Job analysis for a changing workplace

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dc.contributor.advisor
dc.contributor.authorSingh, Parbudyal
dc.date.accessioned2010-11-24T20:37:45Z
dc.date.available2010-11-24T20:37:45Z
dc.date.issued2008
dc.description.abstractJob analysis sits at the heart of all human resource practices, making it a critically important management activity in every organization. However, with increasing competition, shorter product life-cycles, rapid technological innovations, and the changing nature of organizational structures, its underlying assumptions are becoming increasingly questionable in today's dynamic work environment. Moreover, the methods used by traditional job analysis are simply not applicable to many new and emerging jobs and some authors feel it may even be an obstacle to organizational success. This has led to calls for a more proactive and strategic approach to job analysis so that the procedures will continue to be relevant. In this article, I emphasize the need for a strategic approach to job analysis, present a strategic job analysis framework, and discuss implications for organizations.en
dc.identifier.citationSingh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review, 18(2), 87-99.en
dc.identifier.urihttp://hdl.handle.net/10315/6300
dc.identifier.urihttps://doi.org/10.1016/j.hrmr.2008.03.004
dc.language.isoenen
dc.publisherElsevieren
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectCompetency modellingen
dc.subjectChanging workplaceen
dc.subjectJob analysisen
dc.subjectStrategic job analysisen
dc.subject.keywordsStrategic job analysis
dc.subject.keywordsJob analysis
dc.subject.keywordsChanging workplace
dc.subject.keywordsCompetency modelling
dc.titleJob analysis for a changing workplaceen
dc.typeArticleen

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