Human Resource Management: An Asian Perspective (Second Edition)

Chapter 4: Job Analysis Multiple Choice 1. _____ is the procedures through which one determines the duties associated with positions and the characteristics of people to hire for those positions. a. Job description b. Job specification c. Job analysis d. Job context e. None of the above (c; easy) !he information resulting from "ob analysis is used for writing _____. a. "ob descriptions b. wor# activities c. wor# aids d. "ob context e. performance standards (a; easy) %hich of the following types of information can be collected via a "ob analysis& a. wor# activities b. human behaviors c. performance standards d. "ob context e. all of the above (e; moderate) (nformation regarding "ob demands such as lifting weights or wal#ing long distances is included in the information about _____ an )* specialist may collect during a "ob analysis. a. wor# activities b. human behaviors c. machines+ tools+ e,uipment+ and wor# aids d. performance standards e. "ob context (b; moderate) (nformation regarding how+ why+ and when a wor#er performs each activity is included in the information about _____ an )* specialist may collect during a "ob analysis. a. wor# activities b. human behaviors c. machines+ tools+ e,uipment+ and wor# aids d. performance standards e. "ob context (a; moderate)

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Human Resource Management: An Asian Perspective (Second Edition)

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(nformation regarding the ,uantity or ,uality levels for each "ob duty is included in the information about _____ an )* specialist may collect during a "ob analysis. a. wor# activities b. human behaviors c. machines+ tools+ e,uipment+ and wor# aids d. performance standards e. "ob context (d; moderate) (nformation regarding "ob1related #nowledge or s#ills and re,uired personal attributes is included in the information about _____ an )* specialist may collect during a "ob analysis. a. wor# activities b. human behaviors c. human re,uirements d. performance standards e. "ob context (c; moderate) (nformation regarding matters such as physical wor#ing conditions and wor# schedule is included in the information about _____ an )* specialist may collect during a "ob analysis. a. wor# activities b. human behaviors c. machines+ tools+ e,uipment+ and wor# aids d. performance standards e. "ob context (e; moderate) !here are _____ steps in doing a "ob analysis. a. three b. four c. five d. six e. ten (d; easy) 4eciding how to use the resulting information is the _____ step in doing a "ob analysis. a. first b. second c. third d. fourth e. fifth (a; moderate)

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!he first step in conducting a "ob analysis is _____. a. deciding how to use the information b. reviewing relevant bac#ground information c. selecting representative positions d. collecting data on "ob activities e. developing a "ob description and "ob specification (a; moderate) 1 . *eviewing relevant bac#ground information such as organi5ation charts+ process charts+ and "ob descriptions is the _____ step in doing a "ob analysis. a. first b. second c. third d. fourth e. fifth (b; moderate) !he second step in conducting a "ob analysis is _____. a. deciding how to use the information b. reviewing relevant bac#ground information c. selecting representative positions d. collecting data on "ob activities e. developing a "ob description and "ob specification (b; moderate) 6electing representative positions to use in the "ob analysis is the _____ step in the process. a. first b. second c. third d. fourth e. fifth (c; moderate) !he third step in conducting a "ob analysis is _____. a. deciding how to use the information b. reviewing relevant bac#ground information c. selecting representative positions d. collecting data on "ob activities e. developing a "ob description and "ob specification (c; moderate) 7ollecting data on "ob activities+ re,uired employee behaviors+ wor#ing conditions+ and human traits and abilities needed to perform the "ob is the _____ step in the "ob analysis process. a. first b. second c. third d. fourth e. fifth (d; moderate) -3

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Human Resource Management: An Asian Perspective (Second Edition)

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!he fourth step in conducting a "ob analysis is _____. a. deciding how to use the information b. reviewing relevant bac#ground information c. selecting representative positions d. collecting data on "ob activities e. developing a "ob description and "ob specification (d; moderate) 8erifying the "ob analysis information with the wor#er performing the "ob and with his or her immediate supervisor is the _____ step in the "ob analysis process. a. first b. second c. third d. fourth e. fifth (e; moderate) !he fifth step in conducting a "ob analysis is _____. a. deciding how to use the information b. reviewing relevant bac#ground information c. verifying the "ob analysis information d. collecting data on "ob activities e. developing a "ob description and "ob specification (c; moderate) 4eveloping a "ob description and "ob specification is the _____ step in the "ob analysis process. a. second b. third c. fourth d. fifth e. sixth (e; moderate) !he final step in conducting a "ob analysis is _____. a. deciding how to use the information b. reviewing relevant bac#ground information c. selecting representative positions d. collecting data on "ob activities e. developing a "ob description and "ob specification (e; moderate) 9(n) _____ shows the flow of inputs to and outputs from the "ob being analy5ed. a. organi5ation chart b. process chart c. value chain d. "ob preview e. "ob description (b; moderate)

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%hich term refers to a written statement that describes the activities and responsibilities of the "ob& a. "ob specification b. "ob analysis c. "ob report d. "ob description e. "ob context (d; moderate) 9 _____ summari5es the personal ,ualities+ traits+ s#ills+ and bac#ground re,uired for getting the "ob done. a. "ob specification b. "ob analysis c. "ob report d. "ob description e. "ob context (a; moderate) %hich of the following is included in the "ob specifications& a. personal ,ualities b. traits c. s#ills d. re,uired bac#ground e. all of the above (e; easy) %hich of the following methods is used to gather "ob analysis data& a. interviews b. ,uestionnaires c. observation d. all of the above e. none of the above (d; moderate) %ho is interviewed by managers collecting "ob analysis data& a. individual employees b. groups of employees with the same "ob c. supervisors who #now the "ob d. all of the above e. none of the above (d; moderate) %hich of the following is not an advantage of using interviews to collect "ob analysis data& a. it is simple to use b. some information may be exaggerated or minimi5ed c. it is ,uic# to collect information d. it can identify uncommon+ but important activities e. it can be used to explain need for "ob analysis (b; moderate)

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Human Resource Management: An Asian Perspective (Second Edition)

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(nterviews often include ,uestions about _____. a. supervisory responsibilities b. "ob duties c. education d. experience e. all of the above (e; easy) (n addition to identifying the specific duties associated with a "ob+ a "ob analysis should also see# to identify the _____. a. length of time an employee has held the position b. order of importance c. fre,uency of occurrence d. all of the above e. b and c only (e; difficult) :or which of the following "obs is direct observation not recommended to collect data used in a "ob analysis& a. assembly1line wor#er b. accounting cler# c. engineer d. receptionist e. salesperson (c; difficult) 9 _____ is the time it ta#es to complete a "ob. a. "ob specification b. wor# cycle c. wor# wee# d. shift e. none of the above (b; moderate) !he average cycle time is a(n) _____. a. minute b. hour c. day d. wee# e. it depends on the specific "ob (e; easy) %hen wor#ers change what they would normally do because they are being watched+ _____ has occurred. a. proactivity b. reactivity c. cycling d. diverting e. none of the above (b; moderate)

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%hich two data collection methods are fre,uently used together& a. direct observation and interviewing b. ,uestionnaires and direct observation c. interviewing and ,uestionnaires d. diaries and interviewing e. most are used individually (a; difficult) Jin records every activity she participates in at wor# along with time in a log. !his approach to data collection for "ob analysis is based on _____. a. diaries b. interviews c. direct observation d. ,uestionnaires e. supervisor verification (a; easy) %hich of the following is considered a ,ualitative approach to "ob analysis& a. position analysis ,uestionnaire b. interviews c. 4epartment of ;abor approach d. functional "ob analysis e. all are ,ualitative approaches (b; difficult) %hich of the following is considered a ,uantitative approach to "ob analysis& a. interviews b. diaries c. 4epartment of ;abor <rocedure d. direct observation e. ,uestionnaires (c; difficult) %hat form of data collection involves recording wor# activities in a log& a. interviews b. diaries c. direct observation d. ,uestionnaires e. none of the above (b; easy) %hich of the following is not one of the basic activities included in a position analysis ,uestionnaire& a. performing s#illed activities b. being physically active c. operating e,uipment d. processing information e. all are included in a position analysis ,uestionnaire (e; moderate)

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Human Resource Management: An Asian Perspective (Second Edition)

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!he _____ assigns a ,uantitative score to each "ob based on its decision1 ma#ing+ s#illed activity+ physical activity+ e,uipment operation+ and information1processing characteristics. a. 4epartment of ;abor <rocedure b. position analysis ,uestionnaire c. functional "ob analysis d. log approach e. all of the above (b; moderate) %hich ,uantitative "ob analysis techni,ue can be conducted online& a. position analysis ,uestionnaire b. 4epartment of ;abor <rocedure c. functional "ob analysis d. all of the above e. none of the above (a; difficult) %hich of the following is included in a functional "ob analysis& a. the extent to which specific instructions are necessary to perform the tas# b. the extent to which reasoning and "udgment are re,uired to perform the tas# c. the mathematical ability re,uired to perform the tas# d. the verbal and language facilities re,uired to perform the tas# e. all of the above (e; moderate) =ost "ob descriptions contain sections that cover _____. a. "ob summary b. standards of performance c. wor#ing conditions d. all of the above e. none of the above (d; easy) >ne uses information from the _____ to write a "ob specification. a. "ob summary b. "ob identification c. "ob description d. standards for performance e. "ob advertisement (c; moderate) %hat type of information is contained in the "ob identification section of a "ob description& a. "ob title b. "ob summary c. relationships statement d. ma"or functions or activities e. all of the above (a; difficult)

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%hich section of a "ob description should define the limits of the "obholder?s authority+ direct supervision of other personnel+ and budgetary limitations& a. "ob identification b. "ob summary c. relationships d. responsibilities and duties e. pay levels (d; moderate) %hen is an employer re,uired to ma#e a @reasonable accommodationA for a disabled individual& a. any time a disabled individual applies for a position b. employers are only encouraged to ma#e reasonable accommodations c. when a disabled individual has the necessary s#ills+ education+ and experience to perform the "ob+ but can?t because of the "ob?s current structure d. when it would present an undue hardship e. when the "ob function is essential (c; moderate) Job duties that employees must be able to perform+ with or without reasonable accommodation+ are called _____. a. essential "ob functions b. "ob re,uirements c. primary "ob activities d. wor# activities e. all of the above (a; easy) !he "ob specification ta#es the "ob description and answers the ,uestion+ _____& a. %hat human traits and experience are re,uired to do this "ob well b. %hen will the supervisor be completely satisfied with a wor#er?s wor# c. %hat are the four main activities ma#ing up this "ob d. )ow many other employees are available to perform "ob functions e. %hat are the performance standards for the "ob (a; difficult) %hen filling "obs with untrained people+ the "ob specifications may include _____. a. ,uality of training b. length of previous service c. previous "ob performance d. physical traits e. all of the above (d; moderate)

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Human Resource Management: An Asian Perspective (Second Edition)

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%hich of the following wor# behaviors is considered @genericA or important to all "obs& a. industriousness b. intelligence c. experience d. morality e. motivation (a; moderate) 9ll of the following wor# behaviors are considered @genericA or important to all "obs except _____. a. thoroughness b. attendance c. experience d. schedule flexibility e. industriousness (c; moderate) _____ means assigning wor#ers additional same1level activities+ thus increasing the number of activities they perform. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. Job ad"ustment (d; easy) _____ means systematically moving wor#ers from one "ob to another. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. Job ad"ustment (a; easy) ______ means redesigning "obs in a way that increases the opportunities for the wor#er to experience feelings of responsibility+ achievement+ growth+ and recognition. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. Job ad"ustment (b; easy)

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%ho argued that the best way to motivate wor#ers is to build opportunities for challenge and achievement into their "obs via "ob enrichment& a. 9dam 6mith b. :rederic# !aylor c. :rederic# )er5berg d. 9braham =aslow e. =ilton :riedman (c; moderate) _____ refers to broadening the responsibilities of the company?s "obs+ and encouraging employees not to limit themselves to what?s on their "ob descriptions. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. 4e"obbing (e; easy) 4e"obbing can be described as _____. a. assigning wor#ers additional wor# at the same level b. redesigning "obs to increase opportunities for responsibility c. moving wor#ers from one "ob to another d. encouraging employees not to limit themselves to what?s on their "ob descriptions e. focusing wor#ers on highly speciali5ed "obs (d; moderate) Job enrichment can be described as _____. a. assigning wor#ers additional wor# at the same level b. redesigning "obs to increase opportunities for responsibility c. moving wor#ers from one "ob to another d. encouraging employees not to limit themselves to what?s on their "ob descriptions e. focusing wor#ers on highly speciali5ed "obs (b; moderate) Jon wor#s at )otel (nternational. 6ome wee#s he wor#s in catering but he also wor#s in house#eeping+ and in reservations periodically. !his is an example of _____. a. "ob enlargement b. "ob rotation c. "ob enrichment d. de"obbing e. "ob speciali5ation (b; easy)

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!he fundamental rethin#ing and radical redesign of business processes to achieve dramatic improvements in performance is called _____. a. "ob redesign b. reengineering c. process engineering d. "ob enlargement e. outsourcing (b; easy) 4escribing the "ob in terms of the measurable+ observable+ and behavioral competencies necessary for good "ob performance is called a _____. a. competency1based "ob analysis b. administrative procedure c. functional "ob analysis d. standard classification system e. none of the above (a; easy) 7ompetency analysis focuses on _____. a. what is accomplished b. how wor# is accomplished c. when wor# is accomplished d. who accomplishes the wor# e. where the wor# is accomplished (b; difficult) !raditional "ob analysis focuses on _____. a. what is accomplished b. how wor# is accomplished c. when wor# is accomplished d. who accomplishes the wor# e. where the wor# is accomplished (a; difficult) Job competencies are always _____. a. measurable b. observable c. based on goals d. both a and b e. all of the above (d; easy)

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%hen a supervisor bases an employee?s training+ appraisals+ and rewards on the s#ills and competences he or she needs to achieve his or her goals+ the supervisor is using _____. a. competency analysis b. traditional analysis c. performance management d. functional systems management e. none of the above (c; moderate)

True/ False /.. /2. 03. Job analysis produces information used for writing "ob descriptions and "ob specifications. (!; easy) !he information gathered during a "ob analysis is primarily used for listing what "obs entail and what #ind of people to hire for the "ob. (!; easy) 9 process chart shows the organi5ation1wide division of wor#+ how the "ob in ,uestion relates to other "obs+ and where the "ob fits in the overall organi5ation. (:; moderate) 7onducting the "ob analysis is the sole responsibility of the )* specialist. (:; moderate) !he interview is the most widely used method for identifying "ob duties and responsibilities. (!; easy) Job analysis is often a prelude to changing a "ob?s pay rate. (!; moderate) (nterviews used for "ob analysis typically follow an unstructured format. (:; easy) 9fter completing an interview+ the data should be verified with the wor#er?s immediate supervisor. (!; moderate) >bservation as a data collection method in a "ob analysis is most appropriate for "obs entailing a lot of mental activity. (:; easy) Bmployers may provide employees poc#et dictating machines and pagers to record activities at random times of the wor# day. (!; moderate) Cualitative approaches are more appropriate than ,uantitative approaches when one see#s to compare "obs for pay purposes. (:; moderate) !here is no standard format for writing a "ob description. (!; moderate) !he statistical analysis method for "ob specifications is more defensible than the "udgmental approach because e,ual rights legislation forbids using traits that can?t distinguish between high and low "ob performers. (!; moderate)

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Human Resource Management: An Asian Perspective (Second Edition)

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Job enlargement refers to redesigning "obs in a way that increases responsibility and achievement. (:; moderate) Job rotation is another term for de"obbing. (:; easy) Doundaryless organi5ations use teams and other mechanisms to ma#e boundaries more permeable. (!; moderate) (n reengineered situations+ wor#ers tend to become collectively responsible for overall results rather than being individually responsible for "ust their own tas#s. (!; difficult) Job analysis experts are concerned that in high performance wor# environments in which employers need wor#ers to seamlessly move from "ob to "ob and exercise self1control+ "ob descriptions based on lists of "ob1specific duties may actually inhibit the flexible behavior companies need. (!; moderate) >rgani5ations define competencies in the same way. (:; moderate) :unctional1based "ob analysis means describing the "ob in terms of the measurable+ observable+ behavioral competencies that an employee doing that "ob must exhibit to do the "ob well. (:; difficult) 7ompetency1based "ob analysis is more "ob1focused than traditional "ob analysis. (:; difficult) 7ompetency analysis focuses on how the wor#er meets the "ob?s ob"ectives or actually accomplishes the wor#. (!; moderate) <erformance management means basing employee training+ appraisals+ and rewards on the s#ills and competencies he or she needs to achieve his or her goals. (!; moderate) 9 "ob?s re,uired competencies might include general competencies+ leadership competencies+ and technical competencies. (!; moderate)

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Essay/ Short Answer 2 . Bxplain how "ob analysis provides information useful in recruitment and selection+ compensation+ and performance appraisal. (moderate) 9nswerE Job analysis provides information for recruitment and selection by laying out what the "ob entails and what human characteristics are re,uired to perform these activities. !his information helps management decide what sort of people to recruit and hire. Job analysis information is also crucial for estimating the value of each "ob and its appropriate compensation. 9 performance appraisal compares each employee?s actual performance with his or her performance standards. =anagers use "ob analysis to determine the "ob?s specific activities and performance standards.

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Chapter 4: Job Ana !sis

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;ist the steps in conducting a "ob analysis. (moderate) 9nswerE !here are six steps in doing a "ob analysis. 6tep 1 is to decide how one will use the information. 6tep is to review relevant bac#ground information such as organi5ation charts+ process charts+ and "ob descriptions. 6tep $ is to select representative positions. 6tep ' is to analy5e the "ob by collecting data on "ob activities+ re,uired employee behaviors+ wor#ing conditions+ and human traits and abilities needed to perform the "ob. 6tep - is to verify the "ob analysis information with the wor#er performing the "ob and with his or her immediate supervisor. 6tep / is to develop a "ob description and "ob specification.

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Bxplain how a "ob analysis typically involves a "oint effort by an )* specialist+ the wor#er+ and the wor#er?s supervisor. (moderate) 9nswerE !he )* specialist might observe and analy5e the "ob and then develop a "ob description and specification. !he supervisor and wor#er may fill out ,uestionnaires listing the subordinate?s activities. !he supervisor and wor#er may then review and verify the "ob analyst?s conclusions regarding the "ob?s activities and duties.

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%hat are the advantages and disadvantages of using interviews to collect "ob analysis data& (moderate) 9nswerE (nterviews are relatively simple and ,uic# way to collect data. 6#illed interviewers can gather information that might otherwise go undiscovered. 6ome activities might occur only occasionally or be more informal in nature. (nterviews can discover these types of activities. !he interview also offers an opportunity to explain the need for a "ob analysis. !he biggest drawbac# is the chance for information to be distorted either to outright falsification or honest misunderstanding.

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Bxplain the advantage of using a position analysis ,uestionnaire to analy5e a "ob. (difficult) 9nswerE !he advantage of the <9C is that it provides a ,uantitative score or profile of any "ob in terms of how that "ob rates on five basic activitiesE 1) having decision1ma#ingF communicationF social responsibilities+ ) performing s#illed activities+ $) being physically active+ ') operating vehiclesF e,uipment+ and -) processing information. (ts real strength is in classifying "obs. Jobs can then be compared ,uantitatively.

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%hen is a "ob function essential& (moderate) 9nswerE 9 "ob function is essential when it is the reason the position exists or when the function is so speciali5ed that the firm hired the person doing the "ob for his or her expertise or ability to perform that particular function. Bssential "ob functions are the "ob duties that employees must be able to perform.

Human Resource Management: An Asian Perspective (Second Edition)

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%hat "ob1related behaviors are considered generic and important to all "obs& (moderate) 9nswerE *egardless of the "ob+ the following wor# behaviors are important to all "obsE industriousness+ thoroughness+ schedule flexibility+ attendance+ off1 tas# behavior (reverse)+ unruliness (reverse)+ theft (reverse)+ and drug misuse (reverse).

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%hat are the five steps for establishing "ob specifications based on statistical analysis& (difficult) 9nswerE 6tep 1E 9naly5e the "ob and decide how to measure "ob performance. 6tep E 6elect personal traits li#e finger dexterity that you believe should predict successful performance. 6tep $E !est candidates for these traits. 6tep 'E =easure these candidates? subse,uent "ob performance. 6tep -E 6tatistically analy5e the relationship between the human trait and "ob performance.

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Bxplain the difference between "ob enlargement and "ob enrichment. (easy) 9nswerE Job enlargement means assigning wor#ers additional same1level activities to increase the number of activities they perform. Job enrichment means redesigning "obs in a way that increases the opportunities for the wor#er to experience feelings of responsibility+ achievement+ growth+ and recognition.

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