EMPLOYMENT PSYCHOLOGY
erate success in practice because one point bearing on stability
 and satisfaction on the job had been overlooked. The
work of the office was necessarily so distributed that the
heaviest load fell on the first days of the week, often requiring
 several hours of overtime on those days. No matter
how competent the employee as judged by tests or experience,
 she would not remain long with the company unless
she felt willing to accede to these overtime demands. A
complete job analysis would have brought out this fact.
In most large organizations a set of employment specifications
 based upon a job analysis will probably be available
to the investigator. Such an analysis usually lists only the
most outstanding facts about the job. Rarely is the information
 complete enough to serve as a basis for test construction.

Such specifications may serve as a point of departure, but
whether they are available or not, it will be a practical
necessity for the investigator to make an analysis himself in
order to see with his own eyes just what the job involves.
He brings to the problem a somewhat different point of view
and for his own particular purposes he should study and
evaluate all the phases of the job.
Job analyses have other uses as well as for purposes of
employment. They may serve as a basis for improving
methods and conditions of work, for establishing a training
course for new workers, for wage setting, for determining
lines of promotion, and for defining responsibilities.
While it is impossible to prepare in advance a comprehensive
 list of items to be considered in a job analysis which
will serve for every type of job or every use, the following
check list will be found suggestive. It will ordinarily have
to be shortened and adapted to the particular job under
study. The heart of the analysis is “5. Exact Operations.”
Similar lists are given by Scott and Clothier (166), Tead
and Gregg (182), Meine (112), Toops (202), Kingsbury
(92), and others.

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