challenges. To remain viable or to grow and prosper, they must be efficient. At the same time they must be seen by the users of their goods or services, and by the public who keeps them in business, as productive and responsive to consumer or public needs (Bemis, 1983). Furthermore, they must meet legal and social demands to employ a diverse and representative work force, which often means employing member of minority groups or women in jobs traditionally held by whites or men, and vice versa. In short, organizations must be more productive while meeting complex, often contradictory, legal social, administrative and economic demands (Bemis, 1983).

There is no single or simple solution to these interacting pressures on employers, but a focal point for addressing them is at the level of the jobs that people perform in the organization. An understanding of how a job is designed, how people are sought and selected for a position and how they are evaluated and rewarded by an organization is critical for efficient human resource management (Kimeldorf, 1997). The first step in looking at jobs for human resource management purposes is job analysis (Bemis, 1983)

Training: Job analysis affects many aspects of training. Whether or not a current or potential jobholder needs additional training can be decided through a job analysis. Similarly the establishment of training objects is dependent on a job analysis. Another training-related use of job analysis is in helping to determine whether a problem is occurring because of a training need or because of some other reason (Byars, 1994).

Another product of job analysis is job specification. This focuses on the characteristics needed to perform the job. It describes the qualifications that the incumbent must possess to perform the job.

Job redesign: A job analysis often indicates when a job needs to be redesigned.

Job definition: A job analysis results in a description of the duties and responsibilities of the job. Such a description is useful to the current jobholders and their supervisors as well as to prospective employees.

Selection and placement: Selection is basically a matter of properly matching an individual with a job. To be successful in the process, the job and its requirements must be clearly and precisely known. A job analysis determines the importance of different skills and abilities. Once this has been done, comparisons of various candidates can be made more objectively (Sherman, 1998).

Logs: This procedure is similar to the questionnaire technique in that the individual occupying the position is asked to supply information. The difference lies in the fact that the log consists of a record kept by the individual of the duties he/she performs throughout the day or over a number of days.

It is the system that rates employees according to the skills and characteristics aforementioned in job analysis. It is also the exact way that Fireman’s Fund made a direct link between performance measurement and developing/determining pay structures. Fireman’s incorporated a set of nine Shared Values that all employees were to adhere to and incorporate into their daily work behaviors and habits.

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