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I/O PSYCHOLOGY > CHAPTER 2 > Flashcards

CHAPTER 2 Flashcards

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1
Q

• gathering, analyzing, and structuring information about a job’s components, characteristics, and requirements
• process of determining the work activities and requirements

A

JOB ANALYSIS

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2
Q

• describes the job in terms of key result areas, functions, roles, and competencies
• less emphasis on specific duties and responsibilities

A

JOB PROFILE

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3
Q

A structured job analysis method developed by McCormick. The PAQ contains 194 items organized into six main dimensions: information input, mental processes, work output, relationships with other persons, job context, and other job-related variables
such as work schedule, pay, and responsibility.

A

POSITION ANALYSIS QUESTIONNAIRE (PAQ)

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4
Q

• A revised version of the PAQ was developed by Patrick and Moore. Include item content and style, new items to increase the discriminatory power of the intellectual and decision-making dimensions, and an emphasis on having a job analyst, rather than the incumbent.

A

JOB STRUCTURE PROFILE

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5
Q

• developed by Cornelius and Hakel (1978)
• contains 153 items and has a readability level appropriate for an employee with only a tenth-grade education

A

JOB ELEMENTS INVENTORY (JEI)

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6
Q

• was designed by Fine (1955) as a quick method that could be used by the federal government to analyze and compare thousands of jobs

A

FUNCTIONAL JOB ANALYSIS (FJA)

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7
Q

• Jobs analyzed by FJA are broken down into the percentage of time the incumbent spends on three functions: data (information and ideas), people (clients, customers, and coworkers), and things (machines, tools, and equipment)

A

Dictionary of Occupational Titles (DOT)

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8
Q

A. METHODS PROVIDING GENERAL INFORMATION ABOUT WORKER ACTIVITIES

A
  • POSITION ANALYSIS QUESTIONNAIRE (PAQ)
  • JOB STRUCTURE PROFILE
  • JOB ELEMENTS INVENTORY (JEI)
  • FUNCTIONAL JOB ANALYSIS (FJA)
  • DICTIONARY OF OCCUPATIONAL TITLES (DOT)
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9
Q

B. METHODS PROVIDING INFORMATION ABOUT TOOLS AND EQUIPMENT

A
  • JOB COMPONENTS INVENTORY (JCI)
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10
Q
  • for use in England
  • consists of more than 400 questions
    covering five major categories: tools and equipment, perceptual and physical requirements, mathematical
    requirements, communication requirements, and
    decision making and responsibility.
    *It is the only job analysis method containing a
    detailed section on tools and equipment.
A

JOB COMPONENTS INVENTORY (JCI)

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11
Q

C. METHODS PROVIDING INFORMATION
ABOUT THE WORK ENVIRONMENT

A
  • AET (“ARBEITSWISSENSCHAFTLICHES
    ERHEBUNGSVERFAHREN ZUR
    TATIGKEITSANALYSE “)
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12
Q

D. METHODS PROVIDING INFORMATION
ABOUT COMPETENCIES
OCCUPATIONAL INFORMATION

A
  • NETWORK (O*NET)
  • DICTIONARY OF OCCUPATIONAL TITLES
  • CRITICAL INCIDENT TECHNIQUE (CIT)
  • EMPLOYEE PERFORMANCE RECORD
  • THRESHOLD TRAITS ANALYSIS (TTA)
  • FLEISHMAN JOB ANALYSIS SURVEY (F-JAS)
  • JOB ADAPTABILITY INVENTORY (JAI)
    -OCCUPATIONAL ANALYSIS INVENTORY
    (OAI)
    • PERSONALITY-RELATED POSITION
      REQUIREMENTS FORM (PPRF)
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13
Q

*The job analysis system used by the federal
government that has replaced the
Dictionary of Occupational Titles (DOT).

A

OCCUPATIONAL INFORMATION
NETWORK (O*NET)

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14
Q
  • The job analysis method developed by John
    Flanagan that uses written reports of good and bad
    employee behavior
  • supervisor records employee behaviors that were
    observed on the job and rates the employee on the
    basis of that record
  • Usually done after the HONEYMOON PERIOD or
    after 3 months
A

CRITICAL INCIDENT TECHNIQUE (CIT)

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15
Q

A standardized use of the critical-incident technique
developed at General Motors.

A

EMPLOYEE PERFORMANCE RECORD

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16
Q
  • 33-item questionnaire developed by Lopez that
    identifies traits necessary to successfully perform a
    job
A

THRESHOLD TRAITS ANALYSIS (TTA)

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17
Q

: The extent to which a trait or
behavior is valued as being good in society.

A

DESIRABILITY

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18
Q
  • A job analysis method in which jobs are rated on
    the basis of the abilities needed to perform them.
A

FLEISHMAN JOB ANALYSIS SURVEY (F-JAS)

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19
Q
  • A job analysis method that taps the extent to which
    a job involves eight types of adaptability.
A
  • JOB ADAPTABILITY INVENTORY (JAI)
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20
Q
  • contains 617 work elements
  • The major categories of items are five-fold:
  • Information Received; Mental Activities; Work
    Behavior; Work Goals; and Work Context
A

OCCUPATIONAL ANALYSIS INVENTORY
(OAI)

21
Q
  • A new job analysis instrument that helps determine
    the personality requirements for a job.
A
  • PERSONALITY-RELATED POSITION
    REQUIREMENTS FORM (PPRF)
22
Q

METHODS of JOB ANALYSIS

A
  1. Questionnaire Method
  2. Checklist Method
  3. Individual Interview (in office)
  4. Group Interview
  5. Technical Conference/Panel of experts
  6. Diary/Systematic Activity Log
  7. Work Participation Method
    8.OBSERVATION: the job analyst observes
    incumbents performing their jobs in the work setting
23
Q
  • summary of the tasks and job requirements found
    in the job analysis
  • the written result of the job analysis
A

JOB DESCRIPTION

24
Q
  • Short, clear and accurate
  • describes the nature of the job
  • Aids in recruitment and selection
  • Provides workers with some forms of identity
A
  1. JOB TITLE
25
Q
  • Two or three sentences about the position and the
    company are enough at this point. It is a good idea to
    include a sentence about the importance of this
    position to the company
A
  1. JOB SUMMARY
26
Q
  • Identify major categories and general
    responsibilities
  • For more complex positions it may be helpful to
    indicate the percentage of time a task will take.
A
  1. TASKS, RESPONSIBILITIES
27
Q
  • Education or degree requirements along with any
    special licenses or certifications required.
A
  1. QUALIFICATIONS
28
Q
  • Who does this employee report to? Is there direct supervision or is this a position that must be self-regulating?
A
  1. SUPERVISION
29
Q
  • Any particular physical requirements or
    environmental considerations that are unique to this
    position should be spelled out.
A
  1. WORKING CONDITIONS
30
Q
  • Although there is some disagreement on whether
    this information should be included in the recruiting
    materials, it absolutely should be part of the position
    description. This is also the place where notes can be
    made regarding whether this position is exempt or non- exempt, salaried or hourly, part time or full- time.
A
  1. SALARY AND BENEFITS
31
Q

PSA, NBI, PHILHEALTH, DEGREE

A
  1. PERSONAL REQUIREMENTS
32
Q
  • classify jobs into groups based on similarities in requirements and duties
  • useful for determining pay levels, transfers, and promotions
A

JOB CLASSIFICATION

33
Q
  • an employee may indicate that she does not know she is evaluated or to whom she is supposed to report
A

JOB ANALYSIS INTERVIEW

34
Q
  • describe the environment in which the employee works
  • should mention stress level. work schedule,
    physical demands, level of responsibility,
    temperature, number of coworkers, degree of
    danger and any other relevant information
A

JOB CONTEXT

35
Q

contain information in the salary grade

A

COMPENSATION INFORMATION

36
Q

A cluster of jobs of similar worth

A

GRADE

37
Q

The amount of money paid to an employee; does not count benefits, time off, and so forth

A

DIRECT COMPENSATION

38
Q
  • Formal requirements for a secretary might include typing letters or filling memos
    *Informal requirements might involve making coffee or picking up the boss’s children from school
A

FORMAL VERSUS INFORMAL
REQUIREMENTS

39
Q

interviews only one employee at a time

A

JOB ANALYST

40
Q

a larger number of employees are interviewed together

A

SME CONFERENCE

41
Q
  • process of determining a job’s worth
    *determine how much employees in a position should be paid
A

JOB EVALUATION

42
Q

The idea that jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand

A

COMPARABLE WORTH

43
Q

involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly

A

INTERNAL PAY EQUITY

44
Q
  • the worth of a job is determined by comparing the job to the external market (other organizations); important to attract and retain employees
A

EXTERNAL PAY EQUITY

45
Q

*level of responsibility, physical demands, mental demands, education requirements, training and experience requirements, working condition differentiate the relative worth of jobs

A

COMPENSABLE JOB FACTORS

46
Q

*total number of points for a job is compared with the salary currently being paid for the job

A

WAGE TREND LINE

47
Q
  • surveys ask how much an organization pays its employees in various positions
A

SALARY SURVEYS

48
Q
  • the actual salary paid for a particular job
A

ABSOLUTE AMOUNT

49
Q
  • A job evaluation system in which jobs are assigned points across several compensable factors to determine the worth of the job
A

POINT METHOD

I/O PSYCHOLOGY (8 decks)

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