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Industrial/Organizational Psychology > Chapter 2 > Flashcards

Chapter 2 Flashcards

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1
Q

Gathering and analyzing information about the work an employee performs, the condition under which the work is performed, and the worker characteristics needed to perform the work under the identified conditions

A

Job Analysis

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2
Q

Written product of job analysis

A

Job Description

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3
Q

The process of determining the work activities and requirements

A

Job Analysis

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4
Q

The written result of the job analysis

A

Job Description

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5
Q

Promoting employees until they eventually reach their highest level of incompetence

A

Peter Principle

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6
Q

Obtaining Information about a job by talking to a person performing it

A

Job Analysis Interview

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7
Q

2-5 pages
TASK, DUTIES, & RESPONSIBILITIES

A

Job Description

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8
Q

Job Description is composed of

A

Job Title
Job Context
Work Performance
Compensation Information
Job Competency

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9
Q

Describes the nature of the job, its power and status level, and the competencies needed to perform the job

A

Job Title

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10
Q

Describes the environment in which the employee works and mentions stress level, work schedule, physical demands, level of responsibility, temperature, number of coworkers, degree of danger, and any other relevant information

A

Job Context

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11
Q

Contains a relatively brief description of how an employee’s performance is evaluated and what work standards are expected of the employee

A

Work Performance

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12
Q

Contain information on the salary, grade, whether the position is exempt, and the compensable factors used to determine salary

A

Compensation Information

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13
Q

A cluster of jobs with similar worth

A

Grade

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14
Q

A relatively dated term that refers to the knowledge, skills, and abilities needed to successfully perform a job.

A

Job Specifications

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15
Q

The knowledge, skills, abilities, and other characteristics needed to perform a job.

A

Competencies

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16
Q

Who will conduct the Analysis?

A

Human Resources Department
Job Incumbents
Supervisors and Managers
Subject Matter Experts
Consultant
Project Team
Employee Representatives

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17
Q

A process in which employees unofficially change their job duties to better fit their interest and skills

A

Job Crafting

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18
Q

Steps in conducting Job Analysis

A
  1. Identify Tasks Performed
  2. Write Tasks Statement
  3. Rate Task Statement
  4. Determine Essential KSAO’s
  5. Selecting Test to Tap KSAO’s
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19
Q

Gathering –> Interviewing –> Job Dimension

A

Identify Task Performed

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20
Q

Sources such as supervisors and incumbents who are knowledgeable about a job

A

Subject-matter experts (SMEs)

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21
Q

The person conducting the job analysis

A

Job analyst

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22
Q

A group job analysis interview consisting of subject-matter experts (SMEs)

A

SME Conference

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23
Q

A job analysis method in which a group of job experts identifies the objectives and standards to be met by the ideal worker

A

Ammerman Technique

24
Q

A job analysis method in which the job analyst watches job incumbents perform their jobs

A

Observations

25
Q

A job analysis method in which the job analyst actually performs the job being analyzed

A

Job Participation

26
Q

What is done? –> Duties and Responsibilities

A

Write Task Statements

27
Q

A questionnaire containing a list of task each of which the job incumbent rates on a series of scales such as importance and time spent

A

Task Inventory

28
Q

Evaluate –> SME –> Performance –> Duties and Responsibilities

A

Rate Task Statements

29
Q

The process of identifying the task for which employees need to be trained

A

Task Analysis

30
Q

KSAOs –> Competency

A

Determine Essential KSAOs

31
Q

A body of information needed to perform a task

A

Knowledge

32
Q

The proficiency to perform a learned task

A

Skill

33
Q

The basic capacity for performing a wide range of tasks, acquiring a knowledge, or developing a skill

A

Ability

34
Q

Factors that are not knowledge, skills, or abilities such as personality, willingness, interest, and degrees.

A

Other Characteristics

35
Q

Position Analysis Questionnaire, Job Structure Profile, Job Components Inventory, Occupational Information Network, Critical Incident Technique, Threshold Traits Analysis, and Fleishman Job Analysis Survey

A

Selecting Tests to Tap KSAOs

36
Q

A structured job analysis method developed by McCormick

A

Position Analysis Questionnaire

37
Q

A revised version of the Position Analysis Questionnaire designed to be used more by the job analyst than by the job incumbent

A

Job Structure Profile

38
Q

A structured job analysis technique developed by Cornelius and Hakel that is similar to the Position Analysis Questionnaire but easier to read

A

Job Elements Inventory

39
Q

A job analysis method developed by Fine that rates the extent to which a job incumbent is involved with functions in the categories of data, people, and things

A

Functional Job Analysis

40
Q

A structured job analysis technique that concentrates on worker requirements for performing a job rather than on specific tasks

A

Job Components Inventory

41
Q

An ergonomic job analysis method developed in Germany

A

AET
(Arbeitswissenschaftliches Erhebungsverfahren zur Tätigkeitsanalyse_

42
Q

The job analysis system used by the federal government that has replaced the Dictionary of Occupational Titles

A

Occupational Information Network

43
Q

The job analysis method developed by John Flanagan that uses written reports of good and bad employee behavior.

A

Critical Incident Technique

44
Q

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

A

Threshold Trait Analysis

45
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

46
Q

A job analysis method that taps the extent to which a job involves eight types of adaptability

A

Job Adaptability Inventory

47
Q

A job analysis instrument that helps determine the personality requirements for a job

A

Personality-Related Position Requirement Form

48
Q

The process of determining the monetary worth of a job

A

Job Evaluation

49
Q

Factors, such as responsibility and education requirements, that differentiate the relative worth of jobs

A

Compensable Job Factors

50
Q

Determining Internal Pay Equity involves

A
  1. Determining Compensable Job Factors
  2. Determining the Levels for Each Compensable Factor
  3. Determining the Factor Weights
51
Q

A line that represents the ideal relationship between the number of points that a job has been assigned (using the point method of evaluation) and the salary range for that job

A

Wage Trend Line

52
Q

A questionnaire sent to other organizations to see how much they are paying their employees in positions similar to those in the organization sending the survey

A

Salary Surveys

53
Q

The worth of a job is determined by comparing the job to the external market (other organization)

A

External Pay Equity

54
Q

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

A

Direct Compensation

55
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

Industrial/Organizational Psychology (4 decks)

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