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FL > Intro to Recruitment and Selection > Flashcards

Intro to Recruitment and Selection Flashcards

1
Q

Notes that of the total range of possible organizations that exist, individuals only select
certain organizations to which they apply for employment.

a.) Attrition
b.) Selection
c.) Attraction
d.) Global competition

A

Attraction

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2
Q

Based on economic, social, and political globalization. Increasing
globalization has changed the level of competition.

a.) Changing Work-Force Demographics
b.) Global competition
c.) Attraction
d.) Supply and Demand

A

Global Competition

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3
Q

Notes that an organization determines who they want to hire for employment, based on an assessment of the characteristics and capabilities of the people who apply.

a.) Attrition
b.) Selection
c.) Attraction
d.) Global competition

A

Selection

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4
Q

Notes that people will choose to leave an organization if they do not fit.

a.) Attrition
b.) Selection
c.) Attraction
d.) Global competition

A

Attrition

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5
Q

Expect new hires to be computer literate.

a.) Changing Work-Force Demographics
b.) Global competition
c.) Rapid Advances in Technology and the Internet
d.) Supply and Demand

A

Rapid Advances in Technology and the Internet

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6
Q

Mandatory age retirement creates less room for new entry-level
employees.

a.) Changing Work-Force Demographics
b.) Global competition
c.) Rapid Advances in Technology and the Internet
d.) Supply and Demand

A

Changing Work-Force Demographics

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7
Q

The availability of manpower both within and outside the organization is an essential factor in the recruitment process.

a.) Changing Work-Force Demographics
b.) Global competition
c.) Rapid Advances in Technology and the Internet
d.) Supply and Demand

A

Supply and Demand

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8
Q

Workers need a wide range of skills in order to do their job.

a.) Changing Best Practices
b.) Redefining Jobs
c.) Rapid Advances in Technology and the Internet
d.) Supply and Demand

A

Redefining Jobs

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9
Q

Employers must have in place HR Strategies for recruiting, identifying,
and selecting employees who will contribute to the overall
effectiveness of the organization.

a.) Changing Best Practices
b.) Redefining Jobs
c.) Rapid Advances in Technology and the Internet
d.) Supply and Demand

A

Changing Best Practices

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10
Q

This proposes the three processes that result in organizations containing people with distinct personalities, and it is these distinct personalities that are responsible for the unique structures, processes, and cultures that characterize organizations.

A

Attraction-Selection-Attrition
(ASA) Theory

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11
Q

This step in the ASA cycle refers to the formal and informal selection procedures used by organizations in the recruitment and hiring of people with the attributes the organization desires.

A

Selection

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12
Q

This step in ASA cycle is concern with the fact that people’s preferences for particular organizations are based on some estimate of the fit or congruence of their own personal characteristics (personality, values, and motives) with the attributes of the organization they are evaluating.

A

Attraction

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13
Q

Socio/ Economic Factors affecting Recruitment & Selection

_____ Competition

Rapid Advances in ___ and the ____

_____ Work-Force ____

____ and Demand

Redefining ____
____ Best Practices

A

Global Competition

Rapid Advances in Technology and the Internet

Changing Work-Force Demographics

Supply and Demand

Redefining Jobs

Changing Best Practices

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14
Q

Implementation of social media recruitment, online recruitment portal and candidate assessment tool.

a.) Maintaining and Innovating the Recruitment
Process

b.) Securing Recruitment Compliance

c.) Training Managers on how to recruit talents

A

Maintaining and Innovating the Recruitment
Process

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15
Q

This includes preventing harassment and discrimination. By creating and enforcing policies and procedures that are fair and
consistent, HR can help to ensure that all candidates are treated equally.

a.) Maintaining and Innovating the Recruitment
Process

b.) Securing Recruitment Compliance

c.) Training Managers on how to recruit talents

A

Securing Recruitment Compliance

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16
Q

The recruitment process is constantly evolving, and it can be difficult for managers to keep up with the latest trends. By providing training on how to recruitment talents, HR can help to ensure that managers are using the most effective methods.

a.) Maintaining and Innovating the Recruitment
Process

b.) Securing Recruitment Compliance

c.) Training Managers on how to recruit talents

A

Training Managers on how to recruit talents

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17
Q

Ensuring that the right number of employees with the necessary skills are hired to meet the company’s strategic goals.

a.) Strategic Workforce Plan as HR Responsibility in
Recruitment and Staffing

b.) Closing Skills and Competencies Gaps

c.) Onboarding as HR Role

A

Strategic Workforce Plan as HR Responsibility in
Recruitment and Staffing

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18
Q

This can be done through a variety of means, such as job postings, interviewing, and reference checks. Once the right candidates have
been identified, Human Resources must then work with them to ensure that they are properly trained and equipped to fill the skills
and competencies gap.

a.) Strategic Workforce Plan as HR Responsibility in
Recruitment and Staffing

b.) Closing Skills and Competencies Gaps

c.) Onboarding as HR Role

A

Closing Skills and Competencies Gaps

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19
Q

Include orienting new employees to the company, providing them
with necessary information and paperwork, and helping them settle
into their new roles.

A

Onboarding as HR Role

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20
Q

= JOB ANALYSIS =

A

JOB ANALYSIS

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21
Q

Aptitudes, qualifications, experience, training
required, personality and attitudinal considerations

a.) Social factors of the job

b.) Initial requirements of the employees

c.) Duties and responsibilities of the job

d.)

A

b.) Initial requirements of the employees

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22
Q

Physical aspects, mental effort, routine or requiring
initiative, difficult and/or disagreeable features,
degree of independence of discretion, responsibilities for staff, materials, equipment or
cash, etc. component tasks, standards of output and/or accuracy required, relative value of tasks and how they fit together.

a.) Social factors of the job

b.) Initial requirements of the employees

c.) Duties and responsibilities of the job

d.)

A

c.) Duties and responsibilities of the job

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23
Q

Size of the department; teamwork or isolation, sort
of people dealt with- senior management, the
public, amount of supervision, job status.

a.) Social factors of the job

b.) Initial requirements of the employees

c.) Duties and responsibilities of the job

d.)

A

a.) Social factors of the job

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24
Q

Sections pertaining to tasks and job context, job family, job title, job summary, task
statements and dimensions, importance indicators, job context indicators, and the
date that the job analysis was conducted.

a.) Job specification
b.) Job analysis
c.) Job description

A

c.) Job description

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25
Q

Section dealing with KSAOs, job family, job title, job summary, KSAOs
(separate section for each), importance indicators, and date conducted.

a.) Job specification
b.) Job analysis
c.) Job description

A

a.) Job specification

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26
Q

The process of studying and describing the specific requirements of a job. Process to establish and document the “job
relatedness” of employment procedures such as
training, selection, compensation, and
performance appraisal.

a.) Job specification
b.) Job analysis
c.) Job description

A

Job analysis

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27
Q

The systematic study of the tasks, duties, and
responsibilities of a job and the knowledge,
skills, and abilities needed to perform it. The determination of essential characteristics
of a job and the process of examining a job to
identify its component parts and the circumstances in which it is performed.

a.) Job specification
b.) Job analysis
c.) Job description

A

Job analysis

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28
Q

A step in Preparing a Job analysis

This information is usually gathered by obtaining previous information on
the job, interviewing job incumbents, observing performance, or actually
performing the job itself.

A

Step 1: Identify tasks performed

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29
Q

A step in Preparing a Job analysis

A properly written task statement must
contain an action (what is done) and an object
(to which the action is done). Often, task
statements will also include such components
as where the task is done, how it is done, why
it is done, and when it is done.

A

Step 2: Write task statements

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30
Q

A step in Preparing a Job analysis

This information is usually gathered by obtaining previous information on
the job, interviewing job incumbents, observing performance, or actually
performing the job itself.

A

Step 3: Rate task statements

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31
Q

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

A

Ability

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32
Q

include such personal factors as personality, willingness, interest, and motivation and
such tangible factors as licenses, degrees, and years of experience.

A

Other characteristics

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33
Q

is the proficiency to perform a learned task.

A

Skill

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34
Q

is a body of information needed to perform a task.

A

knowledge

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35
Q

A step in Preparing a Job analysis

A knowledge is a body of information needed to perform a task.
* A skill is the proficiency to perform a learned task.
* An ability is a basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill.
* Other characteristics include such personal factors as personality, willingness, interest, and motivation and
such tangible factors as licenses, degrees, and years of experience.

A

Step 4: Determine essential KSAOs

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36
Q

A step in Preparing a Job analysis

These methods will be used to select new employees and include such methods as
interviews, work samples, ability tests, personality tests, reference checks, integrity
tests, biodata, and assessment centers

A

Step 5: Selecting tests to tap KSAOs

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37
Q

= JOB EVALUATION =

A

JOB EVALUATION

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38
Q

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

a.) Job structure

b.) Classification method

c.) Internal pay equity

A

Internal pay equity

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39
Q

The process of determining the monetary worth of a job. Comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization.

a.) Job structure

b.) Job Evaluation

c.) Job analysis

A

Job Evaluation

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40
Q
  • Tries to assess jobs, not people.
  • Basis of job evaluation is job
    analysis.
  • Carried on by groups, not
    individuals.

These are features of what

A

Features of Job
Evaluation

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41
Q

It is about Finding the worth of a jobholder.

a.) Job appraisal
b.) Performance appraisal
c.) Compensable job factors

A

Performance appraisal

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42
Q

The basis of job evaluation

A

Job analysis

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43
Q

shows how much a job is worth.

A

Job evaluation

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44
Q

Factors, such as responsibility and
education requirements, that
differentiate the relative worth of jobs.

a.) compensable job factors
b.) job structures
c.) external pay equity

A

compensable job factors

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45
Q

Its aim is to determine incentives and rewards for superior performance.

A

Performance appraisal

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46
Q

Finding the relative worth of a job.

A

Job evaluation

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47
Q

Possible _____ include the following:

❑ Level of responsibility
❑ Physical demands
❑ Mental demands
❑ Education requirements
❑ Training and experience requirements
❑ Working conditions

A

compensable job factors

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48
Q

Its aim is to determine wage rates of different jobs.

A

Job evaluation

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49
Q

This shows how well an individual is doing an assigned work.

A

Performance appraisal

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50
Q

This is important if an organization is to attract and retain employees.

a.) Internal pay equity
b.) External pay equity

A

External pay equity

51
Q

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

An organization can either construct and send out its own survey or use the results of surveys conducted by trade groups, an option that many organizations choose.

A

Salary surveys

52
Q

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

A

External pay equity

53
Q

An ordered set of similar jobs based on worth.
Jobs that require higher qualifications, more responsibilities, and more complex job duties should be paid more than jobs that require lower qualifications, fewer
responsibilities, and less-complex job duties.

a.) Job structure
b.) Job Evaluation
c.) Job analysis

A

a.) Job structure

54
Q

The four traditional job
evaluation methods are the

A

ranking, classification, factor
comparison, and point.

55
Q

Once the worth of a job in terms of total points is expressed, the points are
converted into money values keeping in view the hourly/ daily wage rates

a.) Direct Compensation
b.) Determining Sex
and Race Equity
c.) Conversion of job points into money value

A

Conversion of job points into money value

56
Q

Job evaluation method that assumes there are five universal factors consisting of mental requirements, skills, physical requirements, responsibilities, and working
conditions; the evaluator makes decisions on these factors independently.

options:
ranking, classification, factor
comparison, and point.

A

Factor Comparison Method

57
Q

Job evaluation method in which classes or
grades are defined to describe a group of
jobs. It begins with an overall classification of all
jobs based on common sense, skill, responsibilities, and experience. The job
structure is divided into several classes.

options:
ranking, classification, factor
comparison, and point.

A

Classification Method

58
Q

Job evaluation method in which the raters examine the description of each job being evaluated and arrange the jobs in order according to their value to the company.

options:
ranking, classification, factor
comparison, and point.

A

Ranking Method

59
Q

According to the class description, each job
in the organization is put into a class or grade it matches best. Each class or grade is
assigned a salary range with maximum and minimum limits.

options:
ranking, classification, factor
comparison, and point.

A

Classification Method

60
Q

It is often used in evaluating managing
administrative and white-collared jobs. It is
essentially a combination of the ranking and
point systems.

options:
ranking, classification, factor
comparison, and point.

A

Factor Comparison Method

61
Q

Job evaluation method in which the raters assign numerical values to specific job factors, such as knowledge required, and
the sum of these values provides a quantitative assessment of a job’s relative
worth.

options:
ranking, classification, factor
comparison, and point.

A

Point Method

62
Q

Jobs within the organization are arranged
from the most difficult to the simplest or in
the reversed order. It does not measure the
value of jobs but establishes their ranks only.
When this method is employed, the job rater
compares two jobs, one against another, and
asks which of the two is more difficult.

options:
ranking, classification, factor
comparison, and point.

A

Ranking Method

63
Q

It is based on the assumption that it is possible to assign points to the different
factors and each degree of each factor involved in jobs and that the sum-total of the
points will give an index of the relative value
of jobs.

options:
ranking, classification, factor
comparison, and point.

A

Point Method

64
Q

The amount of money paid to an employee.

A

Direct Compensation

65
Q

two forms of compensation

A

Direct Compensation
Indirect Compensation

66
Q

Salary, incentive pay, allowances, overtime pay

a.) Direct Compensation
b.) Indirect Compensation

A

Direct Compensation

67
Q

Health insurance, retirement benefits, company phone or car, paid time off plan, company events

a.) Direct Compensation
b.) Indirect Compensation

A

Indirect Compensation

68
Q

Benefits consists of all financial rewards that are included in direct
financial compensation.

A

Indirect Compensation

69
Q

Two types of audits should be conducted:

A

(equal pay for equal work)
(comparable worth).

70
Q

Two types of audits should be conducted: one that looks at pay rates of employees within positions with identical
duties (equal pay for equal work) and a second that looks at pay rates of employees in jobs of similar worth and
responsibility (comparable worth).

a.) Direct Compensation
b.) Determining Sex
and Race Equity
c.) Conversion of job points into money value

A

Determining Sex
and Race Equity

71
Q

The idea that jobs requiring the same level of skill and
responsibility should be paid the same regardless of supply and demand. Often in the news because some
groups claim that female
workers are paid less than male workers.

a.) External pay equity
b.) Comparable worth
c.) Conversion of job points into money value

A
72
Q

= Legal Issues in Employee Selection =

A

Legal Issues in Employee Selection

73
Q

“the minimum amount of remuneration that an employer is
required to pay wage earners for the work performed during a given period, which cannot be reduced by
collective agreement or an individual contract,” as defined by the International Labor Organization, of
which the Philippines has been an active member since 1948.

a.) Wage and compensation benefits
b.) Leave benefits
c.) Mandatory government contributions

A

Wage and compensation benefits

74
Q

these are an employee’s right to be absent from their regular work for vacation,
holiday, severance, or sickness purposes. They are also entitled to meal or rest periods. Should they be
made to work on weekends or holidays, they shall receive premium pay for it.

a.) Wage and compensation benefits
b.) Leave benefits
c.) Mandatory government contributions

A

Leave benefits

75
Q

these are contributions that employees must make to
the pertinent government agencies, sometimes with an equal share coming from their employers. This
allows them to become eligible for certain employee benefits that the government provides such as
health care, retirement funds, and others. Usually, the contribution is automatically deducted from the
salary of the regular employees.

a.) Wage and compensation benefits
b.) Leave benefits
c.) Mandatory government contributions

A

Mandatory government contributions

76
Q

The Labor Code of the Philippines
(Presidential Decree No. 442, as amended) (the Labor Code) and the
Omnibus Rules Implementing the Labor Code, as amended are the main employment statutes and regulations
in the Philippines.

a.) Protected employee legislation
b.) Enforcement legislation
c.) Primary and secondary legislation

A

Primary and secondary legislation

77
Q

the primary policy-making, programming, coordinating and administrative entity in the field of labor and employment. It has primary responsibility for the promotion of gainful employment
opportunities, the advancement of workers’ welfare and promoting harmonious, equitable and stable employment relations.

a.) The National Labor
Relations Commission,
b.) The Bureau of Labor
Relations
c.) The Department of Labor and Employment (DOLE)
d.) The National
Conciliation and
Mediation Board

A

The Department of Labor and Employment (DOLE)

78
Q

sets policies, standards
and procedures on the
registration and
supervision of labor
unions and their
activities;

a.) The National Labor
Relations Commission,
b.) The Bureau of Labor
Relations
c.) The Department of Labor and Employment (DOLE)
d.) The National
Conciliation and
Mediation Board

A

The Bureau of Labor
Relations

79
Q

handles
conciliation, mediation
and voluntary
arbitration of labor
disputes

a.) The National Labor
Relations Commission,
b.) The Bureau of Labor
Relations
c.) The Department of Labor and Employment (DOLE)
d.) The National
Conciliation and
Mediation Board

A

The National
Conciliation and
Mediation Board

80
Q

is a quasi-judicial agency
that has original
jurisdiction to
adjudicate specific
labor claims and
disputes.

a.) The National Labor
Relations Commission,
b.) The Bureau of Labor
Relations
c.) The Department of Labor and Employment (DOLE)
d.) The National
Conciliation and
Mediation Board

A

The National Labor
Relations Commission

81
Q

There is no law prohibiting background checks on applicants, whether conducted
by the employer or a third party. There are, however, specific laws that apply with
respect to applications and background checks.

A

Background checks

82
Q

The Philippine HIV and AIDS Policy Act prohibits the rejection of a job application
solely or partially on the basis of actual, perceived, or suspected HIV status.
Access to personal data relating to an employee’s hepatitis B status is bound by
the rules of confidentiality and is strictly limited to medical personnel or if legally
required (DOLE Department Advisory No. 05-10).

A

Medical examinations

83
Q

There are no restrictions against drug and alcohol testing, and there is no law
prohibiting an employer from refusing to hire an applicant who refuses to submit
to a test. However, the DOLE has issued the Guidelines for the Implementation of
a Drug-Free Workplace Policies and Programs for the Private Sector (DOLE
Department Order No. 053-03), which states that only drug-testing centers
accredited by the Department of Health shall be utilized for drug testing.

A

Drug and alcohol testing

84
Q

Recruitment and placement refers to any act of canvassing, enlisting, contracting, transporting, utilizing,
hiring or procuring workers, and includes referrals, contract services, promising or advertising for
employment, locally in the Philippines or abroad, whether for profit or not. Recruitment in the Philippines is governed by the Labor Code, while recruitment for work abroad is governed by the Migrant Workers and
Overseas Filipinos Act (Republic Act No. 8042, as amended).

a. Temporary agency staffing
b. Probationary period
c. Discrimination
d. Employment contract

A

Temporary agency staffing

85
Q

In addition to Protected Employee Categories, a ‘JobStart
graduate’ is given preference under law in the hiring of
workers by employers participating in the JobStart
Philippines program, which was established pursuant to
the JobStart Philippines Act (Republic Act No. 10869).

This law aims to shorten a youth’s school-to-work
transition by enhancing the knowledge and skills
acquired in formal education or technical training by
jobseekers in order for them to become more responsive
to the demands of the labor market.

a. Temporary agency staffing
b. Probationary period
c. Discrimination
d. Employment contract

A

Discrimination

86
Q

The contract must include the duties and responsibilities
of the domestic worker, the period of employment, the
agreed compensation and authorized deductions, among
others.

Under DOLE Department Order No. 174-17, the
employment contracts of employees of a contractor or
subcontractor involved in job contracting are required to
include the following stipulations:
* the specific description of the job or work to be
performed by the employee; and
* the place of work and terms and conditions of
employment, including a statement of the wage rate
applicable to the individual employee.

a. Temporary agency staffing
b. Probationary period
c. Discrimination
d. Employment contract

A

Employment contract

87
Q

The Labor Code provides that probationary employment shall not exceed six months from the date the
employee started working unless it is covered by an apprenticeship agreement stipulating a longer period.
However, the Philippine Supreme Court has held that the probationary employee may voluntarily agree to an
extension if it would afford the employee another chance to pass the standards for regularization after
having initially failed the probationary period.

a. Temporary agency staffing
b. Probationary period
c. Discrimination
d. Employment contract

A

Probationary period

88
Q

Three Types of Employee Benefits

A
  • wage and compensation benefits
  • leave benefits
  • mandatory government contributions
89
Q

CHAPTER 4

Why is a job analysis important for recruitment and selection

a. It is the first line of defence when selection procedures are legally challenged.

b. It emphasizes selection skills and responsibilities while de-emphasizing effort and working conditions.

c. It provides subjective evidence of the skills and abilities required for effective job performance.

d. It establishes the worth of a job and defines it in measurable terms.

A

a. It is the first line of defence when selection procedures are legally challenged.

90
Q

CHAPTER 4

  1. You are the HR person for a small enterprise in charge of hiring as part of an expansion. Which of the following questions would you ask prior to collecting information in a job analysis?

a. How will the company’s mission, vision, and values affect selection needs?

b. What do you wish your new hires to accomplish?

c. What do people who hold similar jobs think about the knowledge, skills, abilities, and other attributes needed?

d. Will the employees do different things on different days

A

a. How will the company’s mission, vision, and values affect selection needs?

91
Q

CHAPTER 4

  1. Which concept describes the process of collecting information about jobs by any method for any purpose?

a. organizational analysis
b. job analysis
c. work analysis
d. needs analysis

A

job analysis

92
Q

CHAPTER 4

  1. What source of data is NOT typically used in a job analysis?

a. employees
b. managers
c. shareholders
d. supervisors

A

shareholders

93
Q

CHAPTER 4

  1. Which of the following describes effective job analysis?

a. a formal, structured process carried out under a set of guidelines established in advance
b. a single evidence-based methodology
c. breaking down a job into its constituent parts, rather than looking at the job as a whole d. focusing on jobs rather than positions

A

a formal, structured process carried out under a set of guidelines established in advance

94
Q

CHAPTER 4

  1. Which of the following would NOT typically be used as data for a job analysis?

a. performance
b. standards
c. responsibilities
d. knowledge

A

performance

95
Q

CHAPTER 4

  1. What is the definition of job specifications?

a. a collection of positions with related job activities and duties
b. the different duties and responsibilities performed by one employee
c. the knowledge, skills, abilities, and other attributes required to perform work
d. the tasks, duties, and responsibilities associated with work

A

the knowledge, skills, abilities, and other attributes required to perform work

96
Q

CHAPTER 4

  1. A hospital employs a variety of individuals as nurses, doctors, and technicians. How are these groups of employees classified?

a. by position
b. by role
c. by worker
d. by job

A

by job

97
Q

CHAPTER 4

  1. What is the definition of a job?

a. a collection of positions that are similar in their significant duties
b. the different duties and responsibilities performed by one employee
c. the knowledge, skills, and abilities required to perform work
d. the tasks, duties, and responsibilities associated with work

A

a collection of positions that are similar in their significant duties

98
Q

CHAPTER 4

  1. What is the meaning of job family?

a. a collection of positions with related job activities and duties
b. a set of related jobs that rely on the same knowledge, skills, abilities, and other attributes
c. the knowledge, skills, and abilities required to perform work
d. the tasks, duties, and responsibilities associated with work

A

a set of related jobs that rely on the same knowledge, skills, abilities, and other attributes

99
Q

CHAPTER 4

  1. For HR specialists making selection decisions what is the most important product of the job analysis process?

a. job descriptions and job design
b. job evaluation and performance measures
c. organizational analysis and performance standards
d. job specifications

A

job specifications

100
Q

CHAPTER 4

  1. What is NOT a problem associated with job descriptions?

a. They may include duties that are prioritized and weighted.
b. They may be vague or poorly written.
c. They may focus on KSAOs of incumbents.
d. They may not be updated regularly

A

They may include duties that are prioritized and weighted.

101
Q

CHAPTER 4

  1. Which of the following best defines a job position?

a. a collection of positions with related job activities and duties
b. the different duties and responsibilities performed by one employee
c. the knowledge, skills, and abilities required to perform work
d. the tasks, duties, and responsibilities associated with work

A

the different duties and responsibilities performed by one employee

102
Q

CHAPTER 4

  1. Which term refers to a written statement about what job occupants are required to do, how they are supposed to do it, and the rationale for any required job procedures?

a. a job
b. a job description
c. a job specification
d. a job analysis

A

a job description

103
Q

CHAPTER 4

  1. What would you include in the job requirements section of job descriptions?

a. a description of the competency framework
b. the responsibilities of and results to be accomplished in the job
c. the specific performance requirements and tasks required to perform the job
d. the KSAOs needed to perform the job

A

the KSAOs needed to perform the job

104
Q

CHAPTER 4

  1. What does the acronym KSAO mean?

a. knowledge, skills, attributes, and other abilities b. know-how, skills, abilities, and organizational alignment c. know-how, skills, attributes, and organizational fit
d. knowledge, skills, abilities, and other attributes

A

knowledge, skills, abilities, and other attributes

105
Q

CHAPTER 4

  1. Why are subject-matter experts needed when conducting a job analysis?

a. They are an inexpensive source of information for an organization.
b. They are the most knowledgeable about a job and how it is currently performed.
c. They add external validity to the organization with external comparisons to jobs. d. They provide more accurate information than job incumbents and supervisors.

A

They are the most knowledgeable about a job and how it is currently performed.

106
Q

CHAPTER 4

  1. According to Dierdorff and Wilson, which group of individuals provides more accurate information when job information is being collected?

a. human resources managers
b. trained professional job analysts
c. job incumbents using self-report and survey instruments d. supervisors

A

trained professional job analysts

107
Q

CHAPTER 4

  1. The Ontario Human Rights Commission has stated that “Organizations that have not defined the essential duties of a position, provided required accommodation and individually assessed ability to perform the essentialduties will have difficulty defending themselves if a human rights complaint is filed.” To which legal principle does this refer?

a. equal opportunity
b. employment equity for designated groups
c. discrimination on prohibited grounds
d. bona fide occupational requirements

A

bona fide occupational requirements

108
Q

CHAPTER 4

  1. To be legally defensible, a job analysis process should have all of the following features EXCEPT which one?

a. rely on a set of formal procedures
b. be documented
c. rely on input from the best subject-matter expert available
d. be completed by a trained job analyst

A

rely on a set of formal procedures

109
Q

CHAPTER 4

  1. Which of the following is the most important criterion for choosing a job analysis method?

a. validity
b. availability
c. standardization
d. credibility

A

validity

110
Q

CHAPTER 4

  1. Which of the following is NOT typically characterized as job context?

a. education
b. work schedules
c. organizational culture
d. non-financial incentives

A

education

111
Q

CHAPTER 4

  1. Which of the following best defines work-oriented analysis?

a. the knowledge, skills, abilities, and other attributes that are needed by a job incumbent to do the work
b. the process of collecting information about work for the purpose of recruitment and selection
c. the systematic process for gathering, documenting, and analyzing data about the work required for a job
d. a review of the work of all similar positions

A

the systematic process for gathering, documenting, and analyzing data about the work required for a job

112
Q

CHAPTER 4

  1. What job analysis technique emphasizes the characteristics of successful performers rather than standard duties?

a. dynamic job analysis
b. worker-based analysis
c. team-based analysis
d. work-oriented analysis

A

worker-based analysis

113
Q

CHAPTER 4

  1. What job analysis technique emphasizes general aspects of the jobs, and describes perceptual, interpersonal, sensory, cognitive, and physical activities?

a. work-oriented analysis
b. self-monitoring analysis
c. structured analysis
d. worker-oriented analysis

A

worker-oriented analysis

114
Q

CHAPTER 4

  1. What job analysis technique would you use in a traditional organization where employees’ tasks are routine?

a. self-oriented analysis
b. work-oriented analysis
c. worker-oriented analysis
d. group-oriented analysis

A

work-oriented analysis

115
Q

CHAPTER 4

  1. What type of interview method is recommended for job analysis purposes?

a. behavioural
b. situational
c. structured
d. unstructured

A

structured

116
Q

CHAPTER 4

  1. The first step in job analysis is to interview job incumbents.
    a. True
    b. False
A

False

117
Q

CHAPTER 4

  1. The job description indicates job duties and organizational-level requirements.
    a. True b. False
A

False

118
Q

CHAPTER 4

  1. Job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole.

a. True b. False

A

True

119
Q

CHAPTER 4

  1. Job analysis involves a single methodology to analyze jobs. a. True b. False
A

False

120
Q

CHAPTER 4

  1. Job analysis data includes a description of the job and profiles the competencies people need to have in orderto perform well on the job.

a. True b. False

A

True

121
Q

CHAPTER 4

A
122
Q

CHAPTER 4

A
123
Q

CHAPTER 4

A
124
Q

CHAPTER 4

A

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