Chapter 3

Question 1

Job analysis

Answer 1

systematic process of defining jobs and the human attributes required to perform them

Question 2

element

Answer 2

smallest unit of work activity

“place key in ignition”

Question 3

task

Answer 3

string of elements that achieve specific objectives

“deliver food to customers in a timely manner”

Question 4

position

Answer 4

tasks performed by an individual in an organization

“delivery driver at Marcos pizza”

Question 5

job

Answer 5

collection of similar positions; share same job title

“delivery driver”

Question 6

job family

Answer 6

collection of similar jobs “driver/sales workers”

Question 7

occupation

Answer 7

really similar to job family; focus of vocation? idk bro

Question 8

competencies

Answer 8

KSAOs = knowledge, skills, abilities, and other characteristics needed to perform certain functions

Question 9

Why do job analysis?

Answer 9

1. necessary for the success of various functions
2. jobs are not static entities
3. professional standards
4. legal issues

Question 10

Griggs v. Duke Power

Answer 10

Griggs basically argued that Duke Power was discriminating against workers on the basis of race through holding unfair and invalid standards for entry into supervisory positions

Question 11

3 products of job analysis

Answer 11

job description
job specifications
job evaluation

Question 12

job description

Answer 12

what employees do, why they do it and how (task requirements)

Question 13

job specifications

Answer 13

What KSAOs are necessary to perform the job (person
requirements

Question 14

job evaluation

Answer 14

Determines value of job to organization; sets salary

Question 15

uses of job analysis

Answer 15

criterion development and performance appraisal
job design
training
selection and placement
compensation

Question 16

criterion development and performance appraisal

Answer 16

(job description) identifies important job duties and performance behaviors. Used to develop a rating scale or when doing annual reviews

Question 17

Job design/redesign

Answer 17

(job description) reveals redundant or outdated job tasks to improve

Question 18

Training

Answer 18

(job description) identifies the content that can be trained and how to do so

Question 19

Selection and placement

Answer 19

(job specifications) identifies the KSAOs org’s should select on and who should work in what position

Question 20

Compensation

Answer 20

(job evaluation) Helps create internal pay structure

Question 21

what are the two main approaches to job analysis?

Answer 21

job oriented approach and person oriented approach

Question 22

job oriented approach

Answer 22

Describe the work activities performed/job description (Materials and tools, products made, services provided, etc.)

Task statements developed by Subject Matter Experts (SMEs)

Question 23

SME

Answer 23

supervisors or job incumbents
Typically rate whether and how much they perform the task, and how important it is

Question 24

Person-oriented approach

Answer 24

Describe the KSAOs needed to perform the job well/people doing the job

Question 25

Data collection for job analysis (4)

Answer 25

perform job yourself interview employees observe employees use questionnaires

Question 26

perform job yourself (p/c)

Answer 26

Advantages: provides context of the job and offers extensive details Disadvantages: expensive, time consuming, takes extensive analyst training, can be dangerous to the analyst. (Rarely done)

Question 27

Interview employees (p/c)

Answer 27

Advantages: provides multiple perspectives, can show differences among people with the same job Disadvantages: is time consuming compared to a questionnaire, fails to show job context

Question 28

Observe employees (p/c)

Answer 28

Advantages: provides the context in which the job is done and provides an objective view of the job Disadvantages: time consuming, might change behavior due to being observed (Hawthorne effect)

Question 29

Use Questionnaires (p/c)

Answer 29

Advantages: efficient and inexpensive, reveals differences among incumbents, and is easy to quantify, analyze and compare jobs Disadvantages: ignores context, requires knowledge to design questionnaires, and incumbents can distort importance.

Question 30

competency models

Answer 30

collections of KSAOs needed for effective performance in jobs. Describe general worker requirements at an organizational level. Tend to focus on other characteristics such as personality traits and values

Question 31

competency models (p/c)

Answer 31

pros: easier to create, more general, written in company language cons: don't identify KSAOs for specific jobs, validity of research may be less rigorous

Question 32

critical incidents approach

Answer 32

asking job incumbents describe behaviors that have been "critical" (ex: good/bad job performance)

Question 33

critical incidents approach (p/c)

Answer 33

pros: helps determine key behaviors that discriminate in effective job performance cons: fragmented perspective, doesn't lead to clear ID of KSAOs, may overlook important everyday behaviors

Question 34

The Occupational Information Network (O*NET)

Answer 34

primary source of occupational info in the U.S. It contains data on ~1,100 occupants , uses hybrid of task-oriented and worker oriented approaches. Puts job incumbent surveys together to gather data.

Question 35

4 principles of O*NET

Answer 35

multiple windows/descriptor domains, common language, uses occupational taxonomy and comprehensive content model.

Question 36

Challenges of job analysis

Answer 36

rater influences - there tends to be 22-30% error variance in KSAO ratings, this can be explained somewhat by cognitive ability (intelligence), work experience, performance level, personality, social factors, etc. may all influence.

Question 37

Importance of rater training (5)

Answer 37

provide definitions of rating dimensions define scale anchors describe behaviors of each dimension allow raters to practice provide feedback on practice.

Question 38

Job evaluation

Answer 38

product of determining job analysis relating to compensation

Question 39

Point system method

Answer 39

subject matter experts use job analysis to ID organization -- wide compensable factors (what jobs are assigned points on.

Question 40

Equal pay act

Answer 40

Equal pay for equal work > same skills, effort, responsibilities, working conditions. This does not address equal pay for dissimilar jobs.

Question 41

what are common compensable factors?

Answer 41

effort & performance, skill level & preparation, responsibility, working hrs & conditions, etc. Nontraditional includes conflict, stress, risk exposure.