Abstract
It is argued herein that traditional job analysis was tailored to the principles of the Scientific Management approach (e.g., division of labor, selfcontained and simplified jobs) and it seems unsuited to emerging business demands. First, the socio-economic determinants of traditional job analysis are uncovered. Then, the realities of today's business environment and the need to revise traditional job analysis accordingly are outlined. Specific revisions are made explicit in a series of propositions. Recommendations about how to implement these changes follow each proposition.
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