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 p. 11!" #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 p. 11!" '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 p. 11!" *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 p. 11!"

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*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 p. 11!" *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 p. 11!" *nformation regarding $ob2related %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 p. 11!" *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 p. 11!"

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#here are _____ steps in doing a $ob analysis. a. three b. four c. five d. six e. ten (d easy p. 11&" 6eciding 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 p. 11&" #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 p. 11&" ,eviewing relevant bac%ground information such as organi7ation chartsprocess charts- and $ob descriptions is the _____ step in doing a $ob analysis. a. first b. second c. third d. fourth e. fifth (b moderate p. 11&" #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 p. 11&"

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8electing 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 p. 11)" #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 p. 11)" Collecting 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 p. 11)" #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 p. 11)" 9erifying 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 p. 11)"

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#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 p. 11)" 6eveloping 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 p. 11)" #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 p. 11)" :(n" _____ shows the flow of inputs to and outputs from the $ob being analy7ed. a. organi7ation chart b. process chart c. value chain d. $ob preview e. $ob description (b moderate p. 11)" '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 p. 11)"

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: _____ summari7es 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 p. 11!" '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 p. 11)" '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 p. 11/" '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 p. 11/" '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 minimi7ed 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 p. 11/"

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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 p. 110" *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 p. 111" ;or which of the following $obs is direct observation not recommended to collect data used in a $ob analysis( a. assembly2line wor%er b. accounting cler% c. engineer d. receptionist e. salesperson (c difficult p. 111" : _____ 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 p. 111" #he average cycle time is a(n" _____. a. minute b. hour c. day d. wee% e. it depends on the specific $ob (e easy p. 111"

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'hen a wor%er changes what he or she 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 p. 111" '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 p. 111" Jane 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 p. 111" 'hich of the following is considered a .ualitative approach to $ob analysis( a. position analysis .uestionnaire b. interviews c. 6epartment of <abor approach d. functional $ob analysis e. all are .ualitative approaches (b difficult p. 111" 'hich of the following is considered a .uantitative approach to $ob analysis( a. interviews b. diaries c. 6epartment of <abor =rocedure d. direct observation e. .uestionnaires (c difficult p. 111"

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'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 p. 111" '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 p. 1!!" #he _____ assigns a .uantitative score to each $ob based on its decision2 ma%ing- s%illed activity- physical activity- e.uipment operation- and information2processing characteristics. a. 6epartment of <abor =rocedure b. position analysis .uestionnaire c. functional $ob analysis d. log approach e. all of the above (b moderate p. 1!!" 'hich .uantitative $ob analysis techni.ue can be conducted online( a. position analysis .uestionnaire b. 6epartment of <abor =rocedure c. functional $ob analysis d. all of the above e. none of the above (a difficult p. 1!!" '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 p. 1!)"

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Most $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 p. 1!/" >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 p. 1!/" '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 p. 1!3" ;<8: status is located in the _____ section of a $ob description. a. $ob summary b. $ob identification c. relationships d. responsibilities and duties e. none of the above (b moderate p. 1!3" #he _____ classifies all wor%ers into one of !& ma$or groups of $obs. a. 6epartment of <abor =rocedure b. Job analysis c. 8tandard >ccupational Classification d. ;ederal =rofessions Classification 8ystem e. None of the above (c easy p. 1!4"

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?nder the _____- the individual must have the re.uisite s%ills- educational bac%ground- and experience to perform the $ob@s essential functions. a. 8>C b. 6>< c. :6: d. ;CC e. 8*C (c moderate p. 1&5" '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 p. 1!4" 'hen is an employer re.uired to ma%e a Areasonable accommodationB 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 p. 1&5" 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 p. 1&5"

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#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 p. 1&!" '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 p. 1&!" 'hich of the following wor% behaviors is considered AgenericB or important to all $obs( a. industriousness b. intelligence c. experience d. morality e. motivation (a moderate p. 1&&" :ll of the following wor% behaviors are considered AgenericB or important to all $obs except _____. a. thoroughness b. attendance c. experience d. schedule flexibility e. industriousness (c moderate p. 1&&" _____ means assigning wor%ers additional same2level activities- thus increasing the number of activities they perform. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. Job ad$ustment (d easy p. 1&3"

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_____ 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 p. 1&3" ______ means redesigning $obs in a way that increases the opportunities for the wor%er to experience feelings of responsibility- achievementgrowth- and recognition. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. Job ad$ustment (b easy p. 1&3" '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. :dam 8mith b. ;rederic% #aylor c. ;rederic% +er7berg d. :braham Maslow e. Milton ;riedman (c moderate p. 1&3" _____ refers to broadening the responsibilities of the company@s $obs- and encouraging employees not to limit themselves to what@s on their $ob descriptions. a. Job rotation b. Job enrichment c. Job assignment d. Job enlargement e. 6e$obbing (e easy p. 1&4" 6e$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 speciali7ed $obs (d moderate p. 1&4"

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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 speciali7ed $obs (b moderate p. 1&3" Jac% wor%s at a +ilton hotel. 8ome 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 speciali7ation (b easy p. 1&3" #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 p. 1&4" 6escribing the $ob in terms of the measurable- observable- and behavioral competencies necessary for good $ob performance is called a _____. a. competency2based $ob analysis b. 6epartment of <abor =rocedure c. functional $ob analysis d. 8>C classification system e. none of the above (a easy p. 1)5" Competency 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 p. 1)5"

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#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 p. 1)1" Job competencies are always _____. a. measurable b. observable c. based on goals d. both a and b e. all of the above (d easy p. 1)1" '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 goalsthe supervisor is using _____. a. competency analysis b. traditional analysis c. performance management d. functional systems management e. none of the above (c moderate p. 1)1"

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#rueC ;alse 11. 1!. 1&. 1). 1/. 10. 11. 13. Job analysis produces information used for writing $ob descriptions and $ob specifications. (# easy p. 11!" #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 p. 11!" : process chart shows the organi7ation2wide division of wor%- how the $ob in .uestion relates to other $obs- and where the $ob fits in the overall organi7ation. (; moderate p. 11)" Conducting the $ob analysis is the sole responsibility of the +, specialist. (; moderate p. 11!" #he interview is the most widely used method for identifying $ob duties and responsibilities. (# easy p. 110" Job analysis is often a prelude to changing a $ob@s pay rate. (# moderate p. 11/" *nterviews used for $ob analysis typically follow an unstructured format. (; easy p. 11/" :fter completing an interview- the data should be verified with the wor%er@s immediate supervisor. (# moderate p. 110"

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>bservation as a data collection method in a $ob analysis is most appropriate for $obs entailing a lot of mental activity. (; easy p. 111" Dmployers may provide employees poc%et dictating machines and pagers to record activities at random times of the wor% day. (# moderate p. 111" Eualitative approaches are more appropriate than .uantitative approaches when one see%s to compare $obs for pay purposes. (; moderate p. 111" No significant differences exist between the functional $ob analysis method and the 6>< method. (; moderate p. 1!&" #he 6epartment of <abor =rocedure identifies performance standards and training re.uirements for a $ob. (; difficult p. 1!&" #here is no standard format for writing a $ob description. (# moderate p. 1!/" #he ;<8: status section of a $ob description permits .uic% identification of a $ob as exempt or nonexempt from overtime and minimum wage provisions. (# moderate p. 1!3" #he :mericans with 6isabilities :ct (:6:" re.uires that organi7ations have $ob descriptions that list the essential functions of the $obs. (; difficult p. 1&5" #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 $ob performers. (# moderate p. 1&!" #he early wor% of ;rederic% #aylor supports the recent trend of de$obbing. (; difficult p. 1&3" Job enlargement refers to redesigning $obs in a way that increases responsibility and achievement. (; moderate p. 1&3" Job rotation is another term for de$obbing. (; easy p. 1&3" Foundaryless organi7ations use teams and other mechanisms to ma%e boundaries more permeable. (# moderate p. 1&4" *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 p. 1&4" 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 self2control- $ob descriptions based on lists of $ob2 specific duties may actually inhibit the flexible behavior companies need. (# moderate p. 1)5" >rgani7ations define competencies in the same way. (; moderate p. 1)5" ;unctional2based $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 p. 1)5" Competency2based $ob analysis is more $ob2focused than traditional $ob analysis. (; difficult p. 1)5" Competency analysis focuses on how the wor%er meets the $ob@s ob$ectives or actually accomplishes the wor%. (# moderate p. 1)5" =erformance management means basing employee training- appraisals-

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and rewards on the s%ills and competencies he or she needs to achieve his or her goals. (# moderate p. 1)1" : $ob@s re.uired competencies might include general competenciesleadership competencies- and technical competencies. (# moderate p. 1)1" Dmployee attitude is at the heart of a company@s performance management process. (; moderate p. 1)1"

DssayC 8hort :nswer 151. Dxplain how $ob analysis provides information useful in recruitment and selection- compensation- and performance appraisal. (moderate p. 11!" :nswerG 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. : performance appraisal compares each employee@s actual performance with his or her performance standards. Managers use $ob analysis to determine the $ob@s specific activities and performance standards. 15!. <ist the steps in conducting a $ob analysis. (moderate p. 11&211)" :nswerG #here are six steps in doing a $ob analysis. 8tep 1 is to decide how one will use the information. 8tep ! is to review relevant bac%ground information such as organi7ation charts- process charts- and $ob descriptions. 8tep & is to select representative positions. 8tep ) is to analy7e 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. 8tep / is to verify the $ob analysis information with the wor%er performing the $ob and with his or her immediate supervisor. 8tep 0 is to develop a $ob description and $ob specification. 15&. Dxplain how a $ob analysis typically involves a $oint effort by an +, specialist- the wor%er- and the wor%er@s supervisor. (moderate p. 11/" :nswerG #he +, specialist might observe and analy7e 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 p. 11/" :nswerG *nterviews are relatively simple and .uic% way to collect data. 8%illed interviewers can gather information that might otherwise go undiscovered. 8ome 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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Dxplain the advantage of using a position analysis .uestionnaire to analy7e a $ob. (difficult p. 113" :nswerG #he advantage of the =:E is that it provides a .uantitative score or profile of any $ob in terms of how that $ob rates on five basic activitiesG 1" having decision2ma%ingC communicationC social responsibilities- !" performing s%illed activities- &" being physically active- )" operating vehiclesC e.uipment- and /" processing information. *ts real strength is in classifying $obs. Jobs can then be compared .uantitatively.

150.

6escribe the procedure used by the 6epartment of <abor for $ob analysis. (difficult p. 1!&" :nswerG : set of basic activities called wor%er functions describes what a wor%er can do with respect to data- people- and things. Dach wor%er function gets an importance level. #hen the highest combination would be used to identify the $ob- since this is the highest level that a $ob incumbent would be expected to attain. #he $ob ends up with a numerical score. >ne can group $obs with similar scores together.

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+ow is a functional $ob analysis different from the 6epartment of <abor =rocedure( (moderate p. 1!)" :nswerG : functional $ob analysis is similar to the 6>< method- but differs in two ways. ;irst- functional $ob analysis rates the $ob not $ust on data- people- and things- but also on four more dimensionsG the extent to which specific instructions are necessary to perform the tas% the extent to which reasoning and $udgment are re.uired to perform the tas% the mathematical ability re.uired to perform the tas% and the verbal and language facilities re.uired to perform the tas%. 8econd- functional $ob analysis also identifies performance standards and training re.uirements.

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'hen is a $ob function essential( (moderate p. 1&5" :nswerG : $ob function is essential when it is the reason the position exists or when the function is so speciali7ed that the firm hired the person doing the $ob for his or her expertise or ability to perform that particular function. Dssential $ob functions are the $ob duties that employees must be able to perform.

154.

'hat $ob2related behaviors are considered generic and important to all $obs( (moderate p. 1&5" :nswerG ,egardless of the $ob- the following wor% behaviors are important to all $obsG industriousness- thoroughness- schedule flexibilityattendance- off2tas% 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 p. 1&)" :nswerG 8tep 1G :naly7e the $ob and decide how to measure $ob performance. 8tep !G 8elect personal traits li%e finger dexterity that you believe should predict successful performance. 8tep &G #est candidates for these traits. 8tep )G Measure these candidates@ subse.uent $ob performance. 8tep /G 8tatistically analy7e the relationship between the human trait and $ob performance.

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Dxplain the difference between $ob enlargement and $ob enrichment. (easy p. 1&3" :nswerG Job enlargement means assigning wor%ers additional same2level 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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