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PSYIND1 > 04 Job Analysis > Flashcards

04 Job Analysis Flashcards

1
Q

HR planning involves the forecasts of both (blank) and (blank)

A

labor demand and labor supply

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2
Q

After forecasting both labor demand and supply, the next step in HR planning is to (blank)

A

forecast labor surplus or shortage

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3
Q

Once all forecasts are done, the next step to HR planning is (blank)

A

goal setting and strategic planning

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4
Q

The final step in HR planning is (blank)

A

program implementation and evaluation

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5
Q

What is the flow of the entire HR planning process?

A

Job analysis -> Job description -> Recruitment -> Selection

HR planning -> Recruitment -> Selection

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6
Q

Refers to a method of describing jobs and/or the human attributes necessary to perform them

A

job analysis

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7
Q

5 inclusions in a job description

A
  1. tasks involved
  2. time spent in doing each task
  3. difficulty of learning tasks
  4. length of time to learn
  5. personal characteristics needed to do the tasks and the entire job
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8
Q

3 elements comprising a formal job analysis

A
  1. systematic procedure
  2. job broken down into smaller units
  3. written output of the analysis results
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9
Q

True or False – In doing a job analysis, HR need not inform other people since it’s their job to conduct one

A

false, relevant people must be informed

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10
Q

2 products of job analysis

A

job description and job specification

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11
Q

Refers to the duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities

A

job description

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12
Q

Refers to a list of a job’s human requirements (e..g. education, skills, etc.)

A

job specification

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13
Q

True or False – Job description and job specification are usually done as two distinct outputs

A

false, they are usually combined in practice

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14
Q

2 approaches to job analysis

A

job-oriented and person-oriented approach

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15
Q

[Approaches to Job Analysis]

Refers to information provided on the nature of tasks done on the job

A

job-oriented approach

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16
Q

[Approaches to Job Analysis]

Refers to a description of the characteristics or KSAOs necessary for a person to successfully perform a job

A

person-oriented approach

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17
Q

Which approach to job analysis uses a high level of specificity?

A

job-oriented approach

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18
Q

Why is there a need to increase the level of specificity in job analysis?

A

to easily determine the match of the applicant to the job

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19
Q

Do informal requirements need to be included in the job analysis?

A

preferably yes, to avoid confusion in responsibilities

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20
Q

5 levels of job specificity

A
  1. position
  2. duty
  3. task
  4. activity
  5. element
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21
Q

[Levels of Specificity]

Refers to a collection of duties that can be performed by a single individual

A

position

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22
Q

[Levels of Specificity]

Refers to a major component of a job

A

duty

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23
Q

[Levels of Specificity]

Refers to a complete piece of work that accomplishes some particular objective

A

task

24
Q

[Levels of Specificity]

Refers to the individual parts that make up a task

A

activity

25
Q

[Levels of Specificity]

Refers to very specific actions needed to perform an activity

A

element

26
Q

True or False – KSAOs are distinct from competencies

A

false, KSAOs = competencies

27
Q

KSAOs stand for?

A

knowledge, skills, abilities, and other characteristics

28
Q

[KSAOs]

Refers to characteristics that a person needs to know how to do a job properly

A

knowledge

29
Q

[KSAOs]

Refers to proficiencies that a person is able to do on the job

A

skills

30
Q

[KSAOs]

Refers to capabilities to do tasks or learn to do tasks

A

abilities

31
Q

[KSAOs]

These 2 characteristics can be acquired

A

knowledge and skills

32
Q

[KSAOs]

Abilities are also called what?

A

aptitudes

33
Q

[KSAOs]

How are abilities different from interests?

A

interests are something a person enjoys doing without ascertaining proficiency;

abilities requires a certain level of proficiency

34
Q

[KSAOs]

What are some of the things covered by Others Characteristics?

A

values, personality, physical fitness

35
Q

In doing a competency-based job analysis, who provides the information?

A
  1. job analysts and trained observers

2. job incumbents and supervisors

36
Q

Refers to employees modifying/customizing their own work

A

job crafting

37
Q

4 main methods of collecting job analysis information

A
  1. job participation
  2. interview
  3. observations on the job
  4. questionnaires
38
Q

4 other job analysis methods

A
  1. job components inventory (JCI)
  2. functional job analysis (FJA)
  3. position analysis questionnaire (PAQ)
  4. task inventories
39
Q

[Job Analysis Methods]

2 main advantages of job participation

A
  1. provides context since it is conducted in the job’s natural environment
  2. provides extensive detail about the job
40
Q

[Job Analysis Methods]

4 main disadvantages of job participation

A
  1. fails to differentiate the same jobs
  2. expensive
  3. time-consuming
  4. potential danger since analyst is not trained to do the job
41
Q

[Job Analysis Methods]

3 main advantages of interviews

A
  1. provides multiple perspectives
  2. avoids job-crafting
  3. shows differences among incumbents with the same job
42
Q

[Job Analysis Methods]

2 main advantages of job observations

A
  1. provides objective views

2. provides context since it is conducted in the job’s natural environment

43
Q

[Job Analysis Methods]

2 disadvantages of job observations

A
  1. time-consuming

2. employee reactivity or changing behaviors due to being observed

44
Q

Is employee reactivity similar to Hawthorne effect?

A

no, Hawthorne effect is a positive change in behavior; employee reactivity is not

45
Q

[Job Analysis Methods]

4 main advantages of questionnaires

A
  1. efficient and inexpensive
  2. shows differences among incumbents with the same job
  3. easy to quantify and analyze statistically
  4. easy to compare jobs on common job dimensions
46
Q

[Job Analysis Methods]

3 main disadvantages of questionnaires

A
  1. ignores context
  2. limits respondents to the questions being asked
  3. requires knowledge
47
Q

[Job Analysis Methods]

This method matches job requirements to worker characteristics

A

job components inventory or JCI

48
Q

[Job Analysis Methods]

JCI assesses these 5 job components

A
  1. use of tools and equipment
  2. perceptual and physical requirements
  3. math
  4. communication
  5. decision-making and responsibility
49
Q

[Job Analysis Methods]

This method combines observations and interviews

A

functional job analysis or FJA

50
Q

[Job Analysis Methods]

This method assesses activities related to task requirements or elements of a job

A

position analysis questionnaire or PAQ

51
Q

[Job Analysis Methods]

5 activities assessed by PAQ

A
  1. decision-making/communication/social responsibilities
  2. performing skilled activities
  3. being physically active
  4. operating vehicles/equipment
  5. processing information
52
Q

[Job Analysis Methods]

This method is a questionnaire that identifies the tasks that may be done on the job

A

task inventories

53
Q

At least how may job analysis methods is advised to be used and why?

A

3 methods in order to triangulate information

54
Q

True or False – Job analysis is sorely a job of HR

A

false, it is a joint effort by HR, the worker, and the worker’s supervisor

55
Q

True or False – Research states low reliability and validity for job analyses

A

false, high test-retest and inter-rater reliability, high validity though wide in range

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