Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HR Fundamentals > Job analysis & work flow > Flashcards

Job analysis & work flow Flashcards

1
Q

competency

A

a measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics
that an individual needs to perform work roles or occupational functions successfully.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Competency inventory

A

a detailed file maintained for each employee that documents the person’s
competencies
-general information (education level, job title)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Competency modeling

A

a listing of the competencies a successful employee will need to advance through a series or progression of several jobs- skills, abilities, interests, knowledge, values, personality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Customized task inventory

A

a listing of tasks, work behaviors, or worker characteristics (called items)
created specifically for the jobs or group of jobs being analyzed
-employees are observed, interviewed, asked to respond to questionnaires, requires complex statistical analysis, used in organizations where many people do same job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Ergonomic analysis

A

study designed to minimize the amount of stress and fatigue experienced as a
result of doing work; the focus is on understanding how job tasks affect physical movements and
physiological responses

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Job

A

one of a number of positions within an organization that are functionally interchangeable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Job analysis

A

a systematic process of describing and recording information about job behaviors,
activities, and worker specifications
-purposes of a job, major duties, conditions under which job is performed, competencies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Job description

A

the definition of a job’s essential functions or duties, including a description of the
conditions in which the job is performed, the competencies needed to perform the job, and any
special training or certification requirements for the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Job enrichment

A

the revision of a job to broaden and add challenge to the tasks required

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Job incumbents

A

the people who are currently doing a job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Management position description questionnaire (MPDQ)

A

standardized questionnaire for
analyzing the concerns, responsibilities, demands, restrictions, and miscellaneous characteristics of
managerial jobs
-use: develop selection procedures & performance appraisal forms, determine training needs of employees, design managerial pay system.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

O*Net

A

a comprehensive database system for collecting, organizing, describing, and disseminating data
on job characteristics and worker attributes
-describes organizational/economic contexts (labor market conditions, future occupational outlook), provides wealth of info at low cost

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Occupation

A

group of jobs that involve similar work and require similar competencies, training, and
credentials.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Organizational redesign

A

the process by which an organization realigns departments, changing who
makes decisions, and merging or reorganizing departments.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Personality-related position requirements form (PPRF)

A

a form designed to measure the important
12 personality characteristics for job performance, including: general leadership, interest in
negotiation, achievement striving, friendly disposition, sensitivity to others, cooperative or
collaborative work tendency, general trustworthiness, adherence to a work ethic, thoroughness and
attentiveness to details, emotional stability, desire to generate ideas, tendency to think things

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Position

A

in HR, the activities carried out by any single person

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Position analysis questionnaire (PAQ)

A

a widely used questionnaire that measures the work
behaviors required by a job and relates them to worker characteristics
-assumes small set of work behaviors common to all jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Reengineering

A

radical redesign of an organization’s functions and business processes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Subject matter experts (SMES)

A

people used as sources of information about specific jobs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Task-focused job analysis

A

a description of what a job involves in terms of work activities and
outcomes

21
Q

Time-and-motion study

A

a study designed to identify and measure a worker’s physical movements
when performing tasks and then analyze the results to determine whether some motions can be
eliminated or performed more efficiently.

22
Q

Work sampling

A

the process of taking instantaneous samples of the work activities of individuals or
groups of individuals

23
Q

Worker-focused job analysis

A

focus on identification of required characteristics required of job incumbents to
perform a job well, focus on who can do the job

24
Q

strategic importance of job analysis & competency modeling

A

they’re the systematic procedures that provide the foundation for all HRM activities- info about jobs/requirements is necessary for fair and effective HRM decision making

25
Q

facilitating radical change

A

new technologies, organizational redesign (reeingineering, job enrichment), mergers & acquisitions

26
Q

HR Triad in job analysis

A
  • line managers: work with HR managers to determine whether jobs need to be reanalyzed
  • HR Professionals: ensure job analysis information is up to date, legal considerations, update job descriptions, up to date on new techniques/trends
  • employees: help line managers recognize major changes, provide accurate information for job analysis
27
Q

Uses of job description

A
  1. document employment relationship
  2. inform applicants
  3. guide job behavior
  4. evaluate performance
  5. guide for writing references/resumes
28
Q

elements of job description

A
  1. job title
  2. department or division
  3. date job was analyzed
  4. job summary
  5. supervision
  6. work performed
  7. job context
29
Q

sources of information

A

job incumbents, line managers, trained job analysts, customers = subject matter experts

30
Q

methods of collecting info

A

observations (work sampling), individual and group interviews, questionnaires, diaries

31
Q

standardized approach to job analysis- Job and Motion Study

A

identifies & measures a worker’s physical
movements when performing tasks & then
analyzing the results to determine whether
some motions can be eliminated or performed
more efficiently- best for repetitive/routine tasks

32
Q

standardized approach to job analysis- ergonomic analysis

A

Aims to minimize stress and fatigue at work, focuses on how job tasks affect physical
movements & physiological responses

33
Q

Six divisions for organizing work behaviors according to PAQ

A

mental processes, work output, job context, other job characteristics, relationships with other people, information input

34
Q

standardized approach for analyzing needed competencies

A

PPRF, standard taxonomies, perform job analysis used to collect competency information using standardized procedures

35
Q

customized approach for analyzing needed competencies

A

Subject matter experts (incumbents, supervisors) identify
competencies, rate the competencies, and complete the
questionnaire.

36
Q

career paths

A

group jobs into families based on similar competencies required, similar tasks, similar value to the organization

37
Q

problems w/ Job description

A
  1. If they are poorly written, using vague rather than specific
    terms, they provide little guidance to the jobholder.
  2. They are sometimes not updated as job duties or
    specifications change.
  3. They may violate the law by containing specifications
    not related to job success.
  4. They can limit the scope of activities of the jobholder,
    reducing organizational flexibility.
38
Q

current issues of job analysis

A

trends inconsistent with traditional job analysis- increased job sharing, decreased work specialization, work teams

39
Q

“my job” vs “my role”

A

flexibility- emphasizes results over procedures

teamwork: team based cultures, competency modeling helps identifying core competencies and behaviors

40
Q

job enrichment

A

Increasing the level of difficulty & responsibility of the job.
• Allowing employees to retain more authority & control
over work outcomes.
• Providing unit or individual job performance reports
directly to employees.
• Adding new tasks to the job that require training & growth.
• Assigning individuals specific tasks, enabling them to use
their particular competencies or skills.

41
Q

Job Design

A

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

42
Q

job characteristics model

A

meaninful work increases performance and internal motivation- designed to increase job satisfaction of employees

43
Q

Employee Involvement Groups/Quality Circles

A

Groups of employees who meet to resolve problems or
offer suggestions for organizational improvement.
Success requires: comprehensive training for group members, recognition of group’s contributions, continued input/encouragement by management, use of participative leadership style

44
Q

characteristic of successful team

A

A commitment to shared goals & objectives.
• Motivated & energetic team members.
• Open & honest communication.
• Shared leadership.
• Clear role assignments.
• A climate of cooperation, collaboration, trust, &
accountability.
• The recognition of conflict & its positive resolution.

45
Q

benefits of employee teams

A 
Increased integration of
individual skills.
• Better performance
(quality & quantity)
solutions to unique &
complex problems.
• Reduced delivery time.
• Reduced turnover &
absenteeism.
• Accomplishments among
team members.
46
Q

compressed workweek

A

Shortening the number of days in the workweek by

lengthening the number of hours worked per day

47
Q

Flextime

A

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

48
Q

Job Sharing

A

arrangement whereby two part-time employees
perform a job that otherwise would be held by one
full-time employee

49
Q

Telecommuting

A

The use of personal computers, networks, and other
communications technology to do work in the home
that is traditionally done in the workplace.

HR Fundamentals (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions