Chapter 3

Question 1

What is a job?

Answer 1

A group of related activities
and duties, held by a single
employee or a number of
incumbents

Question 2

What is an incumbent?

Answer 2

Individual currently holding
the position

Question 3

What is a position?

Answer 3

The collection of tasks and
responsibilities performed by
one person.

Question 4

What is the starting point of talent management?

Answer 4

Talent management begins with understanding which jobs need to be filled and identifying the traits and competencies employees need to perform those jobs effectively.

Question 5

What role does job analysis play in talent management?

Answer 5

Job analysis is critical in talent management as it summarizes the requirements of the job and how it fits within the organization.

Question 6

What is job analysis?

Answer 6

The procedure for determining
the tasks, duties, and
responsibilities of each job,
and the human attributes (in
terms of knowledge, skills, and
abilities) required to perform it.

Question 7

How does HRM differentiate between “job” and “position”?

Answer 7

Job is the role for example crew worker, position is the specific instance of a job held by a person

Question 8

How are jobs and positions related within an organization?

Answer 8

A job may have several positions held by different employees. For example, in a department with 1 supervisor, 1 clerk, 40 assemblers, and 3 tow-motor operators, there are 45 positions across 4 jobs.

Question 9

What is job analysis?

Answer 9

Job analysis determines the tasks, duties, and responsibilities of each job, as well as the human attributes (knowledge, skills, and abilities) required to perform it.

Question 10

What is the information gathered from job analysis used for?

Answer 10

The information is used to develop job descriptions (what the job entails) and job specifications (what the human requirements are).

Question 11

What are the six types of information typically collected in a job analysis?

Answer 11

The six types of information are work activities, human behaviors, machines/tools/equipment, performance standards, job context, and human requirements.

Question 12

What type of information is collected under “work activities” in job analysis?

Answer 12

It includes details about the job’s actual tasks (e.g., cleaning, selling, teaching) and how, why, and when these activities are performed.

Question 13

What does “human behaviours” refer to in job analysis?

Answer 13

It refers to the human behaviors the job requires, such as sensing, communicating, lifting weights, or walking long distances.

Question 14

What type of information is gathered about machines, tools, and equipment in job analysis?

Answer 14

This includes details on tools used, materials processed, knowledge applied (e.g., finance, law), and services rendered (e.g., counseling, repairing).

Question 15

What are performance standards in job analysis?

Answer 15

Performance standards refer to the job’s expected quantity or quality levels for each duty.

Question 16

What is “job context” in job analysis?

Answer 16

Job context involves information about physical working conditions, work schedule, incentives, and the typical number of people the employee interacts with.

Question 17

What does “human requirements” refer to in job analysis?

Answer 17

It refers to the knowledge, skills (education, training, work experience), and personal attributes (aptitudes, personality, interests) required for the job.

Question 18

Why is understanding the actual requirements of an organization’s jobs essential?

Answer 18

It is essential for planning future staffing needs, allowing organizations to determine which jobs can be filled internally and which require external recruitment.

Question 19

How should job description and job specification information be used in recruitment and selection?

Answer 19

This information should guide the recruitment and hiring process by identifying bona fide occupational requirements and ensuring that recruitment activities comply with legal standards in Canada.

Question 20

Why is job analysis important for compensation?

Answer 20

Job analysis helps determine the relative value of each job based on required skills, demands, responsibilities, and working conditions, which is crucial for establishing appropriate compensation and justifying pay differences under human rights or pay equity legislation.

Question 21

How does job analysis relate to performance management?

Answer 21

The criteria used to assess employee performance must directly relate to the duties identified through job analysis. Performance standards for routine tasks are often determined through job analysis, while more complex jobs may have standards established collaboratively by employees and supervisors.

Question 22

What role does job analysis play in labor relations within unionized environments?

Answer 22

Job descriptions developed from job analysis are subject to union approval. These descriptions are the basis for classifying jobs and negotiating wages, performance criteria, and working conditions. Significant changes may also require negotiation.

Question 23

How can job analysis assist in training, development, and career management?

Answer 23

By comparing employees’ current knowledge, skills, and abilities (KSAs) with those identified through job analysis, managers can identify training needs and help employees prepare for advancement by recognizing gaps in their KSAs.

Question 24

In what ways does job analysis contribute to organizational restructuring?

Answer 24

Job analysis ensures that all necessary duties are assigned, identifies overlaps in responsibilities, and helps pinpoint unnecessary requirements or areas of conflict that can be addressed through job redesign or restructuring.

Question 25

What are the primary uses of job analysis information in organizations?

Answer 25

Job analysis information is used for various purposes, including planning, recruitment and selection, performance management, and compensation.

Question 26

Why did organizations traditionally determine the intended use of job analysis information?

Answer 26

This determination guided the types of data to be collected and the techniques to be used in the job analysis process.

Question 27

Why has the preliminary step of determining the intended use of job analysis information been largely abolished?

Answer 27

The diverse uses of job analysis information and the continual need for such information have made it impractical to limit analysis based on intended uses.

Question 28

How do organizations typically approach job analysis today?

Answer 28

Organizations now collect job details on a relatively continuous basis to address various needs without a preliminary determination of intended use.

Question 29

What are the six critical steps involved in job analysis?

Answer 29

1. Relevant organizational information is reviewed.
2. Jobs are selected to be analyzed.
3. Using one or more job analysis techniques, data are collected on job activities.
4. The information collected in Step 3 is then verified and modified, if required.
5. Job descriptions and specifications are developed based on the verified
   information.
6. The information is then communicated and updated on an as-needed basis

Question 30

What is organizational structure?

Answer 30

The formal relationships
among jobs in an organization

Question 31

What is an organization chart?

Answer 31

A snapshot of the firm,
depicting the organization’s
structure in chart form at a
particular point in time.
Illustrates the types of departments established and the titles of each manager’s job, clarifying the chain of command and accountability.

Question 32

What constitutes an organization?

Answer 32

An organization consists of one or more employees who perform various tasks to achieve strategic goals.

Question 33

Why is it important to structure relationships between people and tasks within an organization?

Answer 33

Proper structuring is essential for achieving strategic goals efficiently and effectively through a motivated and engaged workforce.

Question 34

How can careful distribution of work among employees provide a strategic advantage?

Answer 34

Thoughtful distribution can lead to improved efficiency, better resource utilization, and enhanced competitiveness against rivals.

Question 35

What does an organization chart indicate?

Answer 35

It indicates the structure of the organization at a specific time but does not detail communication patterns, supervision levels, power dynamics, or specific duties.

Question 36

What are the limitations of an organization chart?

Answer 36

An organization chart does not provide information on actual communication patterns, degree of supervision, amount of power and authority, or specific duties and responsibilities.

Question 37

What is the primary consideration when designing an organization?

Answer 37

The primary consideration is choosing a structure that aligns with the company’s strategic goals.

Question 38

What are the three common types of organizational structures?

Answer 38

The three common types are bureaucratic, flat, and matrix.

Question 39

What characterizes a flat organizational structure?

Answer 39

In flatter organizations, managers have increased spans of control, leading to less time to manage each employee and greater responsibility for employees.

• Decentralized management approach
• Few levels and multidirectional communication
• Broadly defined jobs with general job descriptions
• Emphasis on teams and on product development

Question 40

How do self-managed work teams impact employee responsibilities?

Answer 40

In self-managed work teams, employees’ jobs change daily, encouraging them to view their roles in terms of the overall interests of the organization rather than a narrow set of responsibilities.

Question 41

What is the first step in the organizational design process?

Answer 41

Step 1 involves reviewing relevant background information, such as organization charts, process charts, and existing job descriptions.

Question 42

What does a process chart illustrate?

Answer 42

A process chart shows the flow of inputs to and outputs from the job under study, detailing specific job functions and interactions.

Question 43

What is a process chart?

Answer 43

A diagram showing the flow of
inputs to and outputs from the
job under study

Question 44

What are the characteristics of a bureaucratic structure?

Answer 44

• Top-down management approach
• Many levels, with hierarchical communication channels and career paths
• Highly specialized jobs with narrowly defined job descriptions
• Focus on independent job descriptions

Question 45

What are the characteristics of a matrix structure?

Answer 45

• Each job has two components: functional and product
• Finance personnel for product B are responsible to both the finance executive and the product B executive

Question 46

What is job design?

Answer 46

The process of systematically
organizing work into tasks
that are required to perform a
specific job.

Question 47

Why is selecting representative positions and jobs necessary in job analysis?

Answer 47

It is necessary when there are many incumbents in a single job or when several similar jobs need analysis, as it would be too time-consuming to analyze each one individually.

Question 48

How do an organization’s strategy and structure influence job design?

Answer 48

In bureaucratic organizations with a hierarchical division of labor, jobs are typically highly specialized. Effective job design also considers both human and technological factors.

Question 49

How has the traditional concept of a “job” changed in the twenty-first century?

Answer 49

The traditional concept of a well-defined job has shifted due to challenges like rapid product changes, global competition, and technological advances, leading to the need for more flexible and responsive organizational methods.

Question 50

What are some modern organizational challenges that have influenced job design?

Answer 50

Challenges include rapid technological change, global competition, deregulation, political instability, demographic shifts, and the shift to a service economy.

Question 51

How has the nature of work changed in response to these challenges?

Answer 51

Work has become more cognitively complex, team-based, collaborative, reliant on social skills and technological competence, more time-pressured, mobile, and less geographically dependent.

Question 52

How have some organizations shifted their focus in job analysis, hiring, and compensation?

Answer 52

Many organizations now focus on personal competencies and skills rather than specific duties and tasks due to the dynamic nature of modern jobs.

Question 53

Who is typically involved in collecting job analysis data?

Answer 53

Job analysis data collection usually involves a joint effort by an HR specialist, the incumbent (jobholder), and the jobholder’s supervisor.

Question 54

What role does the HR specialist play in the job analysis process?

Answer 54

The HR specialist (HR manager, job analyst, or consultant) may observe and analyze the work being done and develop the job description and job specifications.

Question 55

How do the supervisor and incumbent contribute to the job analysis process?

Answer 55

The supervisor and incumbent may fill out questionnaires and review and verify the HR specialist’s conclusions about the job’s duties, responsibilities, and requirements.

Question 56

Why might multiple techniques be used when collecting job analysis data?

Answer 56

When job analysis information is used for multiple purposes, such as recruitment criteria and compensation decisions, combining several techniques ensures a more comprehensive analysis.

Question 57

What is the most widely used method for determining the duties and responsibilities of a job?

Answer 57

Interview

Question 58

What are the three types of interviews used to collect job analysis data?

Answer 58

Individual interviews with each employee.
Group interviews with employees performing the same job.
Supervisory interviews with knowledgeable supervisors.

Question 59

When is a group interview used in job analysis?

Answer 59

A group interview is used when many employees perform similar or identical work. It provides a quick and cost-effective way of learning about the job.

Question 60

What role does the immediate supervisor play in a group interview for job analysis?

Answer 60

The immediate supervisor usually attends the group session to provide input on the job’s duties and responsibilities. If not, the supervisor is interviewed separately.

Question 61

What format do the most fruitful job analysis interviews follow?

Answer 61

Follow a structured or checklist format, ensuring that crucial questions are identified ahead of time and complete, accurate information is gathered.

Question 62

What should a job analysis questionnaire include?

Answer 62

Detailed questions regarding the general purpose of the job, responsibilities, duties, education, experience, skills required, physical and mental demands, and working conditions.

Question 63

What should job analysts and supervisors consider when selecting interviewees for a job analysis interview?

Answer 63

Choose employees who know the job best and who can be objective in describing their duties and responsibilities.

Question 64

How should rapport be established during a job analysis interview?

Answer 64

Rapport should be established by addressing the interviewee by name, using simple language, reviewing the interview’s purpose (job analysis, not performance appraisal), and explaining why the person was chosen.

Question 65

Why should a structured guide or checklist be used in a job analysis interview?

Answer 65

A structured guide or checklist ensures that crucial questions are covered, complete and accurate information is gathered, and comparable data is collected across interviews.

Question 66

What should be done if a job involves irregular duties?

Answer 66

The incumbent should list their duties in order of importance and frequency to ensure that critical but infrequent tasks are not overlooked.

Question 67

Who should review and verify the data collected during a job analysis interview?

Answer 67

Both the interviewee and their immediate supervisor should review and verify the job analysis data.

Question 68

What is another effective method for obtaining job analysis information besides interviews?

Answer 68

Having employees or supervisors fill out questionnaires is another good method of obtaining job analysis information.

Question 69

What are the two major decisions to be made when using a questionnaire for job analysis?

Answer 69

The two major decisions are how structured the questionnaire will be and who will complete it.

Question 70

What is a structured job analysis questionnaire?

Answer 70

A structured questionnaire contains specific questions used for all jobs or a common grouping of jobs, ensuring consistent and comparable information across jobs.

Question 71

What is a potential downside of using a structured questionnaire?

Answer 71

Structured questionnaires may overlook job aspects that are not explicitly included in the questions.

Question 72

What is an open-ended job analysis questionnaire?

Answer 72

An open-ended questionnaire asks broad questions, allowing respondents to provide more detailed and varied descriptions of the job’s duties.

Question 73

What is the downside of using an open-ended questionnaire?

Answer 73

Open-ended questionnaires make it difficult to compare jobs since the responses can vary significantly between jobs.

Question 74

What is a potential issue with having employees complete a job analysis questionnaire?

Answer 74

Employees may inflate job requirements to make their role appear more valuable to the organization.

Question 75

What advantage do supervisors have when completing a job analysis questionnaire?

Answer 75

Supervisors understand how a job may be unique compared to other jobs and can focus on the desired contributions of the role.

Question 76

What limitation might supervisors face when completing job analysis questionnaires?

Answer 76

Supervisors may only be able to identify observable activities and may miss certain internal aspects of the job that employees perform.

Question 77

What is a Position Analysis Questionnaire (PAQ)

Answer 77

A questionnaire used to collect
quantifiable data concerning
the duties and responsibilities
of various jobs.

Question 78

What is a Functional Job Analysis (FJA)

Answer 78

A quantitative method for
classifying jobs based on
amounts of responsibility
for data, people, and things.
Performance standards and
training requirements are also
identified.

Question 79

What is one of the most popular pre-developed structured job analysis questionnaires?

Answer 79

The Position Analysis Questionnaire (PAQ) is one of the most popular pre-developed, structured job analysis questionnaires.

Question 80

Who typically fills out the Position Analysis Questionnaire (PAQ)?

Answer 80

The PAQ is typically filled out by a job analyst who is already familiar with the particular job being analyzed.

Question 81

How many items are included in the Position Analysis Questionnaire (PAQ)?

Answer 81

The PAQ contains 194 items, each representing a basic element that may or may not play an important role in the job.

Question 82

How does the PAQ rating system work?

Answer 82

The job analyst rates each item on a five-point scale, indicating whether and to what extent each item plays a role in the job.

Question 83

What is the main advantage of using the Position Analysis Questionnaire (PAQ)?

Answer 83

The main advantage of the PAQ is that it provides a quantitative score or profile of a job based on six basic dimensions.

Question 84

What are the six dimensions measured by the PAQ?

Answer 84

he six dimensions measured by the PAQ are:

1. Information input
2. Mental processes
3. Work output (physical activities and tools)
4. Relationships with others
5. Job context (physical and social environment)
6. Other job characteristics (such as pace and structure)

Question 85

How can PAQ results be used in an organization?

Answer 85

PAQ results can be used to classify and compare jobs with one another, which can help determine appropriate pay levels.

Question 86

How does the FJA work?

Answer 86

Functional Job Analysis (FJA) is a pre-established questionnaire that rates a job based on responsibilities for data, people, and things, ranging from simple to complex.

Question 87

How does Functional Job Analysis (FJA) rate jobs involving “things”?

Answer 87

FJA rates “things” based on physical interaction with tangible items, such as desktop equipment, groceries, luggage, or a bus, and considers its importance depending on the job.

Question 88

Why is working with “things” important in Functional Job Analysis (FJA), especially for workers with disabilities?

Answer 88

Physical involvement with tangibles may seem less important for data- or people-centered jobs, but it becomes significant for workers with disabilities as it impacts their ability to perform tasks.

Question 89

What key factors does Functional Job Analysis (FJA) help identify?

Answer 89

FJA helps identify performance standards and training requirements for a job.

Question 90

What question does Functional Job Analysis (FJA) answer regarding worker training?

Answer 90

FJA answers the question: “To do this task and meet these standards, what training does the worker require?”

Question 91

What are the two types of job observation methods?

Answer 91

Job observation can be done using information prepared in advance (structured), in real time without advance information (unstructured), or a combination of both.

Question 92

When is direct observation especially useful in job analysis?

Answer 92

Direct observation is particularly useful when jobs consist mainly of observable physical activities, such as for janitors, assembly-line workers, and accounting clerks.

Question 93

What advantage does third-party observation have in job analysis?

Answer 93

Third-party observation focuses more on reality than perception, giving it more credibility as there is minimal incentive to distort results.

Question 94

What are some limitations of using direct observation for job analysis?

Answer 94

Observation can influence job behavior, and it is not appropriate for jobs that involve a lot of mental activity or occasional tasks, like lawyers or employees compiling year-end reports.

Question 95

Why is direct observation not suitable for jobs involving mental activity?

Answer 95

Direct observation is not effective for jobs with significant mental activity, such as lawyers or design engineers, as these activities are not easily observable.

Question 96

What is often combined with direct observation to improve job analysis accuracy?

Answer 96

Direct observation is often combined with interviewing to improve the accuracy of job analysis.

Question 97

What is a diary or log?

Answer 97

Daily listings made by
employees of every activity in
which they engage, along with
the time each activity takes.

Question 98

How does keeping a diary or log help in job analysis?

Answer 98

It produces a very complete and chronological picture of the job, especially when supplemented with interviews with the employee and their supervisor.

Question 99

What is the purpose of a participant diary or log in job analysis?

Answer 99

A participant diary or log is used to ask employees to record every activity they engage in during the day, along with the time spent, to create a detailed picture of the job.

Question 100

What potential issue might arise from using a diary or log for job analysis?

Answer 100

Employees might exaggerate some activities and underplay others, though the detailed and chronological nature of the log helps minimize this problem.

Question 101

How can the accuracy of participant diaries or logs be improved?

Answer 101

The accuracy can be improved by supplementing the diary or log with interviews of the employee and their supervisor.

Question 102

What is the National Occupational Classification (NOC)?

Answer 102

A reference tool for writing job descriptions and job specifications. Compiled by the federal government, it contains comprehensive, standardized descriptions of about 40,000 occupations and the requirements for each.

Question 103

What is an occupation?

Answer 103

A collection of jobs that share
some or all of a set of main
duties.

Question 104

How can organizations use the NOC for job analysis?

Answer 104

Organizations can access information about necessary job activities, requirements, and competencies by job title, but they should adjust the information based on their strategy and structure, update outdated terms, and verify details specific to their needs.

Question 105

What is the key difference between occupations and jobs in the context of the NOC?

Answer 105

The NOC focuses on occupations, defined as a collection of jobs that share similar main duties, whereas jobs are individual positions within these occupations.

Question 106

What are the three levels of classification within the NOC?

Answer 106

The three levels of classification are Major Groups (two-digit numbers), Minor Groups (three digits), and Unit Groups (four digits), with Unit Groups providing detailed profiles of occupations.

Question 107

Can you give an example of the NOC classification?

Answer 107

An example would be:

Major Group 12—Administrative and financial supervisors and administrative occupations
Minor Group 122—Administrative and regulatory occupations
Unit Group 1223—Human resources and recruitment officers.

Question 108

What are the two key dimensions used to classify occupations in the NOC?

Answer 108

The two key dimensions are skill level and skill type, which are used to classify occupations into Major Groups.

Question 109

From whom can job analysis information be obtained?

Answer 109

Job analysis information can be obtained from individual workers, groups, supervisors, or observers.

Question 110

What methods can be used to collect job analysis information?

Answer 110

Interviews, observations, and questionnaires are common methods used to collect job analysis information.

Question 111

Why is it not advisable to rely on just one source for job analysis data?

Answer 111

Relying on a single source is not recommended because each approach has drawbacks. For example, group members may feel pressured to conform in group interviews, and individuals may be careless when completing questionnaires.

Question 112

What is the best practice when collecting job analysis data?

Answer 112

The best practice is to collect data from multiple sources to reduce the risk of inaccurate conclusions.

Question 113

Why should job analysis information be verified?

Answer 113

Verifying job analysis information helps ensure that the data is factually correct, complete, and accepted by employees performing the job and their supervisors.

Question 114

What are the two main benefits of verifying job analysis information?

Answer 114

First, inconsistencies can be investigated to determine why they exist and what actions to take. Second, participants are more likely to be honest and consistent, knowing they may be held accountable.

Question 115

Who should verify the job analysis information?

Answer 115

The job analysis information should be verified by workers performing the job and their immediate supervisors.

Question 116

How does the knowledge of verification impact the reliability and validity of job analysis data?

Answer 116

The knowledge that information will be verified increases reliability and validity by encouraging honesty and consistency from participants and allowing inconsistencies to be addressed.

Question 117

What is a job description?

Answer 117

A written statement of what the jobholder actually does, how they do it, and under what conditions the job is performed. It includes the duties, responsibilities, reporting relationships, human qualifications, and working conditions of a job—one
product of a job analysis.

Question 118

What is included in a typical job description?

Answer 118

Most job descriptions include job identification, job summary, relationships, duties and responsibilities, authority of the incumbent, performance standards, and working conditions.

Question 119

What additional information may be included in job descriptions?

Answer 119

Job specifications, which detail human qualifications, may also be included in job descriptions.

Question 120

Is there a standard format for writing job descriptions?

Answer 120

No standard format is used in writing job descriptions, but they commonly contain specific types of information.

Question 121

What recent trend has emerged regarding job titles in organizations?

Answer 121

Some organizations have allowed employees to be involved in establishing their own job titles based on the results of job analysis.

Question 122

What information is typically included in the job identification section of a job description?

Answer 122

The job identification section usually includes the position title, department, location, and the title of the immediate supervisor.

Question 123

What is the purpose of the position title in the job identification section?

Answer 123

The position title specifies the name of the job, such as vice-president, marketing manager, recruiter, or inventory control clerk.

Question 124

What does the “reports to” heading indicate in the job identification section?

Answer 124

The “reports to” heading indicates the title of the immediate supervisor for the position.

Question 125

Why is it important to include the department and location in the job identification section?

Answer 125

Including the department and location provides context about where the job fits within the organization and its operational environment.

Question 126

What is the purpose of the job summary?

Answer 126

The job summary describes the general nature of the job and lists its major functions or activities.

Question 127

How might a job summary be phrased for the position of materials manager?

Answer 127

A job summary for a materials manager might state that the manager will “purchase economically, regulate deliveries of, store, and distribute all materials necessary on the production line.”

Question 128

What is the relationship’s section in a job description?

Answer 128

The relationships section indicates the jobholder’s relationships with others inside and outside the organization.

Question 129

What types of relationships are included in the relationships section?

Answer 129

The section includes relationships with those directly and indirectly supervised, peers, superiors, and outsiders relevant to the job.

Question 130

How might a job description specify reporting relationships?

Answer 130

For example, it might state: “Reports to: Vice-president of employee relations.”

Question 131

Who might be listed as direct reports in the relationships section?

Answer 131

Direct reports might include positions such as “Supervises: Human resource clerk, test administrator, labour relations director, and one administrative assistant.”

Question 132

What are some examples of external relationships that may be included in this section?

Answer 132

Examples include relationships with employment agencies, executive recruiting firms, union representatives, provincial/territorial and federal employment offices, and various vendors.

Question 133

What does the duties and responsibilities section of a job description include?

Answer 133

It presents a detailed list of the job’s major duties and responsibilities, each described in a few sentences.

Question 134

How should major duties be presented in this section?

Answer 134

Each major duty should be listed separately and described clearly to provide a comprehensive understanding of the role.

Question 135

Can you give an example of a duty for the vice-president of human resources?

Answer 135

Duties might include developing and recommending HRM strategies, providing policy guidance, and identifying and analyzing internal and external environmental changes.

Question 136

What are some typical duties for other positions?

Answer 136

Typical duties might include maintaining balanced inventories, making accurate postings to accounts payable, maintaining favourable purchase price variances, or repairing production line tools and equipment.

Question 137

What should not be included in the duties and responsibilities section?

Answer 137

Experts advise against including a “cop-out clause” like “other duties, as assigned,” as it leaves the job’s nature vague and can lead to abuse.

Question 138

What does the authority section of a job description define?

Answer 138

It defines the limits of the jobholder’s authority, including decision-making power, direct supervision of employees, and budgetary limitations.

Question 139

What type of authority might a vice-president of human resources have?

Answer 139

They may have the authority to approve budgeted non-capital expenditures, budgeted capital expenditures up to $100,000, approve expense accounts for subordinates, hire and fire subordinates, and exercise line authority over direct reports.

Question 140

Why is it important to specify decision-making authority in a job description?

Answer 140

Specifying decision-making authority clarifies the jobholder’s power to make important decisions and ensures accountability within the organization.

Question 141

What are budgetary limitations in the context of a job description?

Answer 141

Budgetary limitations define the extent to which a jobholder can authorize expenditures, ensuring financial control and accountability within the organization.

Question 142

How does the authority section impact supervision of other employees?

Answer 142

It outlines the jobholder’s direct supervision responsibilities, establishing clear reporting relationships and accountability within the team.

Question 143

What is the purpose of the performance standards or indicators section in a job description?

Answer 143

This section outlines the standards the employee is expected to achieve for each of the main duties and responsibilities in the job description.

Question 144

Why is it challenging to set performance standards?

Answer 144

Setting performance standards can be difficult because simply telling employees to “do their best” does not provide clear guidance for achieving top performance.

Question 145

What is one effective way to establish performance standards?

Answer 145

A straightforward approach is to complete the statement: “I will be completely satisfied with your work when…” for each duty listed in the job description.

Question 146

Give an example of a performance standard for the duty of accurately posting accounts payable.

Answer 146

One example would be: “All invoices received are posted within the same working day.”
“No more than three posting errors per month occur, on average.”

Question 147

Provide a performance standard for meeting a daily production schedule.

Answer 147

“The work group produces no fewer than 426 units per working day.”
“No more than 2 percent of units are rejected at the next workstation, on average.”

Question 148

How can performance standards help managers?

Answer 148

They provide clear and measurable expectations for employees, helping managers assess performance and ensure accountability.

Question 149

What should the working conditions section of a job description include?

Answer 149

This section should outline the general working conditions involved in the job, including factors like noise level, temperature, lighting, privacy, interruptions, work locations, travel requirements, and hazards.

Question 150

What additional information regarding hours of work is typically included in job analyses?

Answer 150

Information about expected hours of work, including shifts, overtime, and flexibility, is often included to set clear expectations for candidates.

Question 151

What are job specifications?

Answer 151

A list of the “human
requirements”—that is, the
requisite knowledge, skills, abilities, and other characteristics needed to perform the job; another product of a job analysis

Question 152

How is work typically divided in organizations?

Answer 152

Work is divided into manageable units and ultimately into jobs that can be performed by employees.

Question 153

What historical period significantly influenced the concept of a job as we know it today?

Answer 153

The Industrial Revolution played a key role in shaping the modern understanding of jobs.

Question 154

What major change occurred during the Industrial Revolution regarding labor?

Answer 154

There was a widespread substitution of machine power for human power, leading to changes in job structures and responsibilities.

Question 155

What two factors were experts in the Industrial Revolution particularly focused on regarding job design?

Answer 155

Experts focused on the positive correlation between job specialization and productivity, as well as efficiency.

Question 156

Why did job specialization become popular during the Industrial Revolution?

Answer 156

Job specialization was seen as a way to enhance productivity and efficiency, leading to increased output in various industries.

Question 157

How did management experts view specialized, short-cycle jobs?

Answer 157

Management experts and managers highly favored specialized, short-cycle jobs for their perceived benefits to productivity and operational efficiency.

Question 158

What is the significance of the term “job” in the context of modern work?

Answer 158

The term “job” reflects the organized, specialized roles that have developed over time to meet efficiency demands in the workplace.

Question 159

What is work simplification?

Answer 159

An approach to job design
that involves assigning most
of the administrative aspects
of work (such as planning and
organizing) to supervisors
and managers, while giving
lower-level employees
narrowly defined tasks to
perform according to methods
established and specified by
management.

Question 160

What is work simplification?

Answer 160

Work simplification is the process of breaking down tasks into simpler components to increase operating efficiency.

Question 161

In what type of environment is work simplification most effective?

Answer 161

Work simplification can increase operating efficiency in stable environments, especially where employees may have low skills or motivation.

Question 162

Why might work simplification be appropriate in certain settings?

Answer 162

It can be suitable for settings employing individuals with limited education and training, such as some operations in transitioning economies.

Question 163

When is work simplification not effective?

Answer 163

It is not effective in changing environments that require custom-designed products, high-quality services, or where employees seek challenging work.

Question 164

What are some negative consequences of work simplification among educated employees?

Answer 164

Simplified jobs can lead to lower job satisfaction, higher absenteeism and turnover rates, and demands for premium pay due to the repetitive nature of the work.

Question 165

How can work simplification impact employee motivation?

Answer 165

In environments where employees desire challenging tasks, work simplification may diminish motivation and engagement.

Question 166

What might be a consequence of using work simplification in dynamic industries?

Answer 166

In dynamic industries, using work simplification could result in a mismatch between employee expectations and job design, affecting retention and performance.

Question 167

What is job redesign?

Answer 167

Job redesign is the process of altering specialized jobs to make them more challenging and satisfying for employees.

Question 168

Why can specialized jobs sometimes backfire?

Answer 168

Specialized jobs can lead to reduced morale among employees due to repetitive tasks and lack of engagement.

Question 169

What is job enlargement (horizontal loading)?

Answer 169

A technique to relieve monotony and boredom that involves assigning workers additional tasks at the same
level of responsibility to increase the number of tasks they have to perform.

Ex: someone who assembles the legs onto airplane seats will now also put on the back as well

Question 170

What is job rotation?

Answer 170

A technique to relieve monotony and employee boredom that involves
systematically moving employees from one job to another.

Question 171

How does job rotation benefit employees?

Answer 171

Moves workers between different jobs, allowing them to learn multiple roles and develop various competencies.

Question 172

What is job enrichment (vertical loading)?

Answer 172

Any effort that redesigns jobs
to make an employee’s job
more rewarding or satisfying
by increasing the opportunities
for the worker to experience
feelings of responsibility,
achievement, growth, and
recognition.

Question 173

Who proposed the concept of job enrichment and what is its main idea?

Answer 173

Psychologist Frederick Herzberg proposed job enrichment, arguing that empowering workers leads to better motivation, quality, and productivity.

Question 174

How can empowering workers through job enrichment impact their performance?

Answer 174

Empowered employees are likely to take ownership of their work, leading to improved performance and a greater desire to succeed.

Question 175

What is the relationship between job enrichment and team-based, self-managing jobs?

Answer 175

The philosophy of job enrichment supports the development of team-based, self-managing jobs, where employees are given the skills and authority to take charge of their work.

Question 176

Why is job redesign important in modern workplaces?

Answer 176

Job redesign is important because it helps enhance employee satisfaction, reduces turnover, and improves overall organizational performance by making work more engaging.

Question 177

What is competency-based job analysis?

Answer 177

Describing a job in terms of
the measurable, observable
behavioural competencies an
employee must exhibit to do a
job well.
Focuses on writing job descriptions based on competencies rather than specific job duties, emphasizing the capabilities required for effective job performance.

Question 178

Why are traditional job analysis procedures being reconsidered in HR management?

Answer 178

Traditional job analysis may inhibit flexible behavior in high-performance work environments where employees need to adapt and move between jobs seamlessly.

Question 179

What are competencies in the context of job analysis?

Answer 179

Demonstrable characteristics
of a person that enable
performance of a job.

Question 180

How does competency-based job analysis differ from traditional job analysis?

Answer 180

While traditional job analysis focuses on a list of specific job duties, competency-based analysis emphasizes what an employee must be capable of doing to succeed in the role.

Question 181

What is a key benefit of using competency-based job descriptions?

Answer 181

Competency-based job descriptions encourage flexibility and adaptability in employees, aligning with the dynamic needs of modern organizations.

Question 182

How can required competencies for a job be identified?

Answer 182

Required competencies can be identified by completing the sentence: “In order to perform this job competently, the employee should be able to…”

Question 183

Why is it important for competencies to be observable and measurable?

Answer 183

Observable and measurable competencies ensure that performance can be assessed objectively, making it easier to evaluate employee effectiveness and training needs.

Question 184

In what types of work environments is competency-based job analysis particularly valuable?

Answer 184

Competency-based job analysis is especially valuable in high-performance work environments that require flexibility and quick adaptation to changing tasks.

Question 185

What is the impact of competency-based job analysis on employee performance?

Answer 185

By focusing on competencies, organizations can better align employee skills with job requirements, leading to improved performance and greater job satisfaction.

Question 186

Why is competency analysis preferred over traditional job descriptions?

Answer 186

Competency analysis aligns employee capabilities with job roles, reducing the likelihood of a “that’s-not-my-job” attitude and fostering a more flexible work environment.

Question 187

What is the first reason to use competency analysis in job descriptions?

Answer 187

Traditional job descriptions may hinder high-performance work systems, which aim to promote self-motivation, teamwork, and the rotation of employees among various roles.

Question 188

How do competencies enhance the work environment?

Answer 188

Competencies encourage employees to learn and adapt to multiple roles, fostering enthusiasm for professional development and collaboration.

Question 189

What is the second reason for describing jobs in terms of competencies?

Answer 189

It allows for a more strategic approach, aligning the required skills and knowledge with the organization’s goals, such as precision manufacturing or other strategic initiatives.

Question 190

How does competency analysis support an organization’s strategic objectives?

Answer 190

By focusing on the necessary skills and knowledge, companies can tailor their workforce development to meet specific strategic needs, enhancing overall effectiveness.

Question 191

What is the third reason to use competency analysis in job descriptions?

Answer 191

Measurable skills and competencies aid in performance management processes, enabling better training, appraisal, and reward systems that align with organizational goals.

Question 192

Why is it important for training and rewards to be based on competencies?

Answer 192

It ensures that the development of employee skills directly supports the achievement of work goals, creating a more competent and effective workforce.

Question 193

How does describing jobs in terms of competencies benefit the performance management process?

Answer 193

It facilitates a clear understanding of the skills and competencies needed, making it easier to assess employee performance and identify training needs.

Question 194

In what ways can competency analysis improve employee engagement?

Answer 194

By fostering a culture of learning and adaptability, competency analysis can increase job satisfaction and motivation, as employees feel more empowered in their roles.

Question 195

How do traditional job descriptions typically define job responsibilities?

Answer 195

Traditional job descriptions often list duties and responsibilities without a focus on measurable competencies, which can lead to vague expectations.

Question 196

What is a key feature of competency-based job analysis?

Answer 196

It emphasizes specific, observable, and measurable competencies that an employee must demonstrate to perform their job effectively.

Question 197

Why can some traditional job duties be challenging to evaluate?

Answer 197

Duties like “works with writers and artists” are subjective and not easily quantifiable, making it difficult to assess performance or necessary training.

Question 198

How does competency-based analysis enhance clarity in job expectations?

Answer 198

It allows for clear, measurable statements like “conduct marketing surveys” that specify what an employee must be able to do, providing better guidance for performance evaluation.

Question 199

Give an example of a traditional job duty that is hard to measure.

Answer 199

“Oversees copywriting, design, and layout” is difficult to measure because it lacks clear criteria for evaluation and does not specify how success can be determined.

Question 200

What type of job duties can be easily expressed in a competency-based format?

Answer 200

Duties that involve specific actions, such as “prepare marketing activity reports” or “develop and execute marketing plans,” are straightforward to articulate as competencies.

Question 201

How does traditional job analysis fall short in high-performance environments?

Answer 201

It often results in narrow job definitions that can inhibit flexibility and adaptability, whereas competency-based analysis encourages broader skill development.

Question 202

Why is it beneficial to focus on competencies rather than traditional duties?

Answer 202

Focusing on competencies fosters a culture of accountability and allows for better alignment with organizational goals, as employees understand the skills necessary for success.

Question 203

What challenges arise when trying to measure competencies in traditional job descriptions?

Answer 203

Without clear metrics, it’s difficult to determine training needs or assess whether an employee meets the standards required for their role.

Question 204

How can organizations transition from traditional to competency-based job analysis?

Answer 204

They can start by identifying key competencies for each role and rewriting job descriptions to emphasize these competencies over traditional duties.