Social and cognitive sources of potential inaccuracy in job analysis.

Abstract

Although it appears that many assume job analysis information is accurate, there is considerable evidence from other fields to suggest that the types of subjective judgments often involved in job analysis may be subject to systematic sources of inaccuracy. Drawing from the social, cognitive, and industrial-organizational psychology literatures, this review develops a framework that delineates 16 potential sources of inaccuracy in job analysis. This includes such social sources as social influence and self-presentation processes as well as cognitive sources such as limited and biased information processing. For each source of inaccuracy, the relevant literature is first reviewed, its potential operation in the job analysis context is described, and propositions for future research are derived. In addition, the likelihood of these sources of inaccuracy across various job analysis facets are described, concluding with recommendations for research and practice. As a process of obtaining information about jobs (McCormick, 1979), job analysis is one of the most widely used organizational data collection techniques. It forms the foundation upon which virtually all other human resource management systems are built (Buffer & Harvey, 1988), including personnel selection, performance appraisal, training, career development, workforce planning, safety, and licensing requirements (Ash, 1988). Its use is mandated to meet legal requirements (Uniform Guidelines, i978), and estimated annual costs for job analyses