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PLEASE SCROLL DOWN FOR ARTICLE This article was downloaded by: [HEAL-Link Consortium] On: 5 October 2010 Access details: Access Details: [subscription number 786636646] Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37- 41 Mortimer Street, London W1T 3JH, UK The International Journal of Human Resource Management Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713702518 Job analysis: a strategic human resource management practice C. M. Siddique To cite this Article Siddique, C. M.(2004) 'Job analysis: a strategic human resource management practice', The International Journal of Human Resource Management, 15: 1, 219 — 244 To link to this Article: DOI: 10.1080/0958519032000157438 URL: http://dx.doi.org/10.1080/0958519032000157438 Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.
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Job analysis: a strategic human resource management practice C.M. Siddique 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 plann- ing 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. Keywords Job analysis; strategic HRM; HRIS; competency focus; organizational performance; competitive advantage; United Arab Emirates (UAE). Introduction Much of the earlier research on job analysis focused on methodological aspects of theconceptofjobanalysis.Theseresearcheffortsmadeanimportantcontributiontothefield of HR management by developing techniques and procedures to generate accurate and practically useful job-related data (McCormick, 1979; Cornelius et al. , 1979;
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