Chapter 4: Job analysis and work design

Question 1

Critical incident method

Answer 1

Important job tasks are identified for job success (usually from a specific scenario) & vice versa.

Question 2

Employee empowerment

Answer 2

Involving employees in their work through the process of inclusion. Gives them more control and autonomous decision-making capabilities.

Question 3

Employee involvement groups

Answer 3

Groups of employees who frequently meet to resolve problems or offer suggestions for organizational improvement.

Question 4

Employee teams

Answer 4

An Employee contributions technique whereby work functions are structured for groups rather than for individuals. Team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments.

Question 5

Ergonomics

Answer 5

An interdisciplinary approach to designing
equipment and systems that can be easily
and efficiently used by human beings

Question 6

Flextime

Answer 6

Flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week. Provided that they work a certain number of hours or days per week.

Question 7

Functional Job Analysis

Answer 7

Functional Job Analysis (FJA) is a systematic approach to job analysis that seeks to describe jobs in terms of the interaction between the worker and the tasks involved.

Question 8

Industrial engineering

Answer 8

ways to make jobs technologically efficient

Question 9

Job

Answer 9

A group of related activities and duties

Question 10

Job analysis

Answer 10

The process of obtaining information about jobs by determining the duties, tasks, or activities of jobs through a verifiable and objective way.

Question 11

Job characteristics model

Answer 11

A job design theory that states that three psychological states which are:
1. Experiencing meaningfulness of the work performed
2. Responsibility for work outcomes
3. Knowledge of the results of the work performed

Question 12

Job crafting

Answer 12

Employees modify their tasks to better fit their individual strengths, passions, and motives. Examples are:
1. Hotel housekeeper who gives a personal touch to their cleaned space
2. Medical professionals discussing healthy lifestyles with patients rather than just treating them

Question 13

Job description

Answer 13

Statements of the tasks, duties, and responsibilities of the job.
1. Must be reviewed annually to make sure they are congruent with org objectives.
2. Job specification can discriminate against applicants if it bores non-job-related specifications.

Question 14

Job design

Answer 14

outgrowth of job analysis that improves jobs through technological and human considerations to enhance organization efficiency and employee job satisfaction.

It is based on 4 basic considerations which are:
1. Organizational objectives the job was created to fulfill
2. Behavioral concerns that influence an employee’s job satisfaction
3. Industrial engineering considerations (ways to make jobs technologically efficient.
4. Ergonomic concerns (worker’s physical & mental capabilities)

Question 15

Job enrichment

Answer 15

Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying. There are 5 factors, which is:
1. Achievement
2. Recognition
3. Growth
4. Responsibility
5. Performance

It allows employees to:
- assume a greater role in the decision-making process
- become more involved in controlling their own work.

Question 16

Job family

Answer 16

A group of individual jobs with similar characteristics.

Question 17

Job sharing

Answer 17

Where 2 part-time employees perform a job that would have been done by one full-time employee (sharing a piece of pie that should’ve been made for a single person)
1. Strategy to retain 2 good employees when there is not enough finance.
2. Suitable for people with families & older workers.

Downside:
1. Need to have good communication between the 2 people.

Question 18

Job specification

Answer 18

Statement of needed knowledge, skills, and abilities of the person who is about to perform the job. → Qualifications

Question 19

Position

Answer 19

The different duties and responsibilities performed by only one employee

Question 20

Position analysis questionnaire

Answer 20

The Position Analysis Questionnaire System (PAQ)
A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job.

Question 21

Task inventory analysis

Answer 21

Task inventory questionnaires can be tailor-made to a specific organization, unlike PAQ.

Identifying a list of tasks and their descriptions that are components of different jobs. How?:
1. Task identification
2. Task description
3. Task inventory survey form
4. Analysis

Question 22

Telecommuting

Answer 22

Use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace. Virtual office. Keys for successful telecommuting include:

1. Identify jobs best suited for telecommuting
2. Select responsible employees
3. Establish formalized telecommuting procedures
4. Begin a formal training program
5. Keep telecommuters informed
6. Recognize & evaluate when it is not working

Question 23

Virtual teams.

Answer 23

Use advanced computer and telecommunications technology to link team members who are geographically dispersed.

Question 24

Critical Incident Method

Answer 24

Important job tasks are identified for job success (usually from a specific scenario) & vice versa. It can be obtained through:
Interviews with employees or managers
Self-report statement written by employees

Question 25

Functional Job Analysis

Answer 25

Uses an inventory of various types of work activities that can constitute any job. It is done through several steps: 1. Data Collection 2. Rating the functions 3. Description Creation For example: 1. Identifying worker functions 2. Identifying the tools & equipment used 3. Identifying materials, products, subjects matter & services 4. Worker traits 5. Interaction with others

Question 26

Competency-Based Analysis

Answer 26

Identify “key” competencies between the jobs activities and the worker competencies necessary to accomplish them. It can be identified through: - Focus groups - Surveys - Interviews

Question 27

HRIS and Job Analysis

Answer 27

Software programs designed specifically to analyze jobs and to write job descriptions and job specifications based on those analyses.

Question 28

Common problems with Job Descriptions?

Answer 28

1. Poorly written. 2. Sometimes not updated as job duties or specifications change. 3. They may violate law by containing specifications not related to job success (discriminatory). 4. Limit scope of activities of the jobholder, reducing organizational flexibility.

Question 29

Job Design

Answer 29

outgrowth of job analysis that improves jobs through technological and human considerations to enhance organization efficiency and employee job satisfaction. It is based on 4 basic considerations which are: 1. Organizational objectives the job was created to fulfill 2. Behavioral concerns that influence an employee’s job satisfaction 3. Industrial engineering considerations (ways to make jobs technologically efficient) 4. Ergonomic concerns (worker’s physical & mental capabilities)

Question 30

Job Enrichment

Answer 30

Job Enrichment Enhancing a job by adding more meaningful tasks and duties to make the work more rewarding or satisfying. There are 5 factors, which is: 1. Achievement 2. Recognition 3. Growth 4. Responsibility 5. Performance It allows employees to: assume a greater role in the decision-making process become more involved in controlling their own work.

Question 31

Job Characteristics, what are the 5 methods or factors that can help an employee achieve the desired psychological state?

Answer 31

1. Skill variety: The job entails various different activities. Demand the use of different skills and talents by the jobholder. 2. Task identity: the job requires completion and produces an identifiable piece of work. 3. Task significance: the job has a substantial impact on the lives or work of other people. Internal or external 4. Autonomy: The job provides independence for the individual in scheduling the work and determining the procedures to do that work 5. Feedback: Individual given direct and clear information about their performances for improvement purposes

Question 32

Employee Empowerment

Answer 32

Involving employees in their work through the process of inclusion. Gives them more control and autonomous decision-making capabilities. Examples are: 1. Toyota pulled the “andon cord”. 2. Zappos no script customer representative.

Question 33

Job Crafting

Answer 33

Employees modify their tasks to better fit their individual strengths, passions, and motives. Examples are: 1. Hotel housekeeper who gives personal touch to their cleaned space 2. Medical professional discussing healthy lifestyle with patients other than just treating them

Question 34

What is Industrial Engineering Considerations?

Answer 34

A field of study concerned with analyzing work methods and establishing time standards. Studies work cycles to determine which elements can be modified to reduce the time needed to complete the work cycle. (efficient) Examples are Hockey Hub vaccine clinic being the most efficient out of all methods IE focuses on optimizing efficiency by reducing the time needed to perform a job, which can backfire by decreasing job satisfaction for employees, which may actually reduce productivity. It is important to strike a balance between the 2 and be mindful.

Question 35

Ergonomic Considerations

Answer 35

An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings.

Question 36

How can job crafting be done?

Answer 36

1. Add tasks that is meaningful to them 2. Reframe relationship with colleagues or customers 3. Change cognition in how they perceive their job.

Question 37

Job carving

Answer 37

Jobs are adjusted and tailored by employers to accommodate individuals with disability.

Question 38

What is the point of group synergy?

Answer 38

Collaboration between 2 or more employees produces greater result compared to the sum of those employees working individually

Question 39

What is employee involvement groups?

Answer 39

Employee Involvement Groups Groups of employees frequently meet to resolve problems or offer suggestions for organizational improvement. The process is: 1. Brainstorm job-related problems 2. Gather data and generate solutions 3. Communicate solutions to management If successful, they are credited for the solution. To make an EIG successful, they must receive Comprehensive training in: - Problem identification - Problem analysis - Statistical analysis

Question 40

What is the most important in improving employee's team effectiveness?

Answer 40

Psychological Safety: members of the team felt safe, they would voice their opinions and ask judge-free questions. A “safe zone” where every voice can be heard.

Question 41

Job characteristics: 3 psychological states

Answer 41

1. Meaningfulness of the work performed 2. Responsibility for work outcomes 3. Knowledge of the results of the work performed

Question 42

Job characteristics: job outcomes

Answer 42

1. Improved work performance 2. Increased internal motivation 3. Lower absenteeism and turnover

Question 43

Types of flexible work schedules

Answer 43

1. Compressed workweek 2. Flextime

Question 44

What is flextime?

Answer 44

Flexible working hours that permit employees the option of choosing daily starting and quitting times provided that they work a set number of hours per day or week. Provided that they work a certain number of hours or days per week.

Question 45

Job sharing

Answer 45

Where 2 part-time employees perform a job that would have been done by one full-time employee (sharing a piece of pie that should’ve been made for a single person) 1. Strategy to retain 2 good employees when there is not enough finance. 2. Suitable for people with families & older workers. 3. Need to have good communication between the 2 people.

Question 46

Telecommuting

Answer 46

Use of personal computers, networks, and other communications technology to do work in the home that is traditionally done in the workplace. Virtual office. Keys for successful telecommuting include: 1. Identify jobs best suited for telecommuting 2. Select responsible employees 3. Establish formalized telecommuting procedures 4. Begin a formal training program 5. Keep telecommuters informed 6. Recognize & evaluate when it is not working

Question 47

Forms of employee teams

Answer 47

1. Cross-functional team A group staffed with a mix of specialists. 2. Project team A group formed specifically to design a new product or service 3. Self-directed team A group of highly trained individuals performing sets of interdependent job tasks. They have autonomous and consensus decision making to solve problems and/or do their job. 4. Task force team A task force formed by management to immediately resolve a major problem 5. Process improvement team Made up of experienced people to enhance productivity in processes that affect all departments involved. → Appointed by management.