JOB ANALYSIS 
have been correctly listed and o.k.’d by both workers and 
supervisors, the next step is to determine their relative 
importance and the amount of time spent on each. This 
information is obtained by again interviewing the worker 
and by watching him at work. Salesmen have been studied 
in this way by going with them and making a time study of 
the different phases of their work. The third step is to find 
out just how the worker accomplishes each of his tasks. 
This again involves personal interviews with workers and 
observation of them at work. 
Either method of analysis should be supplemented by all 
the additional information which may be gathered from the 
company records and from the literature. 
All information should be placed in writing as soon as 
obtained, and should be concrete, concise, and in minute 
detail. 
IMPORTANT POINTS IN JOB ANALYSIS 
Confine yourself to the statement of facts. 
Do not overlook anything. Before deciding not to investi- 
gate a point thoroughly, first make sure that it is not worth 
investigating. 
Do not tell the worker how to do his work. 
Talk to the worker in his own language. 
Do not confuse the work processes with the abilities 
necessary to carry them on. 
Do not confine the analysis to the work done by the 
ablest man. 
Do not argue with worker or supervisor regarding any 
questionable point in the analysis. 
The job analysis serves as a point of departure for sev- 
eral other preliminary steps which will be treated succes- 
sively: the choice of a criterion of success, the selection of 
men to be the subjects of the investigation, and the analysis 
of abilities required for success. The first of these will be 
the subject of the next chapter. 
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