Job analysis: a strategic human resource management practice

Abstract

This study examined the impact of job analysis on organizational performance among 148 companies based in the United Arab Emirates (UAE), a Gulf-region country. Survey results indicated that a practice of proactive job analysis was strongly related to organizational performance. This relationship was strongest to the extent that companies maintained HR information systems, accorded HR greater involvement in strategic planning and emphasized competency-based characteristics of employees in the job analysis approaches they used. The findings suggest that a company-wide policy of job analysis is an important source of competitive advantage in its own right, and merits due attention of HR professionals, line managers and top management. The study extends the findings of the HR–performance research pursued in Western countries to a non-Western context.

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