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Job analysis is the common basis for designing a training course or programme, preparing performance tests, writing position (job) descriptions, identifying performance appraisal criteria, and job restructuring. Its other applications in human resource development include career counselling and wage and salary administration. Job analysis answers the questions of what tasks, performed in what manner, make up a job. Outputs of this analytical study include: (a) a list of the job tasks; (b) details of how each task is performed; (c) statements describing the responsibility, job knowledge, mental application, and dexterity, as well as accuracy required; and (d) a list of the equipment, materials, and supplies used to perform the job. Various techniques for conducting a job analysis have been used. Each has its advantages and disadvantages. As a result, different techniques or combinations of techniques are appropriate to different situations. The combined on‐site observation and individual interview techniques are recommended for industrial, trade, craft, clerical, and technical jobs because they generate the most thorough and probably the most valid information. A job analysis schedule is used to report the job information obtained through observations and individual interviews. The schedule provides a framework of 12 items in which to arrange and describe important job analysis information. These 12 items are organised into four sections. Section one consists of items one through four. These items identify the job within the establishment in which it occurs. The second section presents item five, the work performed. It provides a thorough and complete description of the tasks of the job. The Work Performed section describes what the job incumbent does, how it is done, and why it is done. Section three presents items six through nine. These are the requirements placed on the job incumbent for successful performance. It is a detailed interpretation of the basic minimum (a) responsibility, (b) job knowledge, (c) mental application, and (d) dexterity and accuracy required of the job incumbent. The fourth section includes three items which provide background information on the job. These items are: (a) equipment, materials and supplies; (b) definitions of terms; and (c) general comments. Appendix A is a glossary of terms associated with job analysis. It is provided to facilitate more exacting communication. A job analysis schedule for a complex and a relatively simple job are included in Appendices B and C. These examples illustrate how important job analysis information is arranged and described. Appendix D provides a list of action verbs which are helpful when describing the manipulative tasks of a job.

It is estimated that approximately 3,000 women develop obstetric fistula, leading to unhealthy pregnancy, early and prolonged labor, and in some cases stillbirth in Tanzania every year. Fistula often compounds the vulnerability of the women who are victims of a poor health facility, early marriage, and other gender gaps.

In this chapter, the author explores the extra-medical causes of fistula in remote locations (Pwani Region) of Tanzania from a practitioner’s perspective. The author considers the stories of four women who experienced fistula. The author interviewed the women over a period of five years between 2013 and 2018. Using narrative analysis, the author examined the interviews.

The narrative analysis indicates that fistula is a product of a gender biased social system that favors men, ultimately limits women’s freedom, stifling their development. Importantly, the main value of this analysis is to promote awareness that aside from medical treatment, social interventions are required to reconstruct the social belief system and eliminate the stigma associated with obstetric fistula. A list of social interventions that proactively manage the incidence of fistula and help integrate affected women back into the society sustainably is recommended.

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