resources in an organiation. &t is also necessary for rearing )* in$entory and )* information system in the organiation.
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Job analysis information is useful (hile determining comensation, (hich again is the duty of a )*.
CASE STUDIES CASE STUDY 1
&6P2*T305E 2+ E9T38L&9)&0G 3 J28 303L79&9 EHE*5&9E &0 30 2*G30&?3T&20 1 3 539E 9T>D7 2+ 8*E3D 630>+35T>*&0G 526P30&E9 &0 ?&6838-E
The case study based research aimed at determining the imact of Job 3nalysis in bread manufacturing comanies in ?imbab(e. @uestionnaires and inter$ie(s (ere used for collection of data. The board and management of bread manufacturing comanies (ere looking for (ays to sustain their business and de$elo. The researchers obser$ed that there is a need for organiation to analye the imortance of Job analyses rocess, as a (ay of sol$ing the roblems of comensation, training, selection, P69 and conflict of duties. &t (as found during the study that Job 3nalysis in 8read menu comanies in ?imbab(e (ere erson oriented and not task oriented.
This ga$e them oortunity to conduct a case study and ro$ide them an insight of ho( Job 3nalysis should ideally be done.
This study based on 4ualitati$e and 4uantitati$e research methodologies/ re$ealed that =I of the emloyees resondents/ felt that Job 3nalysis rocess is their organiations (ere ineffecti$e and oor. I belie$ed that Job 3nalysis imro$es o$erall organiations erformance. The study also re$ealed some of the factors that ose a challenge to the imlementation of Job 3nalysis first time, finance and reluctance to articiate. Desite its dra(backs, it (as acceted that the concet of Job 3nalysis and its roer imlementation had ositi$e imlications on emloyees, organiational erformance, gro(th, labor turno$er. Job analysis, (hen rocess deendent rather than eole oriented (ill be more effecti$e.
CASE STUDY 2
3PPL&53T&20 839ED 539E 9T>D7 F &n 3ugust !"!, troical storm 5harley hit 0orth 5arolina and the 2tima 3ir +ilter 5omany. 6any emloyeesB homes (ere de$astated and the firm found that it had to hire almost : comletely ne( cre(s, one for each of its shifts. The roblem (as that the “2ldFtimers had kno(n their %obs so (ell that no one had e$er bothered to dra( u %ob descritions for them. -hen about :" ne( emloyees began taking their laces, there (as general confusion about (hat they should do and ho( they should do it. The storm 4uickly became old ne(s to the firmBs outFof state customersF (ho (anted filters, not e'cuses. Phil 6ann, the firmBs President, (as at his (its end. )e had about :" ne( emloyees, " oldFtimers, and his original factory suer$isor, 6aybelline. )e decided to meet (ith Linda Lo(e, a consultant from the local uni$ersities business school. 9he immediately had the old timers fill out a %ob 4uestionnaire that listed all their tasks, duties K resonsibilities. 3rguments ensued almost at onceF 8oth Phil K 6aybelline thought the oldFtimers (ere e'aggerating to make themsel$es look more imortant, and the oldF timers instead that the list faithfully reflected their duties. 6ean(hile, the customers clamored for their filters.
Should Phil & Linda ino!" #ha# old$#i%"!' (!o#"# and )!i#" u( #h" *o+ d",!i(#ion a #h""" .i#/ Wh-/ Wh- no#/ Ho) )ould -ou o a+ou# !"ol0in #h" di.."!"n,"/
0o, Phil K Linda should ne$er ignore the oldFtimersB rotest. 9ince it is the old1timers (ho ha$e full kno(ledge about the tasks, duties K resonsibilities they used to erform. &gnoring them may result to turbulence among the (orkers and theyBll feel cheated hence leading to lo(er roducti$ity. -riting %ob descrition (ithout the information ac4uired from oldFtimers (ould be
like climbing mountain (ithout a guide. 9ince they kno( the nature and re4uirement of the %ob $ery (ell, they must be asked about the information of the %ob before (riting a %ob descrition. To resol$e the roblem & (ould ha$e used a 4uestionnaire (ith both structured as (ell as oenF ended 4uestions. That (ould ha$e lead to lesser confusion and misinterretation by Phil Ho) )ould -ou ha0" ,ondu,#"d #h" *o+ anal-i/ Wha# hould Phil do no)/
9olution & (ould ha$e conducted the %ob analysis in one of the t(o (ays. Either & (ould ha$e used 4uestionnaire (ith both structured as (ell as unstructured 4uestions/ or the inter$ie( method. &n the inter$ie( method, after collecting the information, & (ould further roceeded to get the information re$ie(ed and $erified by the immediate suer$isor of the inter$ie(ee and the inter$ie(ee. Phil should no( use the information, (hich is $erified and re$ie(ed by suer$isor and (orker both, for the training urose of the ne( (orker. The information consists of task, duties K resonsibilities of the (orkers. -hen the (orkers (ill be trained accordingly theyBll kno( (hat to do and ho( to do, resulting in lesser confusion and timeF(astage K increase in roducti$ity so that 2tima 3ir +ilter 5omany comes back on track.
CASE STUDY 3
J28 303L79&9 3T G2 +2*-3*D GoF+or(ard is a large retailer of comuter roducts. -ith ! stores in the >9 and a lan for an additional " stores in the ne't t(o years, GoF+or(ard is the fastest gro(ing comuter retailer in the >9. The comanyBs most imortant strategic ob%ecti$e is to meet customer re4uirements and e'and the customer base to include more smallFbusiness o(ners (ith (hom GoF+or(ard can establish longFterm relationshis. Go +or(ard comuters roducts retailing/ is dealing (ith difficulties (ith its )uman *esources system and rogram, articularly in hiring and training and de$eloment. 2n one asect, the high rate of current staff turno$er is abo$e the market a$erage rate. 2n the other hand, the other challenge is to start the hiring demand of huge amount of staffs in ne't t(o years " store managers (hich are e4ui$alent (ith !"I of the current emloyee/. 6oreo$er the )uman *esource system and rogram such as creating, de$eloing and choosing training courses, etc. are not yet strong and robust rocessed. There are no continuously training and imro$ing system to retain and de$elo talent and good erformer and
Go +or(ard has not focused on hiring and retaining effecti$ely as such. Go +or(ard is currently hiring ="I from e'ternal market, ay high cost for recruiting agent and $ery high turno$er rate. The t(o factors 1 hiring effecti$ely and training roerly lays $ery imortant roles in this conte't (hich need to ha$e $ery strong focus and attention from Go +or(ard. The first and foremost essentiality is to ha$e an effecti$e hiring system and hiring rogram in lace to ha$e the aroriate recruitment and selection criteria (hich also matching (ith %ob oriented strategy. Go +or(ard chose the %obForiented aroach to select its store manager. 8ased on the techni4ue de$eloed by 9idney +ine and colleagues in #, there (as a consideration of %ob oriented %ob task/ that is concerned (ith (hat gets done %ob contentFtask/. 5hoosing %ob oriented aroach heled Go +or(ard lessen ressure in recruitment. &n order to do so, Go +or(ard must de$elo the $ery firm, large, recision and detailed %ob secifications database to create the %ob cometency rofile here after called as %ob rofile/. The %ob rofile is $ery imortant and can be used from creating %ob $acancy, %ob rele$ant selection rocedures, erformance araisals to training rogram, determining comensation le$els and %ob reFdesign. 8uilding u those rofiles can hel to address the other matter also training and de$eloing/. The (ell %ob rofile includes %ob analysis as %ob descrition, %ob secification and %ob erformance standards. 3ll the hiring rocess need to align (ith the core %ob rofile at the $ery initial to final stes such as screening %ob alication form store manager, rimary inter$ie( (ith )uman *esource deartment. Go +or(ard has realied that the %ob analysis is again the $ery imortant and useful tool to understand (hich training and de$eloment might and must be re4uired. The imlementation lan needs to focus on measurement and timely control to ad%ust and imro$e (hene$er needed. Go +or(ard needs to include measurement system to track the hiring rogram such as (hether (e send less effort than before to select store manager after creating and alying the $ery close and e'act %ob secifications; tracking of ho( can the %ob rofile is used, (hat is the fre4uency it is rocessed and ho( is the feedback from all emloyees about the usefulness of %ob rofile. The imlementation lan should consider tight concrete milestones to re$ie( and ad%ust accordingly. 2nly by doing this, the Go +or(ard )uman *esource erformance (ould be imro$ed. 2ther(ise, the (hole )uman *esource system cannot be (ell matched and ket u (ith the change and ugrade of the comany. Go +or(ard might need to ay more monitoring on the budget lanning and granted fund to ensure all ne( ideas can be imlemented successfully. The training uni$ersity needs to modify to udate (ith some la( changes, some ne( skill emerged that need to add into the current training system. The challenge of hiring and training and de$eloment emloyee is not ne( roadblocks (ithin any organiation. This human resources (ar or talent attracting cometition is esecially high in gro(ing and emerging economy industry. The solutions for those issues are ho( to de$elo the robust and sustainable foundation of hiring system and create the lasting (orking atmoshere for
emloyee to reach their freely o(n gro(th. )iring the right eole at the first time al(ays make the rest become less rough. Go +or(ard can recei$e its lo( staff turno$er (ith building u its erfect %ob rofile solutions, thus aly it for all other asects of its human resources such as create %ob $acancy, %ob rele$ant selection rocedures, erformance araisals and training rogram, determining comensation le$els and %ob reFdesign.
BIBLIO1RAPHY
. 3 Practical Guide to Job 3nalysis Erich P. Prien, Leonard D. Goodstein, Jeanette Goodstein, Louis G. Gamble Jr. Published by Pfeiffer; 9an +ransisco, !""# !. 5ometency based %ob analysis &nternational Journal 2f 3cademic *esearch in 3ccounting, +inance and 6anagement 9ciences Colume :, no. ; January !": :. &mortance of establishing a %ob analysis e'ercise in an organiation a case study of bread manufacturing comanies in ?imbab(e 3ustralian Journal of 8usiness and 6anagement *esearch Colume !; no. ; +ebruary !": . 5ase study %ob analysis at Go +or(ard 9ol$ay 8russels 9chool Economics and 6anagement January !"! M. &macts if %ob analysis on organiational erformance an in4uiry on &ndian ublic sector enterrises Procedia Economics and +inance, !"
