Job Analysis and Evaluation

Question 1

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

By identifying such requirements, it is possible to 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 the job.

Answer 3

Employee Selection

Question 4

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

Answer 4

Training

Question 5

The evaluation of employee performance must be job related. Employees are often evaluated with forms that use such vague categories as “dependability,” “knowledge,” and “initiative.

Answer 5

Performance Appraisal

Question 6

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

Answer 6

Job Classification

Question 7

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

Answer 7

Job Evaluation

Question 8

Job analysis information can be used to determine the optimal way in which a job should be performed. By analyzing a job, wasted and unsafe motions can be eliminated, resulting in higher productivity and reduced numbers of job injuries.

Answer 8

Job Design

Question 9

The idea that organizations tend to promote good employees until they reach the level at which they are not competent—in other words, their highest level of incompetence.

Answer 9

Peter Principle

Question 10

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

Answer 10

Job analysis interview

Question 11

Writing a Good Job Description

Answer 11

Job Title, Brief Summary, Work Activities, Tools and Equipment Used, Job Context, Work Performance, Compensation Information, Job Competencies

Question 12

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

Answer 12

Job Title

Question 13

briefly describe the nature and purpose of the job.

Answer 13

Brief Summary

Question 14

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

Answer 14

Work Activities

Question 15

lists all the tools and equipment used to perform the work activities in the previous section.

Answer 15

Tools and Equipment Used

Question 16

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 16

Job Context

Question 17

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

Answer 17

Work Performance

Question 18

This section of the job description should contain information on the salary grade, whether the position is exempt, and the compensable factors used to determine salary. (optional)

Answer 18

Compensation Information

Question 19

These are knowledge, skills, abilities, and other characteristics (KSAOs) (such as interest, personality, and training) that are necessary to be successful on the job.

Answer 19

Job Competencies

Question 20

Competencies are determined by deciding what types of ____ are needed to perform the tasks identified in the job analysis.

Answer 20

KSAOs

Question 21

The competencies section should be divided into two subsections.

Answer 21

The first contains KSAOs (Knowledge, Skill, Abilities, and Other characteristics) that an employee must have at the time of hiring. The second subsection contains the KSAOs that are an important part of the job but can be obtained after being hired.

Question 22

Preparing for a Job Analysis, Who?

Answer 22

conducted by a trained individual in the Human Resources department, but it can also be conducted by job incumbents, supervisors, or outside consultants.

Question 23

Preparing for a Job Analysis, How often?

Answer 23

A job description should be updated if a job changes significantly.

Question 24

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

Answer 24

Job crafting

Question 25

Preparing for a Job Analysis, Which Employees Should Participate?

Answer 25

If there are only a few employees, all are advised to participate.
If in a large organization, there could be representatives for the employees with similar job function (ex. teachers, line workers, etc.)

Question 26

Preparing for a Job Analysis, What Types of Information?

Answer 26

Job analysis is more effective at a more detailed level wherein all tasks and specific behaviors are observed and analyzed.

Question 27

5 steps in Conducting a Job Analysis

Answer 27

Step 1: Identify Tasks Performed
Step 2: Write Task Statements
Step 3: Rate Task Statements
Step 4: Determine Essential KSAOs
Step 5: Selecting Tests to Tap KSAOs

Question 28

To identify the major job dimensions and the tasks performed for each dimension, the tools and equipment used to perform the tasks, and the conditions under which the tasks are performed.

Answer 28

Step 1: Identify Tasks Performed

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

Once the tasks have been identified, the next step is to _____ that will be used in the task inventory and included in the job description.

Answer 32

Step 2: Write Task Statements

Question 33

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 33

Task inventory

Question 34

Once the task statements have been written, the next step is to conduct a task analysis- using a group of SMEs to rate each task statement of the frequency and the importance or criticality of the task being performed.

Answer 34

Step 3: Rate Task Statements

Question 35

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

Answer 35

Task analysis

Question 36

Once the task analysis is completed and a job analyst has a list of tasks that essential for the proper performance of a job, the next is to identify the KSAOs needed to perform the tasks.

Answer 36

Step 4: Determine Essential KSAOs

Question 37

A body of information needed to perform a task.

Answer 37

Knowledge

Question 38

The proficiency to perform a learned task.

Answer 38

Skill

Question 39

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

Answer 39

Ability

Question 40

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

Answer 40

Other characteristics

Question 41

Once the important KSAOs have been identified, the next step is to determine the best methods to tap the KSAOs needed at the time of hire.

Answer 41

Step 5: Selecting Tests to Tap KSAOs

Question 42

Job Analysis Methods

Answer 42

Ammerman Technique, Observations, Job Participation

Question 43

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

Answer 43

Ammerman Technique

Question 44

the job analyst observes incumbents performing their jobs in the work setting.

Answer 44

Observations

Question 45

job analyst actually performs the job being analyzed.

Answer 45

Job Participation

Question 46

The process of determining the monetary worth of a job.

Answer 46

Job Evaluation

Question 47

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

Answer 47

internal pay equity

Question 48

3 steps of Determining Internal Pay Equity

Answer 48

Step 1: Determining Compensable Job Factors
Step 2: Determining the Levels for Each Compensable Factor
Step 3: Determining the Factors Weights

Question 49

Possible compensable job factors include the following:

Answer 49

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

Question 50

The next step is to determine the levels for each factors. For a factor such as education, the levels are easy to determine (e.g., high school diploma, associate’s degree, bachelor’s degree).

Answer 50

Step 2: Determining the Levels for Each Compensable Factor

Question 51

Each factor is weighted by assigning a number of points. The more important the factor, the greater the number of points that will be assigned.

Answer 51

Step 3: Determining the Factors Weights

Question 52

A line that represents the ideal relationship between the number of points that a job has been assigned (using the point method of evaluation) and the salary range for that job.

Answer 52

Wage Trend Line

Question 53

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

Answer 53

Determining External Pay Equity

Question 54

A 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.

Answer 54

Salary surveys

Question 55

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

Answer 55

Direct Compensation

Question 56

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

Answer 56

Comparable worth