Week 4

Question 1

Define ‘job analysis’

Answer 1

A systematic process of identifying and describing the important aspects of a job and the characteristics workers need to perform the job well

Question 2

What are job analysis used for?

Answer 2

Determining job entry requirements
Developing a company’s strategic recruiting plan
Selecting individuals for employment
Developing employee training plans
Designing compensation systems
Developing performance evaluation measures
Defining the ideal person to perform for the job from the company’s perspective and its strategies

Question 3

Define ‘job family’

Answer 3

A grouping of jobs that either call for similar worker characteristics or contain parallel work tasks

Question 4

What’s the purpose of job analysis for staffing?

Answer 4

A job analysis produces a valid selection system which identifies worker characteristics that:
Distinguish superior from average and unacceptable workers; Are not easily learned on the job; and
Exist to at least a moderate extent in the applicant pool.

Question 5

Define ‘Future-oriented job analysis’

Answer 5

Job analysis technique for analyzing new jobs or analyzing how jobs will look in the future

Question 6

What is required to meet legal requirements with regard to job analysis?

Answer 6

Be valid and identify the worker knowledge, skills, abilities, and other characteristics necessary to perform the job and differentiate superior from barely acceptable workers
Be in writing and relevant to the particular job in question
Be derived from multiple sources

Question 7

Define ‘ essential functions’

Answer 7

The fundamental duties or tasks of a position

Question 8

Define ‘job description’

Answer 8

A written description of the duties and responsibilities associated with the job itself

Question 9

What does a job descriptions usually include?

Answer 9

The size and type of organization
The department and job title
The salary range
Position grade or level
To whom the employee reports and for whom the employee is responsible
Brief summary of the main duties and responsibilities of the job
Brief summary of the occasional duties and responsibilities of the job
Any special equipment used on the job
Any special working conditions (e.g. shift or weekend work, foreign travel, etc.)
Purpose and frequency of contact with others
The statement, “Other duties as assigned” to accommodate job changes and special projects

Question 10

Define ‘person specification’

Answer 10

Summarizes the characteristics of someone able to person the job well.

Question 11

Define ‘essential criteria’

Answer 11

Job candidate characteristics that are critical to the adequate performance of a new hire.

Question 12

Define ‘desirable criteria’

Answer 12

Job candidate criteria that may enhance the new hire’s job success, but that are not essential to adequate job performance.

Question 13

What is required of job analysis methods?

Answer 13

Must be:
Reliable, or replicable
- A reliable job analysis procedure will produce the same results when it 1) is applied to the same job by a different job specialist; 2) when a different group of job experts is used; and 3) when it is done at a different time.

Valid, or accurately measure what it was intended to measure
- A valid job analysis accurately captures the target job.

Question 14

Define ‘Critical incidents technique’

Answer 14

Identifies behaviors extremely effective or extremely ineffective behaviors by documenting critical incidents that have occurred on the job

Question 15

Define ‘Job elements method’

Answer 15

Uses expert brainstorming or focus group sessions to identify the characteristics of successful workers

Question 16

Define ‘Structured interview technique’

Answer 16

Subject matter experts provide information about the job verbally in structured face-to-face interviews

Question 17

Define ‘Task inventory approach’

Answer 17

Job experts generate a list of 50-200 tasks that are grouped in categories reflecting major work functions that are then evaluated on dimensions relevant for selection – normally used with other approaches

Question 18

Define ‘Structured Questionnaires’

Answer 18

Involves using a list of preplanned questions designed to analyze a job (e.g., the Position Analysis Questionnaire or PAQ)

Question 19

What should be done to conduct job analysis planning?

Answer 19

Determine time and resources necessary and available
Collect background information about the company, its culture and business strategy, the job, and the job’s contribution to strategy execution and competitive advantage
Identify job experts
Identify appropriate job analysis technique(s) to use – get a general understanding of the position and the nature of resources and expertise that are available in the organisation to help determine which job analysis techniques are appropriate
Inductive technique (main duties and tasks have yet to be determined) and deductive technique (duties and main tasks have already been determined)

Question 20

Define ‘job duties’

Answer 20

A set of related tasks that are required on the job

Question 21

Define ‘competency modeling’

Answer 21

A job analysis method that identifies the necessary workers competencies for high performance

Question 22

Define ‘competencies’

Answer 22

More broadly defined components of a successful worker’s repertoire of behavior needed to do a job well.

Question 23

Explain competency-based job description

Answer 23

Because competencies are linked to the organization’s business goals, strategy, and values, a person specification resulting from a job description can enhance hiring quality and strategy execution

A competency-based job description:

• Enhances a manager’s flexibility in assigning work
• Lengthens the life of a job description
• Can allow firms to group jobs requiring similar competencies under a single job description

Question 24

Define ‘job rewards analysis’

Answer 24

A job analysis technique that identifies the intrinsic and extrinsic rewards of a job

Question 25

Define ‘intrinsic rewards’

Answer 25

Non-monetary rewards derived from the work itself and from the organization’s culture e.g. Including the satisfaction of meeting personal goals, continuous learning, and doing meaningful work.

Question 26

Define ‘extrinsic rewards’

Answer 26

Rewards that have monetary rewards e.g. Include base pay, bonuses, and benefits

Question 27

Define ‘total rewards’

Answer 27

A combination of the intrinsic and extrinsic rewards related to a particular job

Question 28

Define ‘employee value proposition’

Answer 28

The balance between the intrinsic and extrinsic rewards an employee receives by working for a particular employer in return for the employee’s job performance.

Question 29

How do you communicate ‘employee value proposition’

Answer 29

1. First determine exactly what attracts job candidates, and why employees enjoy their work.
2. Then craft a message to clearly state what makes your company the obvious choice over the competition.

Question 30

Explain the criteria for ‘employee value proposition’

Answer 30

1. Magnitude refers to a reward package that is neither too small nor too large in economic terms.
   - Spending too much on rewards can negatively impact the firm’s financial stability, and hurt investor relations.
2. Mix refers to the composition of the reward package matching the needs and preferences of applicants or employees.
   - Offering stock options that vest in five years to a young, mobile workforce, or free daycare to an older workforce is not consistent with workers’ needs and preferences.
3. Distinctiveness refers to the uniqueness of the total reward package.
   - Rewards with no special appeal and that do not set the organization apart as distinctive do not present a compelling value proposition.

Question 31

Outline the job reward dimensions

Answer 31

1. Amount refers to how much of it is received.
   - i.e., how much pay, what level of task variety
2. Differential is how consistent the reward is across different employees.
   - e.g., all employees receive the same number of vacation days, but merit bonuses range from 2% to 15% of base pay
3. Stability is how reliable the reward is.
   - Is the reward the same all of the time, or does it change (e.g., does it vary based on organizational performance or business requirements?)