Test Bank: Human Resource Management, 9 Edition

Test Bank
to accompany
Human Resource
th
Management, 9 edition
by Raymond J. Stone
© John Wiley & Sons Australia, Ltd
Chapter 5
Human Resource Management, 9th edition
Job analysis, job design and quality of work life

Multiple choice questions
1. A systematic investigation of the tasks, duties, responsibilities of a job and the necessary knowledge,
skills and abilities a person needs to perform a role adequately, is known as:
a. task differentiation.
b. human resource analysis.
*c. job analysis.
d. position classification.
General Feedback:
Learning Objective 5.1: Explain what is meant by job analysis and job design. Job analysis focuses on
the job content, job requirements and the context of the job.
2. The job-oriented approach to job analysis is most likely to be concerned with:
a. job enrichment techniques.

b. performance appraisal methods.
*c. tasks, duties and responsibilities.
d. career planning and development.
General Feedback:
Learning Objective 5.1: Explain what is meant by job analysis and job design. The job-oriented
approach is concerned with the tasks, duties and responsibilities of the job.
3. The approach to job analysis that is based upon identifying the skills and behaviours needed to
perform a job is described as a(n):
a. behavioural approach.
*b. employee-oriented approach.
c. task-oriented approach.
d. employee-centred approach.
General Feedback:
Learning Objective 5.1: Explain what is meant by job analysis and job design. The job-oriented
approach is concerned with how the job is done; that is the behaviour required to perform the job.
4. The written statement of why a job exists, what the job holder actually does, how they do it and under
what conditions the job is performed, is known as the:
a. job evaluation.
© John Wiley & Sons Australia, Ltd 2017 Chapter 5 Job analysis, job design and quality of work life 2
b. job context.
*c. job description.
d. job specification.
General Feedback:
Learning Objective 5.2: Understand the uses of job analysis and describe the content and format of a job
description and a job specification. A job description defines what a job is by identifying its content,
requirements and context.
5. Which of the following is NOT a component of job descriptions?
a. Job identification
b. Duties and responsibilities
*c. Remuneration and benefits
d. Performance standards
General Feedback:
description and a job specification. A job description would not contain information relating to the
remuneration and benefits attached to the job.
6. Which of the following is NOT a standard guideline for writing effective job descriptions?
a. Begin each sentence with an action verb

b. Use specific rather than vague terms
c. Use quantitative terms where possible to achieve greater objectivity and clarity
*d. Provide a comprehensive list of all duties, including routine tasks
General Feedback:
description and a job specification. One of the common traps in writing job descriptions is to include a
list of all duties and responsibilities, regardless of importance.
7. A written statement of the formal qualifications, knowledge, abilities, skills and personal
characteristics a person needs to perform a given job successfully, is a definition of:
*a. job specification.

b. job analysis.
c. job description.
d. job enrichment.
General Feedback:
description and a job specification. The job specification is derived from the job description and details
the essential criteria to perform the job successfully and in some cases will list characteristics deemed
desirable in the role.
8. Job analysis for standardised, repetitive short job cycles, or manual jobs will primarily use which of
the following data gathering methods?
a. Interviews
*b. Observations
c. Questionnaires
d. Employee diary
General Feedback:
Learning Objective 5.3: Discuss the collection of job analysis data and explain the major job analysis
techniques. Jobs that predominately comprise observable actions such as manual jobs are best suited to
an observation-based job analysis process.
9. Management Position Description Questionnaire is an approach to job analysis that:
*a. uses a behaviourally oriented, structured questionnaire to describe, compare, classify, and evaluate
management positions.
b. uses unique descriptions of each position to emphasise the importance or significance of all positions
within the organisation.
c. relies upon the position holder to correctly identify all tasks related to their position and the relevance
of these tasks to the achievement of the organisation's objectives.
d. requires a job analysis to be undertaken at an agreed-upon time every year so that the job description
and job specification documents are always up-to-date.
General Feedback:
techniques. Management Position Description Questionnaire is a job analysis technique that uses a
behaviourally oriented, structured questionnaire to describe, compare, classify, and evaluate
management positions.
10. The job analysis instrument and scoring/reporting service developed by Purdue University and
marketed commercially is:
a. The Job Review Service.

*b. the Position Analysis Questionnaire.
c. the Job Orientation Review.
d. the Position Description Report.
General Feedback:
techniques. The PAQ, developed by Purdue University, uses a structured questionnaire for quantitatively
assessing jobs.
11. Which of the following is NOT a generally accepted method of data collection for the purposes of
job analysis?
a. Position Classification Inventory

b. Position Analysis Questionnaire
c. Hay Guide Chart Profile
*d. Job Characteristics Model
General Feedback:
techniques. The Job Characteristics Model is a method of job design and not used to analyse jobs.
12. The Hay Guide Chart Profile Method expresses job content in terms of three major factors. They are:
*a. know-how, problem solving, accountability.

b. qualifications, performance standards, authority.
c. knowledge, qualifications, level of decision making.
d. know-how, authority, performance standards.
General Feedback:
techniques. The Hay Guide Profile Method assesses know-how, problem solving and accountability
which are factors which are present to some degree in every job.
13. Which one of the following job-related competencies can be described as a visible competency?
a. Self-concept.
b. Traits.
*c. Knowledge.
d. Motives.
General Feedback:
Learning Objective 5.4: Discuss competency profiling. Knowledge and skill tend to be visible
competencies whilst self-concept, trait and motive competencies are largely hidden and form part of an
employee's personality.
14. The essential characteristics that everyone in a job needs to be minimally effective are:
a. differentiating competencies.
b. required competencies.
c. specific competencies.
*d. threshold competencies.
General Feedback:
Learning Objective 5.4: Discuss competency profiling. Threshold competencies are those basic
competencies such as reading and writing which are essential to being minimally effective in a job.
15. The Behavioural Event Interview (BEI) is a development of:
a. the Management Position Description Questionnaire.

b. functional job analysis.
*c. critical incident reporting.
d. Position Analysis Questionnaire.
General Feedback:
Learning Objective 5.4: Discuss competency profiling. The BEI is based on critical incident reports and
generates information about the job and what the incumbent thinks, feels and hopes to achieve in the
role.
16. Specification of the content of a job, the material and equipment required to do the job, and the
relation of the job to other jobs is:
a. job description.
*b. job design.
c. job ranking.
d. job specialisation.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Job design relates to the job
content, what is required to carry out the job and how the job interacts with other jobs.
17. The horizontal expansion of a job by adding similar level responsibilities is known as:
a. job enrichment.
b. job rotation.
c. vertical loading.
*d. job enlargement.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Job enlargement seeks to expand a
job by adding a variety of similarly skilled tasks to the job.
18. Job enrichment builds motivating factors into the job content by:
a. opening feedback channels, combining and rotating tasks.

b. establishing client relationships, creating natural work units, and performing precisely defined and
repetitive tasks.
*c. combining tasks, creating natural work units, and expanding jobs vertically.
d. giving employees opportunity to work as external consultants.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Job enrichment helps motivate
employees by combining tasks, creating natural work units, establishing client relationships, expanding
jobs vertically and opening feedback channels.
19. Job specialisation, job enlargement, and job rotation are all methods of:
a. job enrichment.
b. job description.
c. job analysis.
*d. job design.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Job design methods show how job
tasks, decision making, responsibility and loading can be modified to enhance such things as employee
productivity and motivation.
20. Socio-technical enrichment aims to:
a. change the technology of existing operations and systems.

b. improve the environment to allow increased social interaction among employees.
c. design production processes that are viewed as more acceptable by society.
*d. integrate people with technology.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Socio-technical enrichment aims
to integrate people with technology and can result in the formation of self-managing or semi-
autonomous work groups.
21. Autonomous work teams are a form of:
a. quality circle.
*b. job enrichment.
c. workforce flexibility.
d. task diversification.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Autonomous work teams represent
job enrichment at the group level.
22. Hackman and Oldham identified five core job characteristics that are especially important for job
design. Which of the following is NOT included in their list of core characteristics?
a. Task significance
b. Skills variety
*c. Task specialisation
d. Feedback
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. The Job Characteristics Model
identifies five core job characteristics: skills variety, task identity, task significance, autonomy and
feedback. Task specialisation is particularly associated with job specialisation.
23. An example of comprehensive job enrichment which combines both horizontal and vertical loading
to stimulate employee motivation and satisfaction is:
*a. the Job Characteristics Model.

b. Socio-technical enrichment.
c. autonomous work teams.
d. the Volvo model.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. The JCM is based on the idea that
employees' performance and motivation is enhanced when they have meaningful work, have
responsibility for the outcomes of their work and receive feedback on their performance. This
incorporates both horizontal and vertical improvements to job design.
24. In the JCM model, the extent to which the job provides the employee freedom to plan, schedule and
decide about work procedures is referred to as:
a. task significance.
b. skills variety.
c. task specialisation.
*d. autonomy.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Autonomy refers to the degree to
which the job holder has the freedom, independence and discretion to schedule work and decide which
procedures should apply.
25. Quality of work life programs incorporate principles of job enrichment and socio-technical
enrichment in a comprehensive effort to improve the quality of the work environment. They aim to:
*a. integrate employee needs and wellbeing with the organisation's desire for higher productivity.
b. increase productivity at the lowest possible cost to the organisation's budget.
c. provide an environment where employees like coming to work and mixing socially.
d. develop a culture which attracts and retains high calibre staff.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. QWL programs implement HR policies and
programs designed to promote organisational performance and employee well-being.
26. The major criteria for improving quality of work life (QWL) include:
a. above average remuneration, autonomy, social relevance.

*b. adequate remuneration, safe and healthy environment, social integration.
c. growth and security, task identity, feedback systems.
d. above average remuneration, variety of work, growth and security.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. Some of the key criteria for improving QWL
include adequate remuneration, a safe and healthy working environment and social integration.
27. A system that allows employees to choose their own starting and finishing times within a broad
range of available hours:
*a. flexitime.
b. job sharing.
c. quality of work life.
d. total life space.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. Flexitime is a system that allows employees to
choose their own starting and finishing times within a broad range of available hours.
28. The study of the relationship between a worker's physical characteristics and their work
environment:
a. occupational health and safety.

*b. ergonomics.
c. critical work space.
d. work place integration.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. Ergonomics is the study of the relationship
between a worker's physical characteristics and their work environment.
29. The extent to which the job permits the employee to obtain clear and direct knowledge about how
well they are doing:
a. autonomy.
b. performance review.
c. audit.
*d. feedback.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Feedback is the extent to which
the job permits the employee to obtain clear and direct knowledge about how well they are doing.
30. Ensuring a proper match between work and employee capabilities is now considered:
a. essential to attract new employees.

*b. an economic necessity.
c. well intentioned, but unrealistic.
d. impossible because of continuous change.
General Feedback:
Learning Objective 5.1: Explain what is meant by job analysis and job design. Organisations are even
more dependent upon their human resources to adapt to rapid changes and global competition and thus it
is critical that organisations make effective use of their employees' skills.
31. Which of the following is NOT an occasion when job analysis is generally undertaken?
*a. When an employee is not performing their role adequately

b. When a new job is created in the organisation
c. When a job is changed significantly as a result of new methods, new procedures, or new technology
d. When the organisation commences and the job analysis program is started
General Feedback:
Learning Objective 5.1: Explain what is meant by job analysis and job design. Typically a job analysis is
conducted when a new organisation or job commences or there has been a significant change to an
existing job.
32. Traditional job descriptions have been criticised for being:
a. inaccurate and inflexible documents.
b. out of date employee wish lists.

*c. straitjackets, suitable only for repetitive work.
d. vague performance guidelines.
General Feedback:
description and a job specification. Job descriptions have been criticised as unable to reflect adequately
the dynamic nature of many present-day jobs.
33. Traditional job descriptions are not seen as appropriate for jobs that are:
*a. project-based.
b. routine and repetitive.
c. varied and autonomous.
d. casual positions only.
General Feedback:
description and a job specification. It has been argued that traditional job descriptions cannot adequately
reflect the nature of project-based roles as they are static and inflexible.
34. The purpose of the job analysis, the types of information to be collected, the sources of information,
and the way in which the data are to be analysed and reported determines:
a. who gathers the information for the study.

*b. the most appropriate data collection method.
c. the importance of accuracy in the data collected.
d. how the process is received by employees.
General Feedback:
techniques. There is no universal fits-all best method for collecting data and the appropriate method will
be determined by the purpose for which the data is being collected.
35. When using a questionnaire to gather data for a job analysis which of the following should be
avoided?
a. Using a short questionnaire to save time and expense

b. Explaining how the questionnaire results are to be used
c. Using simple, easy to understand language
*d. Using a long questionnaire to gather as much detail as possible
General Feedback:
techniques. When developing a questionnaire to collect data for job analysis, it is best to keep the
questionnaire as brief as possible, as most employees do not like to complete forms.
36. Competency profiling has been criticised for:
a. only dealing with employee attitudes.

b. promoting a mismatch between organisation needs and employee skills.
*c. emphasising technical competencies.
d. not addressing the real issues facing employee performance.
General Feedback:
Learning Objective 5.4: Discuss competency profiling. Competency profiling often ignores such traits as
creativity and sensitivity as they are very difficult to measure.
37. Despite some criticisms of competency profiling, its proponents argue that by identifying specific
occupational requirements that facilitate the achievement of the organisation's strategic objectives it:
a. creates a standard that allows comparisons to be made between departments.

*b. fosters competitiveness and a more strategic approach to HRM.
c. allows the organization to conduct job analysis more effectively.
d. prevents competitors from luring away highly valued employees.
General Feedback:
Learning Objective 5.5: Comply with EEO requirements. Those in favour of competency profiling have
argued that it supports achievement of the organisational and HR strategic objectives through its focus
on the skills and behaviours needed to perform jobs effectively.
38. Job analysis helps to establish organisational adherence to EEO requirements by:
*a. providing hard evidence of job relatedness.

b. allowing an organisation to give preference to a particular group of employees.
c. identifying clear lines of promotion and career development that are communicated to all employees.
d. ensuring that job descriptions and job specifications are detailed.
General Feedback:
Learning Objective 5.5: Comply with EEO requirements. Job analysis can provide the documentation to
demonstrate job-relatedness and facilitate compliance with anti-discrimination and EEO legislation.
39. A problem with job analysis might be that:
a. multiple methods of job analysis are used in the organisation.

b. there is a lack of trade union support for the job analysis.
*c. employees are not made aware of the importance of job analysis.
d. multiple sources are used for collecting job information.
General Feedback:
Learning Objective 5.6: Understand the practical and theoretical problems of job analysis. Employees
may be unaware of the significance of job analysis and to what extent it impacts on so many other HR
functions.
40. One of the criticisms of job analysis is that older and less-educated workers typically:
*a. describe their work as less important and less complex.

b. describe their work as more important and more complex.
c. overstate their decision making responsibilities.
d. understate their decision making responsibilities.
General Feedback:
Learning Objective 5.6: Understand the practical and theoretical problems of job analysis. Typically
older and less-educated employees disadvantage themselves when describing their roles.
41. A well-designed job promotes the achievement of the organisation's strategic business objectives by
restructuring work so that:
a. there is less need to conduct regular job analysis exercises using consultants.
b. significant and transparent budget savings can be achieved across the organisation.
*c. it integrates management's needs for efficiency and employee needs for satisfaction.
d. human resource managers can have more effective job appraisal systems.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Job design should aim to integrate
management and employee needs and thus facilitate the achievement of the overall business objectives.
42. Problems with job specialisation might be:
a. no sense of identifiable end product, and training costs are increased.

b. vertical loading, and no recognised employee involvement.
c. higher absenteeism, increased turnover, and increased skill variety.
*d. repetition, mechanical pacing, and little social interaction.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. In many cases, highly specialised
jobs can cause worker dissatisfaction associated with such factors as repetitive work, mechanical pacing
and limited social interaction. However, some employees may prefer narrower, restricted jobs.
43. Job enlargement is often resisted because:
a. flexibility is limited.
b. it requires further job specialisation.
c. it requires additional employees to implement effectively.
*d. it just adds more routine, boring tasks to the job.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Many employees resist job
enlargement as they see the process as one where they have to perform additional routine tasks.
44. A possible drawback of job rotation is:
*a. demotivation of intelligent and ambitious trainees.

b. lack of suitable jobs that can be included in the rotation.
c. difficulty of maintaining an accurate record of employee performance.
d. inability to ensure consistent quality of output.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Some ambitious employees may
not be motivated by job rotation as they would prefer to assume specific responsibilities in their chosen
field.
45. Job enrichment can lead to:
a. increased specialisation.
*b. improvements in job performance and job satisfaction.
c. less flexibility.
d. limited opportunities for social interaction among employees.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Survey data has demonstrated that
job enrichment resulted in improved productivity, product quality, worker attitudes, fewer employee
grievances, lower absenteeism and turnover and reduced costs.
46. The critical psychological states that experienced meaningfulness of work, experienced
responsibility for work outcomes, and knowledge of results, determine:
*a. the level of employee motivation, job satisfaction, performance, and absenteeism and turnover.
b. the extent to which employees have an understanding of the requirements of their position.
c. whether or not allocated tasks are completed on time and on budget.
d. the likelihood of an employee remaining motivated with the organisation.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Collectively, high levels of these
critical psychological states contribute to high internal motivation, improved work performance and job
satisfaction and reduced absenteeism and labour turnover.
47. Before the HR manager or line manager attempts to change the job characteristics of a position it is
important to:
a. make employees aware of the impending changes.

b. trial the changes to see if they are appropriate.
c. change job titles to reflect job changes.
*d. assess the personality and situation of employees.
General Feedback:
Learning Objective 5.7: Understand the major methods of job design. Not all employees desire changes
to their job nor are all organisational cultures conducive to the implementation of the Job Characteristics
Model. Hence, HR managers need to carefully analyse the individual and situational factors that will
affect whether the desired outcomes will be achieved.
48. If the introduction of a QWL program results in productivity and financial gains:
a. then it can deemed a success.

b. then this should be reinvested in training and development programs.
*c. then the organisation should be prepared to share these gains with employees.
d. then this can be passed on to customers as price cuts, thereby enabling the company to gain market
share.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. Mandell cautions that the organisation should be
prepared to share the productivity and financial gains arising from the QWL program particularly if
employees have assumed additional responsibilities.
49. Organisational benefits of introducing flexible working hours may include:
a. easier personal scheduling.

*b. lower absenteeism.
c. less commuting time
d. higher job satisfaction.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. Organisational benefits of introducing flexible
working hours may include lower absenteeism, reduced tardiness, reduced turnover, higher work
commitment, and higher performance.
50. Individual benefits of introducing flexible working hours may include:
a. lower absenteeism.
b. reduced tardiness.
c. reduced turnover.
*d. less commuting time.
General Feedback:
Learning Objective 5.8: Discuss quality of work life. Individual benefits of introducing flexible working
hours may include more time for leisure and personal business, less commuting time, higher job
satisfaction, greater sense of responsibility, and easier personal scheduling.
Essay questions
51. Discuss the role that job analysis plays in the successful implementation of other HRM policy
functions.
Correct Answer:
It has been claimed that it is difficult to imagine how an organisation could effectively hire, train,
appraise and compensate its human resources without the kinds of information provided by job analysis.
Job analysis can help identify the organisational structure; it is critical in HR planning since it helps to
determine the number and types of employees to be recruited; it helps establish job requirements to be
met in recruiting as well as identifying duties and responsibilities when selecting employees; it helps
establish meaningful performance appraisals; and it can assist in designing appropriate training and
development programs and healthy and safe work environments. Moreover, if job analysis is done
correctly, it will ensure legal safeguards for the organisation are in place.
52. Identify and explain the different approaches used to gather job related information, and provide
examples of the situations in which each approach could be used.
Correct Answer:
The most common data collection methods are observation, interview, questionnaire, diary/log and
critical incident reports. The most appropriate method depends on the purpose of the job analysis.
Observation is used for standardised, repetitive short job cycle or manual jobs where jobs are made up of
observable actions. Interviews are the most widely used method of data collection and generally require
that the job analyst visit the job location to conduct the interview. Interviews can be conducted with
individuals, groups or with senior managers and the environment can be realistic. The major advantage
of the questionnaire approach is that information on a large number of jobs can be collected quickly and
standard questions can be put to all participants. It is an economical method of data collection. Job
information can be obtained by getting employees to maintain written logs/diaries and this is useful for
managerial or professional jobs that are difficult to observe. If it is accurate, the diary is a valuable
record of job information and helps employees identify how they spend their time. Critical incidents are
just snapshots of effective or ineffective performance. If a large amount of information is collected
leading up to the critical incident then it can be very valuable in defining job requirements.
53. What are the main criticisms that have been levelled at job analysis?
Correct Answer:
Criticisms have been of both a theoretical and practical nature. At the practical level, job analysis can
suffer from the lack of management support; the use of only one method or one source of data
collection; lack of participation by supervisors or training in job analysis techniques; employees seeing it
as a threat; and insufficient time allowed for completing the analysis. On a theoretical level, the main
criticism is that job analysis is a static technique while jobs have become increasingly dynamic.
Moreover, there may be disagreement over how jobs are actually performed, and demographic
characteristics will determine how work is described.
54. Stone has identified three occasions on which job analysis is undertaken. Critically discuss why it is
essential that a job analysis is undertaken at these times and how reviewing jobs benefits both the
organisation and the employee.
Correct Answer:
Job analysis should be first undertaken when an organisation commences, as this will enable the
organisation to clearly define the tasks that are expected with each job and to divide jobs into categories.
For each position in the new organisation a job analysis will determine what tasks, duties and
responsibilities are required, their relationships to other jobs and the conditions under which work is to
be performed. This can enhance employee satisfaction and performance. When a new job is created a job
analysis is the starting point for determining a suitable job description and for clearly demonstrating
where the new position fits within the organisational structure. When a job is changed significantly as a
result of technological change then a job analysis can lead to a review of the new tasks and
responsibilities required in the new position and how they vary from the old position. Job analysis
focuses attention on the tasks to be performed so that employees can be clear of what is expected of
them. This will also benefit the organisation by retaining employees who know where their position fits
within the organisation.
55. Outline the strengths and weaknesses of competency profiling.
Correct Answer:
The attraction of competency profiling is that it focuses on people and the skills and behaviours needed
to perform a job. This is in contrasts with job analysis, which focuses on the tasks and not the person.
The competency is the underlying characteristic of the person that leads to superior or effective
performance. Some of the competencies are visible while others are less visible and more central to
personality. It is argued that by focussing on specific occupational requirements that facilitate the
achievement of the organisation's objectives a competency approach fosters competitiveness and a more
strategic approach to HRM. The major criticisms of competency analysis are that it is not clear what it
really means; the generic nature of the off-the-shelf commercial competencies; its focus on the past and
its emphasis on technical competencies.
56. Discuss and outline the Jobs Characteristics Model. Identify the three critical psychological states
that this model in turn influences.
Correct Answer:
The Job Characteristics Model combines both horizontal and vertical loading to stimulate employee
motivation and satisfaction. It is made up of skills variety (the degree to which a job holder requires a
variety of activities, skills, and talents to perform the job), task identity (doing an identifiable piece of
work, thus enabling the worker to have a sense of responsibility and pride), task significance (knowing
that the work one does is important to others in the organisation and outside of it), autonomy (the extent
to which the job provides the employee freedom to plan, schedule, and decide about work procedures),
and feedback (the extent to which the job permits the employee to obtain clear and direct knowledge
about how well they are doing). The three critical psychological states include: experienced
meaningfulness of the work, experienced responsibility for outcomes of the work, and knowledge of
actual results of the work.

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© John Wiley & Sons Australia, Ltd

Job analysis, job design and quality of work life

2. The job-oriented approach to job analysis is most likely to be concerned with:

a. job enrichment techniques.

5. Which of the following is NOT a component of job descriptions?

a. Begin each sentence with an action verb

*a. job specification.

9. Management Position Description Questionnaire is an approach to job analysis that:

a. The Job Review Service.

a. Position Classification Inventory

*a. know-how, problem solving, accountability.

15. The Behavioural Event Interview (BEI) is a development of:

a. the Management Position Description Questionnaire.

a. opening feedback channels, combining and rotating tasks.

20. Socio-technical enrichment aims to:

a. change the technology of existing operations and systems.

21. Autonomous work teams are a form of:

*a. the Job Characteristics Model.

a. above average remuneration, autonomy, social relevance.

a. occupational health and safety.

a. essential to attract new employees.

*a. When an employee is not performing their role adequately

32. Traditional job descriptions have been criticised for being:

a. inaccurate and inflexible documents.

b. out of date employee wish lists.

a. who gathers the information for the study.

a. Using a short questionnaire to save time and expense

36. Competency profiling has been criticised for:

a. only dealing with employee attitudes.

a. creates a standard that allows comparisons to be made between departments.

*a. providing hard evidence of job relatedness.

39. A problem with job analysis might be that:

a. multiple methods of job analysis are used in the organisation.

*a. describe their work as less important and less complex.

42. Problems with job specialisation might be:

a. no sense of identifiable end product, and training costs are increased.

43. Job enlargement is often resisted because:

44. A possible drawback of job rotation is:

*a. demotivation of intelligent and ambitious trainees.

45. Job enrichment can lead to:

a. make employees aware of the impending changes.

a. then it can deemed a success.

49. Organisational benefits of introducing flexible working hours may include:

a. easier personal scheduling.

50. Individual benefits of introducing flexible working hours may include:

55. Outline the strengths and weaknesses of competency profiling.

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