EMPLOYMENT PSYCHOLOGY 
erate success in practice because one point bearing on sta- 
bility 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 requir- 
ing several hours of overtime on those days. No matter 
how competent the employee as judged by tests or experi- 
ence, 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 specifica- 
tions 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 infor- 
mation complete enough to serve as a basis for test con- 
struction. 
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 compre- 
hensive 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. 
14