Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

CMS 1 > A3 - Achieving EE Productivity through Job Design > Flashcards

A3 - Achieving EE Productivity through Job Design Flashcards

1
Q
  • process of obtaining info about jobs by determining their duties, tasks or activites
  • basic responsibilities, behaviors, skills, physical/mental requirements, tools needed, environment, and outcome or perf. level it should produce.
  • generates info vital to the HRM process
A

job analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q
  • major piece of info that is created by the job analysis process.
  • stmt of tasks, duties, and responsibilities of a job to be performed
A

job description

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

HRM Functions affected by Job Analysis

and require job specification and job description info

A
  • Strat. HR Planning
  • Workflow Analysis and Job Design
  • Recruitment and Selection
  • Training and Development
  • Perf. Appraisal Process
  • Comp. Mgmt
  • Legal Comp.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Sources of Job Analysis

A
  • interviews
  • questionnaires
  • observation
  • diaries
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q
  • new online databases that classifies jobs into broader functional areas, from entry level to advanced, and across specialties
  • houses over 12,000 job descripts.
A

Occupational Info. Network Online system (O*Net)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

methods used to collect job analysis data and analyze it

A
  • functional job analysis
  • position analysis system
  • critical incident method
  • task inventory analysis
  • competency-based job analysis
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  • method used to collect job analysis data and analyze it
  • utilizes an inventory of the various types of work activiteis that can constitute any job
  • developed by U.S. Training and Employment Service - (O*Net)
  • basic activites are used to describe what workers do w/ regard to “data, ppl, and things” as part of this system
A

Functional Job Analysis (FJA)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q
  • method used to collect job analysis data and analyze it
  • a questionnaire ID’g approx. 200 diff. tasks
  • uses a 5-point sccale
  • seeks to determine the degree to which diff. tasks are involved in performing a job
  • results are quantitative and can be subjected to statistical analysis
  • can also be used to compare across a # of jobs and permits jobs to be grouped on the basis of common chara.
A

Position Analysis Questionnaire (PAQ)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q
  • method used to collect job analysis data and analyze it
  • important job tasks are identified for job success
  • info collected through interviews or through self-report stmts (both w/ staff involved)
  • teaches you to focus on EE behaviors important for job success
A

Critical Incident Method

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q
  • method used to collect job analysis data and analyze it
  • goal - produce a list of task stmts applicable to all jobs in that company
  • tailor-made to that org.
  • then rated based on how important they are
  • would note the importance of the task, frequency of occurrence, and the time spent on the task to the successful completion of the job
A

Task Inventory Analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q
  • method used to collect job analysis data and analyze it
  • relies on building job profiles that look at not only the respons. and activities of jobs a worker does currently, but the competencies or capabilities he/she needs to do them well and to adapt to new job challenges
  • objective - identify “key” competencies for the org’s success.
A

competency-based analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Parts of a job description

A
  • job’s title and location
  • job “identification” section
  • job duties section
  • job specification section (usually in concluding section of descript)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q
  • part of a job description
  • provides status to EE
  • indicates the duties the job may entail
  • indicates the relative level occupied by its holder in the org hierarchy
A

job title

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q
  • part of a job description
  • Includes items such as dept. location of the job, supervisor info, date the job description was last revised
  • may also contains a P/R code #, # of EEs performing the job, # of EEs in the dept
A

job identification section

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q
  • part of a job description
  • section indicates the essential responsibilities for this job.
  • listed usually in order of importance and weight
A

job duties section

**required by law to show that the job criteria they use to select EEs for a particular positon relate specifically to the duties for that job (shown in this section)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q
  • part of a job description
  • covers skills, including interpersonal skills, required to perform the job and the physical demans that the job places on the person
    • skills - educ., experience, training, personal traits, manual dexterities
    • physical - walking, standing, reaching, lifting or talking and work hazards (if app.)
A

job specification

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

disadv. of job descripts.

A
  • if poorly written, using vague terms, they provide little guidance to the jobholder
  • sometimes not updated as job duties or specifications change
  • may violate law if they contain specifications not related to job success
  • can limit the scope of activities of the jobholder, reducing an org’s flexibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q
  • a field of sudy concerned w/ analyzing work methods and estab. time standards
    • both the elements of the work cycle that compose a particular job activity and determining the time required to complete it
  • can work be modified, combined, rearranged, or elim’d to reduce the time needed to complete the work cycle?
A

industrial engineering

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q
  • process of structuring jobs in order to improve org. efficiency and EE job satisfaction
  • outgrowth of job analysis that improves jobs through tech and human considerations in order to enhance org. efficiency and EE job satisfaction
A

job design

*jobs s/b designed to facilitate the achievement of the org. objs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

(4) elements of job design

A
  1. org. obj. a job should fulfill
  2. industrial engineering considerations, including ways to make the job technologically efficient
  3. ergonomic concerns
  4. behavioral concerns that influence an EE’s job satisfaction
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q
  • the process of studying and designing equipment and systems that are easy and efficient for ppl to use and that ensure their physical well-being
  • accomodate the human capabilities, preference and limitations of those who are to perform a job
  • seeks to fit the job to the worker, rather than the worker to the job
A

ergonomics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q
  • a job design theory based on that there are (3) psycho. states of a jobholder result in improved work perf., internal motiviation, and lower absenteeism and turnover
    • experiencing meaningfulness of the work performed
    • experiencing responsiblity for the work outcomes
    • having knowledge of the results of the work performed
A

job characteristics model

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

(3) psycho. states according to the

job characteristics model

A
  1. experiences meaningfulness of work performed
  2. experiences responsibility for work outcomes
  3. has knowledge of the results of the work performed
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

(5) core job dimensions that produce the (3) psycho. states

of the job characteristics model

A
  1. skill variety
  2. task identity
  3. task significance
  4. autonomy
  5. feedback
25
Q
  • a job design technique that is the process of adding a greater variety of tasks to a job
A

job enlargement

26
Q

a job design technique that is the process whereby EEs rotate in and out of different jobs

A

job rotation

27
Q
  • enhancing jobs by adding more meaningful tasks and duties to make the work more rewarding or satisfying
    • focus on (5) job factors - achievement, recognition, growth, responsibility and perf. of the whole job in an endeavor to improve EE job satisfaction and perf. goals
  • can be accomplished by increasing the autonomy and responsibility of EEs
A

job enrichment

28
Q

Herzberg’s (5) factors for enriching jobs

A
  • achievement
  • recognition
  • growth
  • responsibility
  • performance

of the whole job, not just parts

29
Q
  • method of involving EEs in their work through the process of inclusion
  • granting EEs power to initiate change, thereby encouraging them to take charge of what they do
  • encourages workers to become innovators and mgrs of their own work
  • give more control and autonomous decision-making capabilities
A

EE empowerment

30
Q

in order for EE empowerment to grow - orgs must encourage:

A
  • participation
  • innovation
  • access to info
  • accountability
31
Q

(2) new job design techniques of today

A
  1. job crafting
  2. dejobbing
32
Q
  • new job design technique that is a naturally occurring phenomenon whereby EEs mold their tasks to fit their indiv. strengths, passions, and motives better
  • results in more EE engagement
A

job crafting

33
Q

a situation in which workers are enthusiastic and immersed in their work to the degree that it improves the perf. of their companies

A

EE engagement

34
Q
  • new job design technique that refers to a process of structuring orgs not around jobs but around projects that are constantly changing
  • skill matrices are used instead of the typical job description
  • predicted to be the ‘norm’ of the future
A

dejobbing

35
Q
  • an EE contributions technique whereby work functions are structured for groups rather than for indiv.
  • team members are given discretion in matters traditionally considered mgmt prerogatives, such as process improvements, product or service development, and indiv. work assignments
A

EE teams

36
Q

Synergistic Team Characteristics

A
  • support
  • listening and clarification
  • disagreement
  • consensus
  • acceptance
  • quality
37
Q

Forms of EE Teams

A
  • cross-functional team
  • project teams
  • self-directed teams
  • task force teams
  • process-improvement teams
38
Q
  • type of employee team
  • a group staffed w/ a mix of EEs from an org’s mktg, prod, engineering depts, and so forth and is formed to accomplish a specifc objective
A

cross-functional team

39
Q
  • type of EE team
  • group formed specifically to design a new product or service
  • members are assigned by their mgrs on the basis of their ability to contributue to the team’s success
  • group normally disbands after the task is completed
A

project teams

40
Q
  • type of EE team
  • often championed as being the highest form of teams
  • groups of EEs who are accountable for an entire work process or segment that delivers a product or service to an internal or external customer
  • rely on consensus-type decision-making to perform their work duties, solve probs, or deal w/ internal/external customers
A

self-directed teams

41
Q
  • type of EE team
  • formed by mgmt to immediately resolve a major prob
A

task force teams

42
Q
  • type of EE team
  • a group made up of experienced ppl from different depts or functions
  • charged w/ improving quality, decreasing waste, or enhancing the productivity of processes that affect all depts or functions
  • normally appointed mgmt
A

process-improvement teams

43
Q

a team that utilizes telecomm. tech. to link team members who are geographically dispersed - often worldwide across cultures and time zones

A

virtual teams

44
Q

characteristics of a successful team

A
  • commitment to shared goals and objs.
  • motivated and energetic team members
  • open and honest comm
  • shared leadership
  • clear role assignments
  • climate of cooperation, collaboration, trust, and accountability
  • recogn. of conflict and its positive resolution
45
Q

reasons for UNsuccessful teams

A
  • power struggles
  • uncertainty about roles members should play
  • a lack of resources
  • conflicts of interest
  • personality differences
  • issues b/w mgrs and EEs
46
Q

components of team building training

A
  • team leadership
  • mission/goal setting
  • conduct of meetings
  • team decision-making
  • conflict resolution
  • effective comm.
  • diversity awareness
47
Q

disadv. of a compressed workweek

A
  • FLSA - strict rules requiring the pmt of OT hours to nonexempt EEs
  • can increase the stress mgrs and EEs experience b/c long workdays can be exhausting
48
Q
  • flexible working hrs that permit EEs the option of choosing daily starting and quitting times, provided that they work a set # of hrs per day or week
  • “core period” - all EEs are present at that time
A

flextime

49
Q

advantages of flextime

A
  • ERs can reduce some of the traditional causes of tardiness and absenteeism
  • EEs can adjust their work to accommodate their paritcular lifestyles and gain greater job satisfaction
  • EEs can also schedule their working hrs for the time of day when they are most productive
  • variations in arrival and departure times can help reduce traffic congestion so EEs spend less time on the road
  • allows orgs to improve their service to customers with extending their service hours
50
Q

disadvantages of flextime

A
  • not suited for all jobs - such as those that need to be staffed at all times
  • mgrs may have hard time communicating with and instructing EEs
  • if orgs expect Exec. to work long hours (early and late), flextime EEs may be passed over for promotions
51
Q

types of flexible work schedules

A
  • compressed workweeks
  • flextime
  • job sharing
  • telecommuting
52
Q
  • type of flexible work schedule
  • # of days in the workweek is shortened by lengthening the # of hrs worked per day
A

Compressed Workweek

53
Q

Mgrs adv. of Compressed Workweek

A
  • recruitment and retention of EEs
  • coord. EE work schedules w/ production scheds.
  • accommodating the leisure time activiteis of EEs while facilitating EE personal appointments
  • improvememts in EE job satisfaction and morale
54
Q
  • type of flexible work schedules
  • the arrangement whereby 2 P/T EEs perform a job that otherwise would be held by 1 F/T EE
A

job sharing

55
Q
  • type of flexible work schedules
  • use of personal computers, networks, and other comm. tech. such as fax machines to do work in the home that is traditionally done in the workplace
A

telecommuting

56
Q

adv. of telecommuting
both ERs and EEs

A
  • increased flexibility for EEs - better work/life balance
  • reduced absenteeism
  • retention of valued EEs who might otherwise quit
  • reduced “carbon footprints” through minimizing daily commuting
  • increased productivity (reduced wasted office time)
  • lower overhead costs and reduced office space
57
Q

keys for successful telecommuting

A
  • ID the jobs best suited to telecommute
  • select responsible EEs
  • estab. formalized telecommuting guidelines
  • being a formal training program
  • keep telecommuters informed
  • recognize when telecommuting is not working
58
Q

disadv. of telecommuting

A
  • loss of creativity as EEs are not interacting w/ one another on a regular basis
  • difficulty of developing appropriate perf. standards and eval. systems for telecommuters
  • the need to formulate an appropriate tech strat.

CMS 1 (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions