Adapting work analysis to a fast-paced and electronic business world

The reliance of traditional job analysis on job incumbents as the primary s ource of work-analytic data is critically examined. It is argued that the s ole use of incumbents is practically and theoretically unjustified. The inc orporation of non-incumbents to the work analysis process is advocated, esp ecially when abstract human attributes and strategic requirements are evalu ated. The time and resource savings afforded by the use of mechanical estim ation of work dimensions are also discussed. A revision of traditional form ats of data collection in job analysis such as paper-and-pencil surveys and face-to-face interviews is proposed. Instead, the potential work-analytic uses of electronic records of work information nowadays available in electr onic performance monitoring systems are outlined.