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Industrial/Organizational Psychology > CHAPTER 2- JOB ANALYSIS AND EVALUATION > Flashcards

CHAPTER 2- JOB ANALYSIS AND EVALUATION Flashcards

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1
Q

The process of identifying how a job is performed, the conditions under which it is performed, The process of identifying how a job is performed, the conditions under which it is performed,

A

Job Analysis

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2
Q

Importance and Purpose of Job Analysis

A

Writing Job Descriptions
Employee Selection
Training
Personpower Planning
Performance Appraisal
Job Classification
Job Evaluation
Job Design
Compliance with legal guidelines
Organizational analysis

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3
Q

A written summary of the tasks performed in a job, the conditions under which the job is performed, and the requirements needed to perform the job.

A

Job Description

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4
Q

A written summary of the tasks performed in a job, the conditions under which the job is performed, and the requirements needed to perform the job.

A

Job Description

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5
Q

Obtaining information about a job by talking to a person performing it.

A

Job Analysis Interview

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6
Q

Obtaining information about a job by talking to a person performing it.

A

Grade

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7
Q

A relatively dated term that refers to the knowledge, skills, and abilities needed to successfully perform a job. “Competencies” is the more common term used today.

A

Job Specifications

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8
Q

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

A

Job Crafting

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9
Q

a job description contains the following 8 sections namely…

A

Job Title
Brief Summary
Work Activities
Tools and Equipment Used
Work Context
Peformance Standards
Compensation Information
Personal Requirements

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10
Q

One of the 8 sections of the Job description that describes the nature of the job, its power and status level and the competence needed to perform a job.

A

Job title

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11
Q

One of the 8 sections of the Job description that are only a paragraph in length and can be used in help-wanted advertisement, internal job postings,and company brochures.

A

Brief Summary

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12
Q

One of the 8 sections of the Job description which lists the task and activities in which the worker is involved

A

Work Activities

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13
Q

One of the 8 sections of the Job description which 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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14
Q

A section of the Job Description which 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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15
Q

This section of the job description should 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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16
Q
A
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17
Q

This section contains the knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest, personality, and training) that are necessary to be successful on the job

A

Job Competencies

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18
Q

Who Will Conduct the Analysis?

A

Typically, a job analysis is conducted by a trained individual in the Human Resources department, but it can also be conducted by job incumbents, supervisors, or outside consultants.

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19
Q

Which Employees Should Participate in the job analysis?

A

For organizations with relatively few people in each job, it is advisable to have all employees participate in the job analysis. In organizations in which many people perform the same job (e.g., teachers at a university, assemblers in a factory), every person need not participate. I

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20
Q

a group of subject-matter experts (people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management) meet to generate the tasks performed, the conditions under which they are performed, and the KSAOs needed to perform them.

A

committee-based job analysis

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21
Q

the job analyst individually interviews/observes a number of incumbents out in the field

A

field-based job analysis

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22
Q

Steps in conducting Job Analysis

A

Step 1: Identify Tasks Performed
Step 2: Write Task Statements
Step 3: Rate Task Statements
Step4:DetermineEssential KSAOs
Step 5: Selecting Tests to Tap KSAOs

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23
Q

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

A

Subject-matter experts (SMEs)

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24
Q

The person conducting the job analysis

A

Job analyst

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25
Q

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

A

SME conference

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26
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

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27
Q

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

A

Observations

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28
Q

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

A

Job participation

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29
Q

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

A

Task inventory

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30
Q

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

A

Task analysis

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 rnge of task acquiring 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 Qualities

35
Q

Methods Providing General Information About Worker Activities

A

Position Analysis Questionnaire (PAQ
Job Structure Profile (JSP)
Job Elements Inventory (JEI)
Functional Job Analysis (FJA)

36
Q

a structured instrument developed at Purdue University by McCormick, Jeanneret, and Mecham (1972).It 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

37
Q

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

A

Job Structure Profile (JSP)

38
Q

A structured job analysis technique developed by Cornelius and Hakel that is similar to the Position Analysis Questionnaire (PAQ) but easier to read. It contains 153 items and has a readability level appropriate for an employee with only a tenth-grade education

A

Job Elements Inventory (JEI)

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 (FJA

40
Q

Methods Providing Information About Tools and Equipment

A

Job Components Inventory (JCI)

41
Q

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

42
Q

Methods Providing Information About the Work Environment

A

AET

43
Q

An ergonomic job analysis method developed in Germany (Arbeitswissenschaftliches Erhebungsverfahren zur Tätigkeitsanalyse). By ergonomic, we mean that the instrument is primarily concerned with the relationship between the worker and work objects. I contains 216 items developed by Rohmert and Landau

A

AET

44
Q

Methods Providing Information About Competencies

A

Occupational Information Network (O*NET)
Critical Incident Technique (CIT)
ThresholdTraitsAnalysis (TTA)
JCI
F-JAS
JAI
PPRF
PIC

45
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

46
Q

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

A

Critical Incident Technique (CIT)

47
Q

A 33-item questionnaire developed by Lopez that identifies traits necessary to successfully performa job. The 33items cover five trait categories: physical,mental, learned,motivational, and social

A

Threshold Traits Analysis (TTA)

48
Q

A jobanalysis method in which jobs are rated on the basis of the abilities needed to perform them.

A

Fleishman Job Analysis Survey (F-JAS)

49
Q

A job analysis method which contains a132-item inventory developed by Pulakos, Arad, Donovan, and Plamondon (2000) that taps the extent towhich a job incumbent needs to adapt to situation
on the job.

A

Job Adaptability Inventory (JAI)

50
Q

was developed by Raymark, Schmit, and Guion (1997) to identify the personality types needed to perform job-related tasks. It consists of 107 items tapping 12 personality dimensions that fall under the “Big 5” personality dimensions (openness to experience, conscientiousness, extroversion, agreeableness, and emotional stability)

A

The Personality-Related Position Requirements Form (PPRF)

51
Q

Similar to the PPRF, this job analysis method contains 48 questions that help us determine which of the seven main personality traits are needed to perform a given task

A

Performance Improvement Characteristices (PIC)

52
Q

The _________ is seen as the most standardized technique and the _________ the least standardized.

A

PAQ; CIT

53
Q

The________takes the least amount of jobanalyst training and _______ the most.

A

CIT;task analysis

54
Q

least costly method of job analysis

A

PAQ

55
Q

most costly method of job analysis

A

CIT

56
Q

method of job analysis that takes the least amount of time to complete

A

PAQ

57
Q

method of job analysis that takes the most amount of time to complete

A

Task Analysis

58
Q

method of job analysis that has the highest-quality result

A

Task Analysis

59
Q

method of job analysis that has the lowest quality result

A

TTA

60
Q

method of job analysis that ahs been rated as the most useful

A

CITm

61
Q

method of job analysis that has been rated as the least useful

A

PAQ

62
Q

method of job analysis that gives the best overall job picture

A

Task Analysis

63
Q

method of job analysis thta gives the worst overall job picture

A

PAQ

64
Q

The process of determining the monetary worth of a job.

A

Job evaluation

65
Q

A job evaluation is typically done in two stages, these are…

A

Determining external pay equity and determining internal pay equity

66
Q

one of the stages of Job evaluation which involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly

A

Internal Pay Equity

67
Q

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

A

compensable job factors

68
Q

steps in determining internal pay equity

A

Step 1: Determining Compensable Job Factors
Step 2: Determining the Levels for Each Compensable Factor
Step 3: Determining the Factor Weights

69
Q

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

70
Q

one of the stages of job evaluation in which the worth of a job is determined by comparing the job to the external market (other organizations).

A

External pay equity

71
Q

To determine external equity, organizations use _________ which is identified as 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

72
Q

The amount of money paid to an employee (does not count benefits, timeoff, andso forth).

A

Direct compensation

73
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 (15 decks)

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