L2

Question 1

Describe the nature of the job

Answer 1

Job title

Question 2

Assists in employee selection and recruitment

Answer 2

Job title

Question 3

Affects perceptions of job worth and status. Job evaluation results. Employee feelings of personal worth

Answer 3

Job title

Question 4

Should be written in an easy to understand style

Answer 4

Brief Summary

Question 5

Describe the nature and purpose of the job

Answer 5

Brief Summary

Question 6

Used in internal and external job postings

Answer 6

Brief Summary

Question 7

Lists tasks and activities involving the worker

Answer 7

Work activities

Question 8

Should be organized into meaningful categories

Answer 8

Work activities

Question 9

Work activities should be organized into meaningful categories:

Answer 9

Similar activities
Similar KSAOs
Temporal order

Question 10

Lists all tools and equipment used to perform the work activities

Answer 10

Tools and Equipment Used

Question 11

Primarily used for employee selection and training

Answer 11

Tools and equipment used

Question 12

Important for applicants with disabilities to determine if they are able to perform the job under specific circumstances

Answer 12

Job Context

Question 13

Job environment and degree of supervision as well as the ergonomic information

Answer 13

Job context

Question 14

Job context:

Answer 14

Stress level
Temperature
Degree of danger
Physical demands

Question 15

Describe how performance is evaluated

Answer 15

Work performance

Question 16

Work performance might include:

Answer 16

Standard used
Frequency of evaluation
Evaluation dimensions
The person doing the evaluation

Question 17

COMPENSATION INFORMATION:

Answer 17

Exempt status
Salary grade
Other compensable factors used to determine salary

Question 18

JOB COMPETENCIES:

Answer 18

Common Names

Job specifications
Job competencies
Knowledge, skill, ability, and (KSAOs)
other characteristics

Competencies should be separated

Those needed before hire
Those that can be learned after hire

Question 19

CONDUCTING JOB ANALYSIS BASIC STEPS:

Answer 19

STEP 1 - Identify tasks performed
STEP 2 - Write task statements
STEP 3 - Rate task statements
STEP 4 - Determine essential KSAOs
STEP 5 - Select tests to tap KSAO

Question 20

Gathering Existing Information

Interviewing Subject Matter Experts

1. Individual interviews
2. SME conference
3. Ammerman technique

Observing incumbents

Answer 20

step 1: identify tasks performed

Question 21

Required elements to a task statement
- Action
- Object
- Optional elements
“Where the task is done?”
“How it is done?”
“Why it is done?”
“When it is done?”

Answer 21

STEP 2: WRITE TASK STATEMENTS: ELEMENTS

Question 22

One action and one object.

Appropriate Reading Level

The statement should make sense by itself.

All statements should be written in the same tense.
Should include the tools and equipment used to complete the task.

Task statement should not be competencies.

Task statement should not be policies

Make sense by itself.

Indicate levels of decision-making authority (we needed)

Answer 22

STEP 2: WRITE TASK STATEMENTS:
CHARACTERISTICS

Question 23

Conduct a task analysis

Researchers shows only two scales are necessary

Frequency

Importance

Answer 23

Rate task statements

Question 24

Create a chart summarizing the ratings

Add the frequency and importance ratings to form a
combined rating for each task.

Include the task in the final inventory if:
Average rating is greater than .5 for both frequency and importance. Combined rating is 2.0 or higher

Answer 24

Using ratings

Question 25

a body of information needed to perform a task.

Answer 25

Knowledge

Question 26

is the proficiency to perform a learned task.

Answer 26

Skill

Question 27

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

Answer 27

Ability

Question 28

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

Answer 28

Other Characteristics

Question 29

Determine the best methods to tap the KSAOs needed at the time of hire. Examples: Interviews, work samples, ability tests, personality tests, reference checks, integrity tests, biodata, and assessment centers. Used to select new employees

Answer 29

Step 5: Selecting Test To Tap KSAOS

Question 30

Developed at Purdue University by McCormick, Jeanneret, and Mecham Contains 194 items organized into six main dimensions: information input, mental processes, work output, relationships with other persons, job context, others. Inexpensive one of the most standardized job analysis method

Answer 30

Position Analysis Questionnaire (PAQ)

Question 31

Developed by Patrick and Moore Revised version of the PAQ Easier to read than the PAQ Good reliability Designed to be used more by the job analyst than by the job incumbe

Answer 31

Job Structure Profile (JSP)

Question 32

Developed by Cornelius and Hakel

Answer 32

JOB ELEMENTS INVENTORY (JEI)

Question 33

Developed by Cornelius and Hakel 153 items 10th grade readability level Correlates highly with PAQ

Answer 33

JOB ELEMENTS INVENTORY (JEI)

Question 34

Designed by Fine

Answer 34

FUNCTIONAL JOB ANALYSIS (FJA)

Question 35

FUNCTIONAL JOB ANALYSIS (FJA) Designed by

Answer 35

Fine

Question 36

Designed by Fine Could be used by the federal government to analyze and compare jobs

Answer 36

FUNCTIONAL JOB ANALYSIS (FJA)

Question 37

Three functions of FUNCTIONAL JOB ANALYSIS (FJA)

Answer 37

data (information and ideas), people (clients, customers, and coworkers), and things (machines, tools, andequipment

Question 38

Developed by Banks, Jackson, Staff ord, and Warr

Answer 38

JOB COMPONENTS INVENTORY

Question 39

Developed by Banks, Jackson, Staff ord, and Warr More than 400 questions Good reliability Only job analysis method containing a detailed section on tools and equipment

Answer 39

Job Components Inventory

Question 40

5 main categories of the jibe components inventory

Answer 40

tools and equipment used perceptual and physical requirements mathematical requirements communication requirements decision making and responsibility

Question 41

Developed by Rohmert and Landau in Germany

Answer 41

ERGONOMIC JOB ANALYSIS (AET) PROCESS

Question 42

Developed by Rohmert and Landau in Germany 216 item Relationship between the worker and work objects

Answer 42

ERGONOMIC JOB ANALYSIS (AET) PROCEDURE

Question 43

created by the federal government to replace the Dictionary of Occupational Titles.

Answer 43

National job analysis system

Question 44

Understanding the nature of work. 923 occupations Information about the occupation Information about such economic factors

Answer 44

Occupational information network (national jobanalysis)

Question 45

Occupational information network (national job analysis system) Four levels:

Answer 45

economic, organizational, occupational, and individual. Information about the occupation Information about such economic factors

Question 46

Developed and first used by John Flanagan and his students at the University of Pittsburgh

Answer 46

Critical incident technique

Question 47

Used to discover actual incidents of job behavior that make the difference between a job’s successful or unsuccessful performance. An excellent addition to a job analysis

Answer 47

Critical Incident Technique

Question 48

In addition to tools and equipment used on the job, also provides information about skills needed for the job such as: (job components inventory)

Answer 48

perceptual skills physical skills mathematical skills communication skills decision making skills responsibility levl

Question 49

Developed by Lopez, Kesselman, and Lopez, 33 items, 5 main categories, reliable, and quick to use.

Answer 49

THRESHOLD TRAITS ANALYSIS

Question 50

5 main categories of threshold traits analysis

Answer 50

physical traits mental traits learned traits motivational traits social traits

Question 51

Requires incumbents or job analysts to view a series of abilities and to rate the level of ability needed to perform the job. Good reliability Detailed. Commercially available.

Answer 51

Fleishman Job Analysis Survey

Question 52

FLEISHMAN JOB ANALYSIS SURVEY (73)abilities including :

Answer 52

cognitive physical psychomotor sensory-perceptual social/interpersonal

Question 53

Developed by Pulakos, Arad, Donovan, and Plamondon

Answer 53

JOB ADAPTABILITY INVENTORY

Question 54

Developed by Pulakos, Arad, Donovan, and Plamondon. Taps the extent to which a job incumbent needs to adapt to situations on the job. 132 items

Answer 54

JOB ADAPTABILITY INVENTORY

Question 55

JOB ADAPTABILITY INVENTORY 8 adaptability dimensions

Answer 55

handling emergencies handling work stress solving problems creatively dealing with uncertainty learning interpersonal adaptability cultural adaptability physically oriented adaptability

Question 56

Developed by Raymark, Schmit, and Guion

Answer 56

PERSONALITY-RELATED POSITION REQUIREMENTS FORM

Question 57

PERSONALITY-RELATED POSITION REQUIREMENTS FORM Developed by:

Answer 57

Raymark, Schmit, and Guion

Question 58

Developed by Raymark, Schmit, and Guion. Used to identify the personality types needed to perform job-related tasks. 107 items. 12 personality dimensions that fall under the “Big 5” personality.

Answer 58

PERSONALITY-RELATED POSITION REQUIREMENTS FORM

Question 59

PERSONALITY-RELATED POSITION REQUIREMENTS FORM 12 personality dimensions that fall under the “Big 5” personality dimensions:

Answer 59

openness to experience conscientiousness extroversion agreeableness emotional stability

Question 60

PERFORMANCE IMPROVEMENT CHARACTERISTICS

Answer 60

48 questions 7 main personality traits

Question 61

Once a job analysis has been completed and a thorough job description written, it is important to determine how much employees in a position should be paid. This process of determining a job’s worth is called?

Answer 61

Job Evaluation

Question 62

Will attract and retain desired employees. Will motivate current employees while also providing security Is equitable Is in compliance with legal guidelines

Answer 62

THE IDEAL COMPENSATION SYSTEM

Question 63

involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly. The difficulty in this process, of course, is determining the worth of each job.

Answer 63

DETERMINING INTERNAL PAY EQUITY

Question 64

DETERMINING INTERNAL PAY EQUITY BASIC STEPS:

Answer 64

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

Question 65

COMPENSABLE JOB FACTORS INCLUDE: 1. Level of responsibility 2. Physical demands 3. Mental demands 4. Education requirements 5. Training and experience requirements 6. Working condition

Answer 65

Step 1: Determining Compensable Job Factors

Question 66

FOR A FACTOR SUCH AS 1. Education 2. Responsibility 3. Physical Demampnd

Answer 66

STEP 2: DETERMINING THE LEVELS FOR EACH COMPENSABLE FACTOR

Question 67

DETERMINING THE FACTOR WEIGHTS: DETERMINE TOTAL NUMBER OF POINTS

Answer 67

STEP 3: DETERMINING THE FACTOR WEIGHTS

Question 68

DETERMINING THE FACTOR WEIGHTS: ASSIGN POINTS TO EACH FACTOR

Answer 68

STEP 3: DETERMINING THE FACTOR WEIGHTS

Question 69

DETERMINING THE FACTOR WEIGHTS: ASSIGN POINTS TO EACH JOB

Answer 69

Step 3: Determining the factor weights

Question 70

DETERMINING THE FACTOR WEIGHTS: WAGE TREND LINE

Answer 70

STEP 3: DETERMINING THE FACTOR WEIGHTS

Question 71

With external equity, the worth of a job is determined by comparing the job to the external market (other organizations). This is important if an organization is to attract and retain employees.

Answer 71

Determining External Pay Equity

Question 72

organizations use salary surveys. Sent to other organizations, these surveys ask how much an organization pays its employees in various positions

Answer 72

Determining External Pay Equity

Question 73

studies are required because of substantial sex and race/ethnicity differences in average salary

Answer 73

Salary Equity