Chapter 3: Job Analysis & Evaluation Flashcards

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1
Q

What is the foundation for almost all human resources activities?

A

Job analysis / work analysis.

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2
Q

A brief, two to five page summary of the tasks and job requirements found in the 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

Serve as the basis for many HR activities, including employee selection, evaluation, training, and work design.

A

Job analyses and job descriptions.

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6
Q

Select tests or develop interview questions that will determine whether a particular applicant possesses the necessary knowledge, skills, and abilities to carry out the requirements of a job.

A

Employee selection.

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7
Q

Job analyses yield lists of job activities that can be systematically used to create training programs.

A

Training.

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8
Q

The evaluation of employee performance must be job related.

A

Performance Appraisal.

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9
Q

Job analysis enables a human resources professional to classify jobs into groups based on similarities in requirements and duties.

A

Job Classification.

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10
Q

Job analysis information can also be used to determine the worth of a job.

A

Job Evaluation.

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11
Q

Job analysis information can be used to determine the optimal way in which a job should be performed.

A

Job Design.

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12
Q

By analyzing a job, wasted and unsafe motions can be eliminated, resulting in higher productivity and reduced numbers of job injuries.

A

Job Design.

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13
Q

The idea that organizations tend to promote good employees until they reach the level at which they are not competent, or in other words, their highest level of incompetence.

A

Peter Principle.

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14
Q

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

A

Job analysis interview.

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15
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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16
Q

Briefly describes the nature and purpose of the job.

A

Brief Summary.

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17
Q

Lists the tasks and activities in which the worker is involved.

A

Work Activities.

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18
Q

Lists all the tools and equipment used to perform the work activities.

A

Tools and Equipment Used.

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19
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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20
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.

21
Q

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

A

Compensation Information.

22
Q

Contains the knowledge, skills, abilities, and other characteristics (KSAOs) that are necessary to be successful on the job.

A

Job Competencies.

23
Q

KSAOs stands for?

A

Knowledge, Skills, Abilities, and Other Characteristics

24
Q

Two subsections of the Job Competencies section.

A
  1. KSAOs that an employee must have at the time of hiring.
  2. Important KSAOs that can be obtained after hiring.
25
Q

Who typically conducts a job analysis?

A

Trained individual in the Human Resources department.

26
Q

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

A

Job crafting.

27
Q

Which employees should participate in a job analysis?

A
  1. If there only a few employees, all are advised to participate.
  2. If in a large organization, representatives for employees with similar job functions.
28
Q

Five steps in conducting a job analysis.

A
  1. Identify tasks performed
  2. Write task statements
  3. Rate task statements
  4. Determine essential KSAOs
  5. Selecting tests to tap KSAOs
29
Q

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

A

Subject-matter experts (SMEs).

30
Q

The person conducting the job analysis.

A

Job analyst.

31
Q

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

A

SME conference.

32
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.

33
Q

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

A

Task analysis.

34
Q

A body of information needed to perform a task.

A

Knowledge.

35
Q

The proficiency to perform a learned task.

A

Skill.

36
Q

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

A

Ability.

37
Q

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

A

Other Characteristics.

38
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.

39
Q

A job analysis method where the job analyst observes incumbents performing their jobs in the work setting.

A

Observations.

40
Q

A job analysis method where the job analyst actually performs the job being analyzed.

A

Job participation.

41
Q

The process of determining the monetary worth of a job.

A

Job evaluation.

42
Q

This involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly.

A

Internal pay equity.

43
Q

Possible compensable job factors.

A
  1. Level of responsibility
  2. Physical demands
  3. Mental demands
  4. Education requirements
  5. Training and experience requirements
  6. Working conditions
44
Q

A line that represents the ideal relationship between the number of points that a job has been assigned and the salary range for that job.

A

Wage trend line.

45
Q

This is when the worth of a job is determined by comparing the job to the external market (other organizations).

A

External pay equity.

46
Q

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

A

Salary surveys.

47
Q

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

A

Direct compensation.

48
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.