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Human Resources > Job Analysis > Flashcards

Job Analysis Flashcards

1
Q

A distinct work activity carried out for a distinct purpose (aka duties like typing a manuscript)

A

Task

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2
Q

Set of related tasks (assistant professor)

A

Job

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3
Q

Set of tasks performed by a given individual at a given firm (assistant professor in OB area of scheller)

A

Position

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4
Q

Group of similar jobs found in different organizations (management professor)

A

Occupation

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5
Q

Task

A

Distinct work activity carried out for a distinct purpose (aka duties)
-typing a manuscript

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6
Q

Job

A

Set of related tasks

-assistant professor

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7
Q

Position

A

Set of tasks performed by a given individual at a given firm

-assistant professor in OB area of scheller

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8
Q

Occupation

A

Group of similar jobs found in different organizations

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9
Q

Identified the output of work process, the activities involved, inputs, equipment, and Human Resources

A

Work flow analysis

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10
Q

Work flow analysis order

A 
Raw inputs, equipment, Human Resources
->
Activity
->
Output
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11
Q

What materials, data, and information are needed? (Work flow analysis)

A

Raw inputs

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12
Q

What special equipment, facilities, and systems are needed? (Work flow analysis)

A

Equipment

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13
Q

What knowledge, skills, and abilities are needed by those performing the tasks? (Work flow analysis)

A

Human Resources

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14
Q

What tasks are required in the production of the output? (Work flow analysis)

A

Activity

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15
Q

What product, information, or information, or service is provided? How is the output measured? (Workflow analysis)

A

Output

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16
Q

Utility of work flow analysis (4)

A

Must know work processes to identify when each work unit is properly staffed
Allow organizations to identify opportunities to outsource, automate, or restructure given jobs or tasks
Increases efficiencies by reducing downtime or bottlenecks in the work process
Knowing work process will also affect managerial roles

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17
Q

The process of gathering information related to the activities performed in a job
Must then hypothesize about the personal characteristics necessary to perform the work
Source of knowledge for recruitment, selection, training, performance appraisals, work redesign, and terminations
Critical in legal proceedings

A

Job analysis (JA)

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18
Q

Job analysis (JA)

A

The process of gathering information related to the activities performed in a job
Must then hypothesize about the personal characteristics necessary to perform the work
Source of knowledge for recruitment, selection, training, performance appraisals, work redesign, and terminations
Critical in legal proceedings

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19
Q

List of tasks, duties, and responsibilities that a particular job entails

A

Job description

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20
Q

Job description

A

List of tasks, duties, and responsibilities that a particular job entails

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21
Q

Key components of Job Description (3)

A

Job title
Brief description of the TDRs
List of the essential tasks with detailed specifications explaining how to carry out each task

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22
Q

Two parts of job analysis

A

Job description

Job specifications

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23
Q

Examples of job description

A

Emptying all garbage cans on the 4th floor
Coordinating meetings scheduled
Developing a marketing strategy

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24
Q

List of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job

A

Job specification

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25
Q

Job specification

A

List of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job

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26
Q

Examples of job specifications

A

Knowledge of spreadsheet software programs
Skill in the repair of copiers
Ability to work cooperatively in small groups
Conscientious with paperwork

27
Q

KSAO

A

Knowledge, skills, abilities, other

28
Q

KSAO: knowledge

A

Factual or procedural information (what is a job analysis)

29
Q

KSAO: skills

A

Level of proficiency at performing a particular task (conduct a job analysis)

30
Q

KSAO: abilities

A

General enduring capability to develop new Ks or Ss (intelligence)

31
Q

KSAO: other

A

Traits such as personality, values, or motivation (performance goal-orientation or extraversion)

32
Q

Sources of information

A

Standardized sources
Local questionnaires and interviews
Others? Observation, supervisor, CI
Combination of sources is ideal

33
Q

Measures apply across settings as much as possible so they tend to concentrate on general characteristics
Consistent, not specific, and low cost
Example: O*NET or Dictionary of Occupational Titles

A

Standardized sources

34
Q

Incumbents may try to talk up their positions
Inconsistent, very specific, and high cost
Ex. PAQ or Fleishman Job Analysis System

A

Local questionnaires and interviews

35
Q

Utility of job analysis (4)

A

Staffing
Training/development
Compensation
Performance appraisal

36
Q

Utility of job analysis: staffing

A

Find out KSAOs required for performance and the selection tools that assess them

37
Q

Utility of job analysis: training/development

A

Identify knowledge and skills that should be taught

38
Q

Utility of job analysis: compensation

A

Determining fair pay procedures based on job characteristics

39
Q

Utility of job analysis: performance appraisal

A

Communicating expectations about tasks

40
Q

Job analysis: expiration date?

A

Job analysis must be constantly updated, as jobs are becoming more adaptable and constantly subject to change

41
Q

Why are competencies favored over KSAOs?

A

Because they may contribute to success on multiple jobs and organizational performance

42
Q

The process of defining how work will be led corned and what tasks will be required in a given job or changing an existing job design

A

Job (re)design

43
Q

To design jobs effectively, a person must thoroughly understand (2)

A

The job itself (through job analysis) and

It’s place in the units work flow (work flow analysis)

44
Q

Study of jobs to find the simplest way to structure work in order to maximize efficiency

A

Industrial engineering

45
Q

Goal of early job redesign

A

To maximize efficiency and reduce training needs, mistakes, and mental demands

46
Q

Hackman & Oldham Job Characteristics Model (5 Characteristics)

A 
Skill variety
Task identity
Task significance
Autonomy
Feedback
47
Q

Extent to which a job requires a variety of skills to carry out task involved

A

Skill variety

48
Q

Degree to which a job requires completing a whole, meaningful unit of work

A

Task identify

49
Q

Extent to which the job has an important impact on the lives of other people

A

Task significance

50
Q

Degree to which the job allows an individual to make decisions about the way work will be carried out

A

Autonomy

51
Q

Extent to which a person receives clear information about performance and effectiveness

A

Feedback

52
Q

Refers to a broadening of the types of tasks performed. The objective is to make jobs less repetitive and more interesting

A

Job enlargement

53
Q

Job enlargement

A

Refers to a broadening of the types of tasks performed. The objective is to make jobs less repetitive and more interesting

54
Q

Two methods of job enlargement

A

Job extension

Job rotation

55
Q

Combining numerous simple jobs to form a job with a wider range of tasks

A

Job extension

56
Q

No actual job redesign; move employees among several different jobs

A

Job rotation

57
Q

Job extension

A

Method of job enlargement

Combining numerous simple jobs to form a job with a wider range of fans

58
Q

Job rotation

A

Method of job enlargement

No actual job redesign; move employees among several different jobs

59
Q

Empowering workers by adding more decision-making authority to jobs
Based on Herzberg’s theory of motivation that individuals are motivated more by the intrinsic aspects of work
Creating jobs that are more inherently satisfying to all employees

A

Job enrichment

60
Q

Job enrichment

A

Empowering workers by adding more decision-making authority to jobs
Based on Herzberg’s theory of motivation that individuals are motivated more by the intrinsic aspects of work
Creating jobs that are more inherently satisfying to all employees

61
Q

These have authority for an entire work process or segment:
Schedule work, hire team members, resolve team performance problems, perform other duties traditionally handled by management
Team member motivated by autonomy, skill variety, and task identity
Requires large amounts of training

A

Self-managing work teams (SMWTs)

62
Q

The study of the interface between individuals’ physical work environment

A

Ergonomics

63
Q

Ergonomics

A

The study of the interface between individual’ physiology and the characteristics of the physical work environment

64
Q

Goal of ergonomics

A

To minimize physical strain on the worker by structuring the physical work environment around the way the human body works

Human Resources (3 decks)

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