DESSLER (REF. BOOK) - TOPIC: JOB ANALYSIS

Question 1

As the goal oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.

Answer 1

Talent management

Question 2

Talent management has several distinguishing features.

Answer 2

1. Treats talent management activities such as recruiting and training as interrelated. For example, having employees with the right skills depends as much on recruiting, training, and compensation as on applicant testing.
2. Makes sure all talent management decisions (such as staffing, training, and pay) are goal directed.
3. Consistently uses the same “profile” of required human skills, knowledge, and behaviors (“competencies”) for formulating a job’s recruitment plans as for making selection, training, appraisal, and compensation decisions for it.
4. Actively segments and manages employees.
5. Actively coordinates or integrates the ongoing talent management functions such as recruiting and training.

Question 3

The procedure for determining the duties and skill [DuSkills] requirements of a job and the kind of person who should be hired for it.

Answer 3

job analysis

Question 4

A list of a job’s duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis.

Answer 4

job descriptions? [DuRe-WoS]

Question 5

A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and so on—another product of a job analysis.

Answer 5

job specifications

Question 6

Q: What are the uses of job analysis information?

Answer 6

Job Analysis is important b/c it supports just about all human resource management activities.

A. Recruitment and Selection Information about what duties the job entails and what human characteristics are required to perform these activities helps managers decide what sort of people to recruit and hire.

B. EEO Compliance Job analysis is crucial for validating all major human resources practices.

For example, to comply with the Americans with Disabilities Act, employers should know each job’s essential job functions—which in turn requires a job analysis.

C. Performance Appraisal A performance appraisal compares each employee’s actual performance with his or her duties and performance standards.
Managers use job analysis to learn what these duties and standards are. Compensation

D. Compensation (such as salary and bonus) usually depends on the job’s required skill and education level, safety hazards, degree of responsibility, and so on—all factors you assess through job analysis.

E. Training The job description lists the job’s specific duties and requisite skills—thus pinpointing what training the job requires

Question 7

Q: What are the uses of job analysis information?

Answer 7

ANSWER:
Job analysis is important because it supports just about all human resource management activities.

1. Recruitment and selection -
2. EEO Compliance
3. Performance appraisal
4. Compensation
5. Training

Question 8

Q: What are the steps to conduct a job analysis?

Answer 8

There are 63 steps in doing a job analysis of a job, as follows: [De-BaR-AVDS]
1. Decide how you will use the information
2. Review relevant background information such as organization charts and process charts
3. Select representative positions
4. Actually analyze the job
5. Verify the job analysis information with the worker performing the job and within his or her immediate supervisor
6. Develop a job description and job specification

Question 9

Note: DECIDE HOW YOU WILL USE THE INFORMATION

Answer 9

Step 1: Decide How You Will Use the Information Some data collection techniques—like interviewing the employee—are good for writing job descriptions. Other techniques, like the position analysis questionnaire we describe later, provide numerical ratings for each job; these can be used to compare jobs for compensation purposes.

Question 10

• It shows the organization wide division of work, and where the job fits in the overall organization.
• A chart that shows the organization-wide distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom.

Answer 10

PROCESS CHART

Question 11

• Is a detailed study of the flow of work from job to job in a work process.
• A detailed study of the flow of work from job to job in a work process.

Answer 11

WORKFLOW ANALYSIS

Question 12

redesigning business processes, usually by combining small steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments.

The basic reengineering approach is to
1. Identify a business process to be redesigned (such as processing an insurance claim)
2. Measure the performance of the existing processes
3. Identify opportunities to improve these processes
4. Redesign and implement a new way of doing the work
5. Assign ownership of sets of formerly separate tasks to an individual or a team who use new computerized systems to support the new arrangement.

Answer 12

Business Process Reengineering

Question 13

Assigning workers additional same-level activities.

Answer 13

what is job enlargement

Question 14

Systematically moving workers from one job to another.

Answer 14

job rotation

Question 15

Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth and recognition. [RAG]

Answer 15

what is job enrichment

Question 16

The job description lists the duties, activities, and responsibilities of the job, as well as its important features, such as working condition.

Answer 16

job description

Question 17

The job specification summarizes the personal qualities, traits, skills, and background required for getting the job done.

Answer 17

job specification

Question 18

The worker’s changing what he or she normally does b/c you are watching.

Answer 18

reactivity

Question 19

Direct observation is especially useful when jobs consist mainly of observable physical activities—assembly-line worker and accounting clerk are examples.

Answer 19

concept of observation

Question 20

Daily listings made by workers of every activity in which they engage along with the time each activity takes.

Note: Another method is to ask workers to keep a diary/log; here for every activity engaged in, the employee records the activity (along with the time) in a log.

Answer 20

diary/log

[DaLi]

Question 21

A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs.

Answer 21

Position analysis questionnaire (PAQ)

Question 22

Worker functions to describe what a worker must do with respect to data, people, and things.

Answer 22

worker function

Question 23

Functional job analysis is similar to the DOL method. However, it rates the job not just the data, people, and things, but also on the extent to which performing the task requires 4 other things - specific instructions, reasoning and judgment, mathematical ability, and verbal and language facilities.

Answer 23

functional job analysis

Question 24

The job summary should summarize the essence of the job, and include only its major functions or activities.

Answer 24

JOB SUMMARY

Question 25

Classifies all workers into one of 23 major groups of jobs that are subdivided into minor groups of jobs and detailed occupations.

Answer 25

STANDARD OCCUPATIONAL CLASSIFICATION

Question 26

A STANDARDS OF PERFORMANCE section lists the standards the company expects the employee to achieve for each of the job description’s main duties and responsibilities.

*Job specifications, what human traits and experience are required to do this effectively?

Answer 26

STANDARD OF PERFORMANCEWritten item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task

Question 27

Written item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task

Answer 27

task statement

Question 28

A more complete description of what the worker does and how and why he or she does it; it clarifies each task’s purpose and each duty’s required knowledge, skills, abilities, and other characteristics.

Answer 28

job requirements matrix