Functional Job Analysis
A Foundation for Human Resources Management
Psychology Press – 1999
Series: Applied Psychology Series
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.
"It is this juxtaposition of technical descriptions of job analysis along with commentary on the current state of organizations and their relationship with their workers that makes this an intriguing book."
Contents: E.A. Fleishman, Series Foreword. Preface. Introduction. Part I: Learning and Understanding the FJA Model. The Work-Doing System. The Work Organization. The Worker. The Work. Reducing Friction in the Work-Doing System. Part II: Generating the FJA Data. Generating Task Data With Workers: The FJA Focus Group. Consulting With Management to Introduce FJA Into the Work-Doing System. The Use of FJA in TQM. Part III: Using FJA in HRM Applications. Recruitment--Attracting a Workforce. Selection--Testing Applicants. Selection--Interviewing Applicants. Training--Improving Worker Skill. Performance Appraisal--Acknowledging Worker Contributions. Career Development and Coaching--Encouraging Worker Growth. Pay--Rewarding Worker Performance and Growth. Job Design--Building Better Work. FJA and the Law--Meeting the Legal Test. Appendices: FJA Scales. Selecting Functional Job Analysts. Training and Accrediting Functional Job Analysts. FJA Task Bank Editing Manual.