77. 78. 79. 80. 81. 82. 83. 84. 85. 86. 87.
88. 89. 90. 91. 92. 93.
94. 95.
Interviews used for job analysis typically follow an unstructured format. (F; easy; p. 129)
After completing an interview, the data should be verified with the worker’s immediate supervisor. (T; moderate; p. 130)
Observation as a data collection method in a job analysis is most
appropriate for jobs entailing a lot of mental activity. (F; easy; p. 133) Employers may provide employees pocket dictating machines and pagers to record activities at random times of the work day. (T; moderate; p. 136) Qualitative approaches are more appropriate than quantitative approaches when one seeks to compare jobs for pay purposes. (F; moderate; p. 137) No significant differences exist between the functional job analysis method and the DOL method. (F; moderate; p. 137)
The Department of Labor Procedure identifies performance standards and training requirements for a job. (F; difficult; p. 137)
There is no standard format for writing a job description. (T; moderate; p. 141)
The FLSA status section of a job description permits quick identification of a job as exempt or nonexempt from overtime and minimum wage provisions. (T; moderate; p. 144)
The Americans with Disabilities Act (ADA) requires that organizations have job descriptions that list the essential functions of the jobs. (F; difficult; p. 146)
The statistical analysis method for job specifications is more defensible than the judgmental approach because equal rights legislation forbids
using traits that can’t distinguish between high and low job performers. (T; moderate; p. 153)
The early work of Frederick Taylor supports the recent trend of dejobbing. (F; difficult; p. 153)
Job enlargement refers to redesigning jobs in a way that increases responsibility and achievement. (F; moderate; p. 153)
Job rotation is another term for dejobbing. (F; easy; p. 153)
Boundaryless organizations use teams and other mechanisms to make boundaries more permeable. (T; moderate; p. 155)
In reengineered situations, workers tend to become collectively
responsible for overall results rather than being individually responsible for just their own tasks. (T; difficult; p. 155)
Job analysis experts are concerned that in high performance work
environments in which employers need workers to seamlessly move from job to job and exercise self-control, job descriptions based on lists of job-specific duties may actually inhibit the flexible behavior companies need. (T; moderate; p. 156)
Organizations define competencies in the same way. (F; moderate; p. 155) Functional-based job analysis means describing the job in terms of the measurable, observable, behavioral competencies that an employee doing that job must exhibit to do the job well. (F; difficult; p. 156)
79
96.
Competency-based job analysis is more job-focused than traditional job analysis. (F; difficult; p. 156)
97. Competency analysis focuses on how the worker meets the job’s
objectives or actually accomplishes the work. (T; moderate; p. 156)
98. Performance management means basing employee training, appraisals,
and rewards on the skills and competencies he or she needs to achieve his or her goals. (T; moderate; p. 156)
99. A job’s required competencies might include general competencies,
leadership competencies, and technical competencies. (T; moderate; p. 156)
100. Employee attitude is at the heart of a company’s performance management
process. (F; moderate; p. 156)
Essay/ Short Answer
101. Explain how job analysis provides information useful in recruitment and
selection, compensation, and performance appraisal. (moderate; p. 126; AACSB: reflective thinking)
Answer: Job analysis provides information for recruitment and selection by laying out what the job entails and what human characteristics are required to perform these activities. This information helps management decide what sort of people to recruit and hire. Job analysis information is also crucial for estimating the value of each job and its appropriate
compensation. A performance appraisal compares each employee’s actual performance with his or her performance standards. Managers use job analysis to determine the job’s specific activities and performance standards.
102. List the steps in conducting a job analysis. (moderate; p. 127-128)
Answer: There are six steps in doing a job analysis. Step 1 is to decide how one will use the information. Step 2 is to review relevant background information such as organization charts, process charts, and job descriptions. Step 3 is to select representative positions. Step 4 is to analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. Step 5 is to verify the job analysis information with the worker performing the job and with his or her immediate supervisor. Step 6 is to develop a job description and job specification.
80
103. Explain how a job analysis typically involves a joint effort by an HR
specialist, the worker, and the worker’s supervisor. (moderate; p. 129)
Answer: The HR specialist might observe and analyze the job and then develop a job description and specification. The supervisor and worker may fill out questionnaires listing the subordinate’s activities. The supervisor and worker may then review and verify the job analyst’s conclusions regarding the job’s activities and duties.
104. What are the advantages and disadvantages of using interviews to collect
job analysis data? (moderate; p. 130)
Answer: Interviews are relatively simple and quick way to collect data. Skilled interviewers can gather information that might otherwise go undiscovered. Some activities might occur only occasionally or be more informal in nature. Interviews can discover these types of activities. The interview also offers an opportunity to explain the need for a job analysis. The biggest drawback is the chance for information to be distorted either to outright falsification or honest misunderstanding.
105. Explain the advantage of using a position analysis questionnaire to analyze
a job. (difficult; p. 137)
Answer: The advantage of the PAQ is that it provides a quantitative score or profile of any job in terms of how that job rates on five basic activities: 1) having decision-making/ communication/ social responsibilities, 2) performing skilled activities, 3) being physically active, 4) operating vehicles/ equipment, and 5) processing information. Its real strength is in classifying jobs. Jobs can then be compared quantitatively.
106. Describe the procedure used by the Department of Labor for job analysis.
(difficult; p. 137)
Answer: A set of basic activities called worker functions describes what a worker can do with respect to data, people, and things. Each worker
function gets an importance level. Then the highest combination would be used to identify the job, since this is the highest level that a job incumbent would be expected to attain. The job ends up with a numerical score. One can group jobs with similar scores together.
81
107. How is a functional job analysis different from the Department of Labor
Procedure? (moderate; p. 137)
Answer: A functional job analysis is similar to the DOL method, but differs in two ways. First, functional job analysis rates the job not just on data, people, and things, but also on four more dimensions: the extent to which specific instructions are necessary to perform the task; the extent to which reasoning and judgment are required to perform the task; the mathematical ability required to perform the task; and the verbal and language facilities required to perform the task. Second, functional job analysis also identifies performance standards and training requirements.
108. When is a job function essential? (moderate; p. 146)
Answer: A job function is essential when it is the reason the position exists or when the function is so specialized that the firm hired the person doing the job for his or her expertise or ability to perform that particular function. Essential job functions are the job duties that employees must be able to perform.
109. What are the five steps for establishing job specifications based on
statistical analysis? (difficult; p. 153)
Answer: Step 1: Analyze the job and decide how to measure job
performance. Step 2: Select personal traits like finger dexterity that you believe should predict successful performance. Step 3: Test candidates for these traits. Step 4: Measure these candidates’ subsequent job
performance. Step 5: Statistically analyze the relationship between the human trait and job performance.
110. Explain the difference between job enlargement and job enrichment.
(easy; p. 153-154)
Answer: Job enlargement means assigning workers additional same-level activities to increase the number of activities they perform. Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
82