In Chapter 4, we will consider the topic of job analysis. Job analysis is a process used by I-O psychologists to gain understanding of a job. It includes an investigation of the tasks and duties that define the job, the human attributes necessary to perform the job, and the context in which that job is performed. Job analysis typically involves the combination of data from many different sources in coming to a complete understanding, or theory, of the job in question.Job analysisProcess that determines the important tasks of a job and the human attributes necessary to successfully perform those tasks.Consider the job of a financial consultant or stockbroker who advises individual private investors on how to invest their money. Large financial investment firms employ thousands of these financial consultants to provide service to their high-end clients. Suppose you were hired as an I-O psychologist to study and “understand†the job of a financial consultant with an eye toward developing a recruiting, selection, and training program for such individuals.How might you achieve this understanding? First, you might examine what the organization has to say about the job on its website and in its recruiting materials. Then you might talk with senior executives of the organization about the role the financial consultant plays in the success of the organization. Next you might tour the country interviewing and observing a sample of financial consultants as they do their work, in the office and outside the office. You might also ask them to show you their daily appointment calendars and answer questions about the entries in these calendars. As part of this experience, you might spend several days with a single financial consultant and observe the variety of tasks he or she performs. Next you might interview the immediate managers of financial consultants and explore their views of what strategies lead to success or failure for consultants.You might also interview retired financial consultants, as well as financial consultants who left their consulting positions with the company to become managers. Finally, you might ask a sample of financial consultants and managers to complete a questionnaire in which they rate the relative importance and frequency of the tasks that consultants perform, as well as the abilities and personal characteristics necessary to perform those tasks successfully. By gathering and interpreting this wealth of information, you will gain an excellent understanding of the job. Each of the methods of investigation gave you additional information. No one method was more important than any other method, and no method alone would have been sufficient to achieve an understanding of the position. This is the type of triangulation that Rogelberg and Brooks-Laber (2002) advocate.I’m sort of stuck on this on this case study. I’m not sure on where to begin answering it. Could you give me some ideas on where to go from here? Thank you.