Click on the following links. Please note these will open in a new window.

SAGE Journal User Guide

Article 1

Jenkins, S. M., & Curtin, P. (2006). Adapting job analysis methodology to improve evaluation practice. American Journal of Evaluation, 27(4), 485–494.

Topics in this article:

• This article describes how job analysis—a method commonly used in personnel research and organizational psychology—provides a systematic method for documenting program staffing and service delivery that can improve evaluators’ knowledge about program operations.
• Job analysis can be integrated into traditional evaluation activities, and the benefits of this addition will be significant.

Questions from this article:

1. Based on the presentation and application of job analysis discussed in the article, how can this job analysis method be used to improve HRM practices?
2. Should job analysis be integrated into the traditional evaluation activities performed by the HRM department? What are the advantages and disadvantages of doing so?
3. How can the elements of job analysis be applied to the initial steps of SHRM and thus aid in the selection process of potential employees?

Article 2

Prien, K. O., Prien, E. P., & Wooten, W. (2003). Interrater reliability in job analysis: Differences in strategy and perspective. Public Personnel Management, 32(1), 125–141.

Topics in this article:

• The authors contend there has been little focused research on the psychometric properties of the job analysis ratings used to determine job content.
• In the current study, task importance ratings for a single job are examined to determine whether rater experience and race have significant effects on job performance strategy and job perspectives, as measured by job analysis ratings.

Questions from this article:

1. What are the reasons for interrater differences in the evaluation of employees?
2. How can organizations improve interrater reliability in employee evaluations? What specific areas of HRM can aid in this improvement?
3. Do you agree with the article’s statement that “the results of the job are of crucial importance to the entire spectrum of HRM applications”? Is it more applicable in certain areas (selection, training, wage and salary administration, job design) versus others?