1) Which of the following terms refers to the procedure used to determine the duties associated with job positions and the characteristics of the people to hire for those positions? A) job description Show
B) job specification Don't use plagiarized sources. Get your custom essay on “ Human Resource Management, 12e (Dessler) Chapter 4 Job Analysis ” Get custom paper NEW! smart matching with writer Diff: 1Page Ref: 116 Chapter: 4 Diff: 1Page Ref: 116 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 B) compensation schedule Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 B) provide a legal benchmark for employer lawsuits Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Explanation: If several employees perform the same job in different departments, a manager should collect job analysis information from each of them because the manner in which an employee with a particular job title spends his or her time most likely varies from department to department. Several tools should be used to gather information rather than only one, and employees and supervisors typically complete questionnaires rather than HR managers, who instead observe workers performing their job duties. Supervisors should be included in group interviews, and questions should be clear rather than complex. Diff: 3Page Ref: 119 Chapter: 4 Chapter: 4 Chapter: 4 C) Interviews provide only general information about a worker’s duties. D) Employees may reveal minimal information about their daily activities. E) Interviews may require managers to reveal the job analysis function. Answer: B Explanation: The primary disadvantage of conducting employee interviews for the purpose of gathering job analysis data is the distortion of information. Employees may misunderstand the purpose of the interview and either purposely or mistakenly provide incorrect information. Interviews are considered a simple method for collecting detailed job information especially regarding uncommon but important employee activities. Diff: 3Page Ref: 120 Chapter: 4 Chapter: 4 Chapter: 4 Answer: E Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 B) interviews Chapter: 4 B) work time required to fill out forms and surveys AACSB: Use of IT Which of the following, if true, would best support the argument that the manager should conduct group interviews to gather job analysis information? A) The supply manager at Purrfect Pets has been with the company for three years. B) Purrfect Pets is an excellent place to work because of the positive work environment. C) Most of the young employees of Purrfect Pets would feel awkward during a one-on-one interview. D) Employees at Purrfect Pets work well with their colleagues, and few staffing conflicts occur. E) Numerous employees at Purrfect Pets perform similar tasks during the work day. Answer: E Explanation: When a large number of employees perform similar or identical tasks, then a group interview is a quick and inexpensive way to gather job analysis information. The work environment or age of the employees are not important factors in deciding whether a group interview is appropriate. During group interviews, the immediate supervisor is usually present, but the length of time that the supervisor has worked at the company is irrelevant. Diff: 3Page Ref: 120 AACSB: Reflective Thinking Which of the following, if true, would best support the argument that the manager should use a position analysis questionnaire to collect job analysis information? A) Compliance with EEO laws requires businesses to compile quantitative data. B) Management wants to develop a pay scale for all employees at Purrfect Pets. C) Purrfect Pets managers are unfamiliar with the typical routines of most employees. D) Managers believe that some Purrfect Pets employees are overlooking important daily tasks. E) The larger staff size now makes the business eligible for a cost effective health insurance plan. Answer: B Explanation: The primary reason to use a position analysis questionnaire is to gather quantitative data that enables managers to compare jobs for pay purposes. Although a PAQ provides quantitative data, businesses are not required by EEO laws to use them. Interviews or observations would be more appropriate for uncovering overlooked tasks or becoming familiar with an employee’s duties. Diff: 3Page Ref: 126 AACSB: Reflective Thinking Which of the following, if true, undermines the argument that the
Purrfect Pets manager should observe workers in order to gather job analysis information? A) Purrfect Pets lacks the technology to perform quantitative job assessments. B) Part-time and seasonal workers fill most of the positions at Purrfect Pets. C) Most positions at Purrfect Pets include some element of physical activity. D) The tasks of most Purrfect Pets employees vary widely from day to day. E) During the morning, business at Purrfect Explanation: Observation is an inappropriate tool for collecting job analysis information if employees only occasionally participate in certain tasks. If the tasks vary on a daily basis, one day of observation would fail to gather the necessary information. An interview might be the best way to find out what an employee does in this situation. Observation is most appropriate for jobs requiring physical activity, so Choice C supports rather than undermines the use of observation. Diff: 3Page Ref: 123 AACSB:
Reflective Thinking C) sorting information for government statistics and records D) classifying jobs for the purpose of assigning salaries Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Explanation: The greatest impact of modern technology on job analysis methods has been the ability of HR mangers to use the Internet and intranet to distribute
and collect job analysis data to geographically dispersed employees. Face-to-face interviews and observations are difficult and time consuming, especially for a global firm, so questionnaires distributed online are more frequently used. The DOL’s dictionary has been replaced by Internet-based tools, so Choice A is incorrect. Although falsifying information is always a problem with job analysis, it is too costly for HR AACSB: Use of IT AACSB: Use of IT Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 AACSB: Multicultural and Diversity Answer: A AACSB: Multicultural and Diversity Chapter: 4 AACSB: Use of IT B) compose a list of job duties AACSB: Use of IT B) length of previous service Chapter: 4 Chapter: 4 Chapter: 4 Chapter: 4 B) Job
enrichment Chapter: 4 Chapter: 4 B) job rotation Chapter: 4 Chapter: 4 Chapter: 4 B) What are the working conditions and safety issues related to this job? C) What opportunities for advancement are available to an employee in this job? D) What should the employee be able to do in order to competently perform this job? E) What machines or equipment is the job holder responsible for operating on a daily basis? Answer: D Explanation: The focus of a competency-based job analysis is the skills of the worker rather than the duties , equipment, or working conditions of the job. Traditional job-analysis is more job-focused while competency-based analysis is more worker-focused. Diff: 3Page Ref: 144 AACSB: Reflective Thinking Explanation: Competency-based job descriptions are more appropriate than traditional job descriptions when high-performance work systems are the goal. In a HPWS, workers are encouraged to serve as team members and to rotate freely among jobs, so competencies should be the focus rather than a list of specific job duties which might hinder employee flexibility. Diff: 3Page Ref: 144 AACSB: Reflective Thinking Chapter: 4 72) The information gathered during a job analysis is primarily used to ensure that firms are in compliance with the EEO, OSHA, and all state Chapter: 4 73) Organization charts show the division of work throughout the organization, how a job relates to
others, and where a job fits in the organization. Answer: TRUE Chapter: 4 74) A process chart
provides relevant background information during the job analysis process by indicating job titles and lines of communication. Answer: FALSE Chapter: 4 Chapter: 4 76) Informal interviews provide quantitative job analysis information, which is why they are frequently used by managers who need to determine the relative worth of a job for pay purposes. Answer: FALSE Explanation: Informal interviews with open ended questions provide qualitative rather than quantitative information for a job analysis. Position analysis questionnaires are best for quantifying a job’s worth for pay purposes. The two methods are often used together to gather a well-rounded amount of information about a job. Diff: 2Page Ref: 119 Chapter: 4 77) The immediate supervisor of a group of workers being interviewed for job analysis purposes is not allowed to attend the session due to concerns about workers failing to provide honest responses to questions. Answer: FALSE Explanation: As a rule, the immediate supervisor of a group of workers should attend an interview session for job analysis purposes. If the supervisor is unable to attend, then he or she must be interviewed separately so that the interviewer can gather that person’s perspective on the job’s duties and responsibilities. Diff: 2Page Ref: 120 Chapter: 4 78) Studies suggest that employees are more likely to describe their job duties in the form of simple task statements instead of as ability statements during job analysis interviews. Answer: FALSE Explanation: During job analysis interviews, employees are more likely to describe their job duties in the form of ability-based statements, such as “ability to record phone messages” rather than as simple task statements like “record phone messages.” The most likely reason is that employees exaggerate their duties and responsibilities during interviews especially if they believe the interview is for the purpose of a compensation change. Diff: 2Page Ref: 120-121 Chapter: 4 Chapter: 4 80) Observation as a job analysis data collection method is most appropriate for jobs that involve physical activities. Answer: TRUE Chapter: 4 81) Some employers collecting job analysis
information provide employees with pocket dictating machines and pagers to record activities at random times of the work day. Answer: TRUE Chapter: 4 82) Quantitative approaches for collecting job analysis data are more appropriate than qualitative approaches when a manager seeks to compare jobs for pay purposes. Answer: TRUE Chapter: 4 Chapter: 4 Chapter: 4 85) The FLSA status section of a job description permits quick identification of a job as exempt or nonexempt from overtime and minimum wage provisions. Answer: TRUE Chapter: 4 86) Experts advise the inclusion of statements such as “performs other assignments as required” in all job descriptions to ensure the flexibility of the job’s duties and responsibilities. Answer: FALSE Explanation: Although it is common to include such statement as “other duties, as assigned,” many experts think such ambiguous phrases leave open the nature of the job and the people needed to staff it. Despite the inclusion of such statements, it is advised that they be avoided. Diff: 2Page Ref: 133 Chapter: 4 Chapter: 4 88) O*NET has become an increasingly popular Web tool for creating and distributing position analysis questionnaires to employees who are located throughout the world. Answer:
FALSE AACSB: Use of IT 89) The statistical analysis method for developing job specifications is more defensible than the judgmental approach because equal rights legislation forbids using traits that a firm cannot prove distinguish between high and low job performers. Answer: TRUE Explanation: Using a statistical analysis method for developing job specifications is more defensible than using educated guesses. Equal rights legislation forbids using traits that a firm cannot prove distinguish between high and low job performers. For example, hiring standards that discriminate based on sex, race, religion, national origin, or age may have to be shown to predict job performance. Diff: 2Page Ref: 141 Chapter: 4 90) Job enlargement refers to redesigning jobs in a way that increases responsibility and achievement. Answer: FALSE Chapter: 4 Chapter: 4 92) In reengineered business processes, workers tend to become collectively responsible for overall results rather than individually responsible for just their own
tasks. Answer: TRUE Chapter: 4 93) Many job analysts and employers assert that in today’s work environment, job descriptions based on lists of job-specific duties inhibit the worker flexibility that companies need. Answer: TRUE Explanation: The specific duties associated with jobs in today’s work environment change on a daily basis, so employers and job analysts think that compiling a list of job duties is counterproductive. As a result, more firms are creating job descriptions based on employee competencies rather than lists of specific job duties. Diff: 2Page Ref: 142-143 Chapter: 4 94) Competencies are observable and measurable behaviors, and organizations are required to define competencies based on quantifiable standards developed by the Department of Labor. Answer: FALSE Explanation: Although competencies are observable and measurable behaviors, organizations are not required to use any specific competencies. O*NET, the DOL Web site, lists various skills associated with different jobs, and the site is a source for competency-based job analysis. Diff: 2Page Ref: 143 Chapter: 4 Explanation: Competency-based job analysis means describing the job in terms of the measurable, observable, behavioral competencies that an employee doing that job must exhibit to do the job well. This method contrasts with describing jobs in terms of job duties and responsibilities. Diff: 1Page Ref: 143 Chapter: 4 96) Competency-based job analysis is more worker-focused than traditional job analysis. Answer: TRUE Chapter: 4 97) Competency-based job analysis focuses on the knowledge, skills, and behavior of a worker rather than the tasks associated with a particular job. Answer: TRUE Chapter: 4 98) Typical categories used in competency-based job analysis include general competencies, leadership competencies, and technical competencies. Answer: TRUE Chapter: 4 Explanation: BP shifted from job-duty based job descriptions to a skills matrix based on competencies. The focus for BP is developing the skills employees need for their broader and more empowered responsibilities. Salary, training, and bonuses are based on worker competencies. Diff: 2Page Ref: 144 Chapter: 4 100) ABC Widgets, Inc. wants to develop a high-performance work system, so its HR department should develop traditional job descriptions rather than competency-based job descriptions. Answer: FALSE Explanation: With high-performance work systems, the goal is to encourage employees to work in a self-motivated manner, which is why competency-based job descriptions are the most appropriate. Traditional job descriptions focus more on individual tasks than team playing, so ABC needs to develop competency-based job descriptions instead. Diff: 2Page Ref: 144 AACSB: Reflective Thinking 101) How does job analysis support human resource management activities? Briefly describe one of the methods commonly used for gathering job analysis data. Answer: Job analysis provides information for recruitment and selection by laying out what the job entails and what human characteristics are required to perform these activities. This information helps management decide what
sort of people to recruit and hire. Job analysis information is also crucial for estimating the value of each job and its appropriate Job analysis interviews are one of the most commonly used methods for gathering job analysis data. They range from completely unstructured interviews to highly structured ones containing hundreds of specific items to check off. Managers may conduct individual interviews with each employee, group interviews with groups of employees who have the same job, and/or supervisor interviews with one or more supervisors who know the job. Diff: 2Page Ref: 116-117, 119-120 AACSB: Reflective Thinking There are various ways (interviews, or questionnaires, for instance) to collect information on a job’s duties, responsibilities, and activities. In practice, you could use any one of them, or combine several. The basic rule is to use those that best fit your purpose. Thus, an interview might be
best for creating a list of job duties and job description. The more quantitative position analysis questionnaire may be best for quantifying each job’s relative worth for pay purposes. Interviews, questionnaires, observations, Chapter: 4 103) What time-saving options are available to a busy manager who needs to conduct a job analysis and write job descriptions? Explain your answer in a brief essay. Answer: Job analysis can be a time-consuming process. It might take a few days to interview five or six employees and their managers, and to explain to them the process and the reason for the analysis. The department manager wouldn’t have the time for that. An abbreviated but still useful process would take just several hours. The steps might include: 1. Greet participants. 2. Briefly explain the job analysis process and the participants’ roles in this process. 3. Spend about 15 minutes interviewing the employees to get agreement on a basic summary of the job. 4. Identify the job’s broad areas of responsibility, such as “accounting” and “supervisory.” Busy managers often turn to the Internet for help writing job descriptions because the process can save a great amount of time. Sites like O*NET and www.jobdescription.com provide managers with important characteristics of various occupations, as well as the experience, education, and knowledge needed to do each job well. Diff: 3Page Ref: 118, 136 AACSB: Reflective Thinking Chapter: 4 105) How has the Internet changed job analysis methods? How has the Internet improved the ability of managers to write job descriptions? Answer: Methods such as questionnaires and interviews present some drawbacks. For example, face-to-face interviews and observations can be time-consuming. And collecting the information from geographically dispersed employees can be challenging. Conducting the job analysis via the Internet is an obvious solution. Therefore, “[t]he use of online methodologies for surveys, including job analysis surveys, has increased dramatically in recent years, and most companies choose to use the Internet or intranet to collect this type of data.” Most simply, the human resource department can distribute standardized job analysis questionnaires to geographically disbursed employees via their company intranets, with instructions to complete the forms and return them by a particular date. Of course, the instructions should be clear, and it’s best to test the process first. Most employers probably still write their own
job descriptions, but more are turning to the Internet. One site, www.jobdescription.com, illustrates why. The process is simple. Search by alphabetical title, keyword, category, or industry to find the desired job title. This leads you to a generic job description for that title—say, “Computers & EDP systems sales representative.” You can then use the wizard to customize the generic description for his position. O*Net The U.S. Department of Labor’s occupational information network, called
O*NET, is an increasingly popular Web tool. It allows users (not just managers, but workers and job seekers) to see the most important characteristics of various occupations, as well as AACSB: Use of IT 2.
Job summary The job specification takes the job description and answers the question, “What human traits and experience are required to do this job effectively?” It shows what kind of person to recruit and for what qualities you should test that person. The job specification may be a section of the job description, or a separate document. Diff: 2Page Ref: 130, 139 Chapter: 4 107) How does the ADA affect hiring practices? How does an HR manager AACSB: Multicultural and Diversity The other option is to base job specifications on statistical analysis, which is more defensible but also more difficult. The aim here is to determine statistically the relationship between (1) some predictor (human trait, such as height, intelligence, or finger dexterity), and (2) some indicator or criterion of job effectiveness, such as performance as rated by the supervisor. The procedure has five steps: (1) analyze the job and decide how to measure job performance; (2) select personal traits like finger dexterity that you believe should predict successful performance; (3) test candidates for these traits; (4) measure these candidates’ subsequent job performance; and (5) statistically analyze the relationship between the human trait (finger dexterity) and job performance. Your objective is to determine whether the former predicts the latter. This method is more defensible than the judgmental approach because equal rights legislation forbids using traits that you can’t prove distinguish between high and low job performers. Diff: 3Page Ref: 140-141 AACSB: Analytic Skills 109) What is the difference between job enlargement, job rotation, and job enrichment? Answer: Job enlargement means assigning workers additional same-level activities. Thus, the worker who previously only bolted the seat to the legs might attach the back as well. Job rotation means systematically moving workers from one job to another. Psychologist Frederick Herzberg argued that the best way to motivate workers is through job enrichment. Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. It does this by empowering the worker—for instance, by giving the worker the skills and authority to inspect the work, instead of having supervisors do that. Herzberg said empowered employees would do their jobs well because they wanted to, and quality and productivity would rise. Diff: 2Page Ref: 142 Chapter: 4 There are two reasons to consider describing jobs in terms of competencies rather than (or in addition to) duties. First, traditional job descriptions may actually backfire if a high-performance work system is your goal. Here the whole thrust is to encourage employees to work in a self-motivated way. Employers do this by empowering employees, organizing the work around teams, encouraging team members to rotate freely among jobs, and pushing more responsibility for things like day-to-day supervision down to the workers. Employees must be enthusiastic about learning and moving among jobs. Giving someone a job description with a list of specific duties may simply breed a “that’s-not-my-job” attitude. The important thing is to ensure that each worker has the skills he or she needs to move among the jobs. Second, describing jobs in terms of skills can help the company support its strategic aims. As an example, Canon’s competitive strategy emphasizes miniaturization and precision manufacturing. Encouraging employees to develop their skills in these two areas helps ensure Canon has the skills it needs to execute its strategy. Diff: 3Page Ref: 143-145 Chapter: 4 Who is responsible for the job analysis?Conducting the job analysis is the sole responsibility of the HR specialist. The information gathered during a job analysis is used primarily to ensure that firms are in compliance with the EEO, OSHA, and all state governments it has little practical business use.
What is job enlargement and job analysis?Job enlargement refers to redesigning jobs in a way that increases responsibility and achievement. Job analysis produces information used for writing job descriptions and job specifications. Competency-based job analysis focuses on the knowledge, skills, and behavior of a worker rather than the tasks associated with a particular job.
What is the principal product of job analysis?Job description -the principal product of a job analyses. It represents a written summary of the job as an identifiable organization unit Nice work! You just studied 20 terms! Now up your study game with Learn mode.
What is competencyCompetency-based job analysis focuses on the knowledge, skills, and behavior of a worker rather than the tasks associated with a particular job. Informal interviews provide quantitative job analysis information, which is why they are frequently used by managers who need to determine the relative worth of a job for pay purposes.
What is job analysis job description and job specification?Job Description and Job Specification. Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including job description and job specification. Any job vacancy can not be filled until and unless HR manager has these two sets of data.
Does job analysis include job description?A job analysis is often known as the process used to identify the tasks, responsibilities, skills, objectives, and work environment for a specific job. Typically it's used for crafting the perfect job description - yet it encompasses so much more than that.
What information is provided by job analysis?Job analysis is the process of studying a job to determine which activities and responsibilities it includes, its relative importance to other jobs, the qualifications necessary for performance of the job and the conditions under which the work is performed.
What is the purpose of job analysis?The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal.
|