chapter 3 & 4 Flashcards
Common-Metric Questionnaire
job analysis tool that collects data to ID and determine the job duties and requirements of a job
Comparable worth
equal pay for equal value; commonly referring to wage gap b/w men and women
compensable factors
the criteria used to evaluate a job and on the basis of which salary/wage of the employee is computed
based on competencies and eligibility
element
the smallest unit of work activity
example of an element
pressing a button to operate a fax machine
task
multiple elements joining together; activity of work that is performed to achieve a specific function
position
the tasks a person does at an organization
job
collection of positions similar enough to share a common title
example of a job
secretary
example of a position
secretary to the CEO
functional job analysis
qualitative analysis of a job role and worker that produces unique information based on the employee’s behavior and actions
incumbents
current holder of a position
job analysis
identify and determine the particular job duties and requirements and importance of the duties for a given job; process of gathering data about the job
job description
documentation of the scope, duties, responsibilities and tasks related to the job listing
Job Element Method
work oriented job analysis approach
job evaluation
systematic way of determining the value/worth of a job in relation to other jobs
job specifications
statement of employee characteristics and qualifications required for satisfactory performance
KSAOs
Knowledge, Skills, Ability and other Characteristics; describe attributes required for a particular position
Position Analysis Questionnaire
Job analysis questionnaire that evaluates job skill level and basic characteristic of applicants for a set match of employment opportunity
Position Analysis Questionnaire
Job analysis questionnaire that evaluates job skill level and basic characteristic of applicants for a set match of employment opportunity
Strategic job analysis
focuses on jobs in the future, anticipates performance requirements due to changes in technology, org structure, and org functions
subject matter experts
expert in business; individual with a deep understanding of process, function, technology, machine, material, or type of equipment
task inventory approach
list of tasks involved into the typical performance of a specific job
task energy
emphasis on task collection and deadlines; structured workplace
work oriented
approaches to job analysis that examine broad human behaviors involved in work activities
criteria
evaluative standards that can be used as ‘yardstick’ for measuring employee success/failure
performance
on the job behaviors that are relevant to the organization’s goals
ultimate critereon
theoretical construct encompassing all performance aspects that define success on the job
actual criterion
best real world representation of the ultimate criterion; age/speed, people liking you, etc
criterion deficiency
dimensions in the ultimate measure of a criterion that are not part of the actual measure
criterion contamination
condition in which things measured by the actual criterion are not part of the ultimate criterion
criterion problem
we do not have performance criteria entirely figured out like we dont have behavior entirely figured out
composite criterion
a weighted combination of multiple criteria that results in a single index of performance
dynamic criteria
measures reflecting performance levels that change over time
objective criteria
performance measure based on counting rather than on subjective judgments or evaluations
another name for objective criteria
hard or non judgemental criteria
subjective criteria
performance measures based on judgments or evaluations of others rather than on counting
another name for subjective criteria
soft or judgemental criteria
task performance
work-related activities performed that contribute to the technical core
contextual performance
activities performed by employees that encompass the broader organizational, social, and psychological environment in with the technical operates
Counterproductive work behaviors CWB
behaviors that somehow hard or detract from the organization: such as theft, sabotage, abuse of others, etc
slippery slope phenomenon
employees become more morally disengaged by engaging in small CWB with increased frequency
