JOB ANALYSIS 
2 55 
the work of the employment office. Such an analysis will 
meet the very objections which have been raised to the 
alternative proposals in that it is economical, substitutes 
an authoritative analysis for a casual opinion, and cen 
tralizes rather than decentralizes the employment func 
tions. 
There are several ways in which such an analysis and 
set of specifications can be made. One of these is to 
describe jobs in terms of the human qualities which are 
required in their performance. This has been, until the 
present time, the most prevalent method. It does not 
describe the job itself but gives an outline of the per 
sonal qualities which are considered necessary for that 
job. The job of a bookkeeper, for instance, is described 
as a job requiring accuracy, patience, application, neat 
ness, a routine temperament, not much initiative or crea 
tive ability, unwavering attention, and so forth. The 
job of tool maker is described as one requiring accuracy, 
patience, application, mechanical ability, not much 
initiative or creative ability (as the case may be), steadi 
ness, and so forth. The work of an executive is described 
as requiring initiative, tact, energy, concentration, crea 
tiveness, and so forth. In every case, the job is described 
in terms of this kind; that is, in terms of broad human 
qualities. A formidable array of qualities is available for 
such descriptions. In addition to those already mentioned, 
the following are typical of those met with: dynamic, 
static, large-dimension or small-dimension worker, in 
dustrious, intellectual, volitional, manual, deliberate, im 
pulsive, rapid or slow in mental coordination, adaptable, 
self-centered, roving, settled, loyal, sincere, directive, de 
pendent, responsible, irresponsible, phlegmatic, live wire, 
slow but steady, nervously quick, and so on ad infinitum.