Support from Top Management: In most cases, top management support is missing. The top management should make it clear to all employees that their full and honest participation is extremely important for the process. This message is, often, not communicated.
Single Means and Source: This relates to the defect in the process of job analysis. There are many proven methods and sources of collecting data. All too often, analysts rely on only one of the methods when a combination of two methods might provide a better data.
No Training or Motivation: This also relates to the defect in the job-analysis process. Job holders are a great source of information about the job. But they are not trained or motivated to generate quality data for a job analysis. Further, job holders are rarely made aware of the importance of the data, and are never rewarded for providing accurate data.
Activities may be Distorted: Where training and preparedness do not exist, job holders tend to submit distorted data, either intentionally or inadvertently. For example, employees are likely to speed up, if they know they are being watched.