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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.

Service delivery requires the reception and processing of customer information. To deliver a service that satisfies customers, service job design should consider information needed to complete service delivery tasks. The objective here is to determine if the quantity of customer information received by a service delivery process has implications for service job design.

Information and influence are distinct network resources that are embedded in and mobilized from networks of personal contacts. A five-city survey shows that Chinese job changers obtain both kinds of network resources from social ties of varying strengths. During the first 20 years of China's market reforms, job changes were increasingly network facilitated; despite the growth of labor markets network allocation of labor had reached dominance by 1992. Job changers using information and influence networks to search for new employment were more likely to increase both job search time and job–worker matching; however, those using influence networks, not information networks, were likely to move into jobs of higher earning opportunity. These results are interpreted in a dynamic context of increasing market competition and growing allocative efficiency.

Research on how performance measurement systems affect employees’ perceptions of workplace fairness is important. As organizations often rely on their performance measurement systems to communicate information to their employees, it is useful to ascertain if and how the developments of performance measurement systems that are far more comprehensive than traditional financial systems affect employees’ perceptions of informational fairness through the information communicated to employees. Informational fairness refers to employees’ perceptions of workplace fairness that is based on the amount and the truthfulness of information that organizations provide to their employees. Based on a sample of managers from manufacturing organizations, the Partial Least Square results indicate that comprehensive performance measurement systems (comprehensive PMS) have a significant direct effect on job-relevant information. They also indicate that comprehensive PMS have an indirect effect on informational fairness via job-relevant information. In contrast, systems that are based on financial measures have no significant effects on job-relevant information and informational fairness. These results demonstrate how comprehensive PMS (through the communication of a greater amount of job-relevant information) can be used to engender employees’ perceptions of high workplace fairness.

While the information source is likely to affect job search process, it is still unknown how the information source interacts with the information content and information valence. In this study, first, the authors examine the influence of information source, information content, and information valence on employer attractiveness and job pursuit intention; and second, the authors estimate the interaction of information source with content and valence of information on employer attractiveness and job pursuit intention.

The authors adopted a 2 (information source: company-independent vs company-dependent) x 2 (information content: instrumental vs symbolic) x 2 (information valence: positive vs negative) between-subject factorial design to achieve the study’s research objectives, using a sample of 240 job applicants; and applied multivariate analysis of covariance for estimating the main and interaction effects.

The authors find a significant interaction of information source with the content and valence of information, indicating a differential effect of content and valence, depending on the information source. The study reveals that the effect of information content (i.e. symbolic vs instrumental) on employer attractiveness varies depending on the source of information (i.e. company-independent vs company-dependent), with the company-independent source having a higher effect than the company-dependent source.

Considering that the information source has a differential effect on job seekers, it would be useful to account for such differences in designing recruitment communications. Results guide managers in deciding the appropriate recruitment information outlet for communicating symbolic and instrumental attributes. The use of symbolic attribute content is recommended for generating favourable evaluations about an employer.

This study is a novel attempt to examine on how information source interacts with information content type and information valence in influencing recruitment outcomes. The authors provide valuable insights to human resource managers or employer brand managers to design effective recruitment communications and leverage the company-independent information sources appropriately.

Job markets in the transport and logistics industry are characterized by a scarcity of well-educated junior talent. Employer attractiveness is becoming more important in order to win the most talented junior staff. The purpose of this paper is to investigate how corporate social performance (CSP) profiles of logistics companies influence their attractiveness for job seekers.

In a computerized laboratory experiment, the authors provided 95 students in their final year with job offer data that include general and CSP information about the company, and the job seeker’s potential salary. The authors manipulated how the CSP information was presented and monitored the information accessed during job seekers’ decision-making processes. The authors investigated how information presentation affected choices.

The vast majority of talent acquires CSP information in the pre-decision phase of the judgment, compares this information across companies, and trades off this information with the conditions of employment. The authors find that the ease of comparability of corporate social responsibility (CSR) information, expressed by meaningful indicators of CSP, increased preference for high CSP.

The study enriches existing studies of voluntary disclosure, which argue that voluntary disclosing sustainability-related information can be a tool of impression management.

Companies with a compelling CSP should push for a broadly accepted methodology to benchmark CSP within industry-specific sectors, such as logistics services.

Potential employees demand that companies should consider their social impact on individuals and society as a whole. To remain attractive for employees companies in transport and logistics industry have to cope with a broader scope of expectations.

The authors provide the first analysis on the relevance of CSP information for employer attractiveness in the transport and logistics industry. This research provides insights into the relevance of CSP criteria, information provision, and comparability processes from the perspective of young job seekers.

Whether they can legitimately be described as virtuosi or one man (sic) bands, information professionals working in isolation have become something of a cause célèbre recently. This study looks first at their contribution to the collection, analysis, synthesis and dissemination of information in a single field — that of employment studies. Then, using the test of relative job satisfaction as a function of effectiveness, the characteristics, problems and satisfactions of the workers themselves are examined. The present work is based on two reports of a survey undertaken on behalf of the British Library Research and Development Department in 1983.

The purpose of this paper is to gain a better understanding of the effects of recruiter friendliness and both verifiable and non-verifiable job attributes in the recruitment process.

In total, 498 participants watched a videoed simulation of a recruitment interview and completed a questionnaire. Three-way analysis of variance (ANOVA) was used to test the interaction and main effect hypotheses.

Applicant reactions were more favorable with a friendly recruiter. The more favorable the verifiable job attribute information (JAI), the more favorable the applicant reactions were to the employment opportunity. Compared to applicants who received negative or no non-verifiable JAI, applicants who received positive or mixed non-verifiable JAI were more attracted to the recruiter, perceived the employment opportunity as more desirable, and were more willing to pursue the employment opportunity. Reactions were most favorable in the positive non-verifiable JAI condition, less favorable in the mixed condition, and least favorable in the negative condition. Surprisingly, the “no information” mean was above the negative information condition.

This fully crossed 2 × 3 × 4 experiment simultaneously examined 2 levels of recruiter friendliness, 3 levels of verifiable job attributes and 4 levels of non-verifiable job attributes. The five dependent variables were attraction to the recruiter, attraction to the employment opportunity, willingness to pursue the employment opportunity, the perceived probability of receiving a job offer and the number of positive inferences made about unknown organizational characteristics. Previous research examining the effects of employment inducements and job attributes were conducted in field settings where it is difficult to control the amount and favorability of JAI applicants receive.

The purpose of this paper is to investigate differences in characteristics, job outcome experiences and attitudes of maximiser and satisficer decision-making style groups working in the retail trade.

A survey of 140 participants who have accepted a job offer in the retail trade in the past six months in the USA was conducted on Amazon Mechanical Turk. The survey examined participants’ opinions and attitudes towards their present job and established which job information source(s) they had used to search for retail trade job-related information.

The results show that compared to satisficers, maximisers exert more effort when searching job information, have higher uncertainty avoidance and need for cognition, and experience more post-decisional regret. In this sample, any significant differences between maximisers and satisficers in relation to job satisfaction, company commitment, and intention to quit their present job are restricted to certain groups. For recruitment information sources, while satisficers rely on their families and friends for information, maximisers are more likely to obtain job-related information from other sources such as online discussion forums.

Even though some studies suggest that maximisers are unhappy with their choices, this research recommends that retail trade companies should not exclude maximisers from their recruitment pools. Retailers should enhance their candidate pools with both maximisers and satisficers by managing different recruitment information sources.

Research of decision-making style in recruitment is relatively limited. This research illustrates the differences of attitudes between maximisers and satisficers towards their present retail job, and also demonstrates the preferences of maximisers and satisficers in recruitment information sources.