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JOB  ANALYSIS
Much  has  been  said  and  written  about  character
analysis,  but  very  little,  in  comparison,  about  job  analysis.
However,  in  the  process  of  selecting  employees,  the  latter
is  as  important  as  the  former.  Obviously,  it  is  useless  for
an  employment  manager  to  be  able  to  analyze  people
unless  he  is  able  to  analyze  equally  well  the  positions  in
which  he  intends  to  place  them.  We  have,  therefore,  these
two  distinct  aspects  of  selection,  the  analysis  of  the  man,
and  the  analysis  of  the  job,  equally  necessary  in  the  selection ­
  of  the  right  man  for  the  right  job.  And  the  successful
employment  manager  or  employment  system  must  be
able  to  meet  both  of  these  necessities.
This  is  a  much  more  difficult  and  complicated  task  today ­
  than  it  was  a  few  years  ago,  and  vastly  more  difficult
than  it  was  before  industry  reached  its  present  stage  of
development.  In  times  past,  trades  and  occupations  were
limited  in  number,  and  consequently  it  was  a  much
simpler  task  to  be  familiar  with  them.  Since  that  time,
the  great  mechanical  discoveries  and  inventions,  and  the
consequent  division  of  labor,  have  brought  about  an  almost ­
  unlimited  increase  in  the  number  and  variety  of
trades  and  occupations,  so  that  the  problem  of  job  analysis
to-day  is  one  of  utmost  complexity.  Particularly  true  is
this  since  the  growth  of  industry  has  brought  under  one
organization  many  different  trades  which  were  formerly
split  up  into  small  shops  and  factories.  Before  this  cen-251