Chapter 3: Job Analysis & Evaluation

Question 1

What is the foundation for almost all human resources activities?

Answer 1

Job analysis / work analysis.

Question 2

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

Answer 2

Job description.

Question 3

The process of determining the work activities and requirements.

Answer 3

Job analysis.

Question 4

The written result of the job analysis.

Answer 4

Job description.

Question 5

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

Answer 5

Job analyses and job descriptions.

Question 6

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.

Answer 6

Employee selection.

Question 7

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

Answer 7

Training.

Question 8

The evaluation of employee performance must be job related.

Answer 8

Performance Appraisal.

Question 9

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

Answer 9

Job Classification.

Question 10

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

Answer 10

Job Evaluation.

Question 11

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

Answer 11

Job Design.

Question 12

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

Answer 12

Job Design.

Question 13

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.

Answer 13

Peter Principle.

Question 14

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

Answer 14

Job analysis interview.

Question 15

Describes the nature of the job, its power and status level, and the competencies needed to perform the job.

Answer 15

Job Title.

Question 16

Briefly describes the nature and purpose of the job.

Answer 16

Brief Summary.

Question 17

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

Answer 17

Work Activities.

Question 18

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

Answer 18

Tools and Equipment Used.

Question 19

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.

Answer 19

Job Context.

Question 20

Contains a relatively brief description of how an employee’s performance is evaluated and what work standards are expected of the employee.

Answer 20

Work Performance.

Question 21

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

Answer 21

Compensation Information.

Question 22

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

Answer 22

Job Competencies.

Question 23

KSAOs stands for?

Answer 23

Knowledge, Skills, Abilities, and Other Characteristics

Question 24

Two subsections of the Job Competencies section.

Answer 24

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

Question 25

Who typically conducts a job analysis?

Answer 25

Trained individual in the Human Resources department.

Question 26

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

Answer 26

Job crafting.

Question 27

Which employees should participate in a job analysis?

Answer 27

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.

Question 28

Five steps in conducting a job analysis.

Answer 28

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

Question 29

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

Answer 29

Subject-matter experts (SMEs).

Question 30

The person conducting the job analysis.

Answer 30

Job analyst.

Question 31

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

Answer 31

SME conference.

Question 32

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.

Answer 32

Task inventory.

Question 33

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

Answer 33

Task analysis.

Question 34

A body of information needed to perform a task.

Answer 34

Knowledge.

Question 35

The proficiency to perform a learned task.

Answer 35

Skill.

Question 36

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

Answer 36

Ability.

Question 37

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

Answer 37

Other Characteristics.

Question 38

A job analysis method in which a group of job experts identifies the objectives and standards to be met by the ideal worker.

Answer 38

Ammerman Technique.

Question 39

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

Answer 39

Observations.

Question 40

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

Answer 40

Job participation.

Question 41

The process of determining the monetary worth of a job.

Answer 41

Job evaluation.

Question 42

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

Answer 42

Internal pay equity.

Question 43

Possible compensable job factors.

Answer 43

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

Question 44

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.

Answer 44

Wage trend line.

Question 45

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

Answer 45

External pay equity.

Question 46

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.

Answer 46

Salary surveys.

Question 47

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

Answer 47

Direct compensation.

Question 48

The idea that jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand.

Answer 48

Comparable worth.