Chapter 3 Flashcards
(204 cards)
1
Q
What is a job?
A
A group of related activities
and duties, held by a single
employee or a number of
incumbents
2
Q
What is an incumbent?
A
Individual currently holding
the position
3
Q
What is a position?
A
The collection of tasks and
responsibilities performed by
one person.
4
Q
What is the starting point of talent management?
A
Talent management begins with understanding which jobs need to be filled and identifying the traits and competencies employees need to perform those jobs effectively.
5
Q
What role does job analysis play in talent management?
A
Job analysis is critical in talent management as it summarizes the requirements of the job and how it fits within the organization.
6
Q
What is job analysis?
A
The procedure for determining
the tasks, duties, and
responsibilities of each job,
and the human attributes (in
terms of knowledge, skills, and
abilities) required to perform it.
7
Q
How does HRM differentiate between “job” and “position”?
A
Job is the role for example crew worker, position is the specific instance of a job held by a person
8
Q
How are jobs and positions related within an organization?
A
A job may have several positions held by different employees. For example, in a department with 1 supervisor, 1 clerk, 40 assemblers, and 3 tow-motor operators, there are 45 positions across 4 jobs.
9
Q
What is job analysis?
A
Job analysis determines the tasks, duties, and responsibilities of each job, as well as the human attributes (knowledge, skills, and abilities) required to perform it.
10
Q
What is the information gathered from job analysis used for?
A
The information is used to develop job descriptions (what the job entails) and job specifications (what the human requirements are).
11
Q
What are the six types of information typically collected in a job analysis?
A
The six types of information are work activities, human behaviors, machines/tools/equipment, performance standards, job context, and human requirements.
12
Q
What type of information is collected under “work activities” in job analysis?
A
It includes details about the job’s actual tasks (e.g., cleaning, selling, teaching) and how, why, and when these activities are performed.
13
Q
What does “human behaviours” refer to in job analysis?
A
It refers to the human behaviors the job requires, such as sensing, communicating, lifting weights, or walking long distances.
14
Q
What type of information is gathered about machines, tools, and equipment in job analysis?
A
This includes details on tools used, materials processed, knowledge applied (e.g., finance, law), and services rendered (e.g., counseling, repairing).
15
Q
What are performance standards in job analysis?
A
Performance standards refer to the job’s expected quantity or quality levels for each duty.
16
Q
What is “job context” in job analysis?
A
Job context involves information about physical working conditions, work schedule, incentives, and the typical number of people the employee interacts with.
17
Q
What does “human requirements” refer to in job analysis?
A
It refers to the knowledge, skills (education, training, work experience), and personal attributes (aptitudes, personality, interests) required for the job.
18
Q
Why is understanding the actual requirements of an organization’s jobs essential?
A
It is essential for planning future staffing needs, allowing organizations to determine which jobs can be filled internally and which require external recruitment.
19
Q
How should job description and job specification information be used in recruitment and selection?
A
This information should guide the recruitment and hiring process by identifying bona fide occupational requirements and ensuring that recruitment activities comply with legal standards in Canada.
20
Q
Why is job analysis important for compensation?
A
Job analysis helps determine the relative value of each job based on required skills, demands, responsibilities, and working conditions, which is crucial for establishing appropriate compensation and justifying pay differences under human rights or pay equity legislation.
21
Q
How does job analysis relate to performance management?
A
The criteria used to assess employee performance must directly relate to the duties identified through job analysis. Performance standards for routine tasks are often determined through job analysis, while more complex jobs may have standards established collaboratively by employees and supervisors.
22
Q
What role does job analysis play in labor relations within unionized environments?
A
Job descriptions developed from job analysis are subject to union approval. These descriptions are the basis for classifying jobs and negotiating wages, performance criteria, and working conditions. Significant changes may also require negotiation.
23
Q
How can job analysis assist in training, development, and career management?
A
By comparing employees’ current knowledge, skills, and abilities (KSAs) with those identified through job analysis, managers can identify training needs and help employees prepare for advancement by recognizing gaps in their KSAs.
24
Q
In what ways does job analysis contribute to organizational restructuring?
A
Job analysis ensures that all necessary duties are assigned, identifies overlaps in responsibilities, and helps pinpoint unnecessary requirements or areas of conflict that can be addressed through job redesign or restructuring.
25
What are the primary uses of job analysis information in organizations?
Job analysis information is used for various purposes, including planning, recruitment and selection, performance management, and compensation.
26
Why did organizations traditionally determine the intended use of job analysis information?
This determination guided the types of data to be collected and the techniques to be used in the job analysis process.
27
Why has the preliminary step of determining the intended use of job analysis information been largely abolished?
The diverse uses of job analysis information and the continual need for such information have made it impractical to limit analysis based on intended uses.
28
How do organizations typically approach job analysis today?
Organizations now collect job details on a relatively continuous basis to address various needs without a preliminary determination of intended use.
29
What are the six critical steps involved in job analysis?
1. Relevant organizational information is reviewed.
2. Jobs are selected to be analyzed.
3. Using one or more job analysis techniques, data are collected on job activities.
4. The information collected in Step 3 is then verified and modified, if required.
5. Job descriptions and specifications are developed based on the verified
information.
6. The information is then communicated and updated on an as-needed basis
30
What is organizational structure?
The formal relationships
among jobs in an organization
31
What is an organization chart?
A snapshot of the firm,
depicting the organization’s
structure in chart form at a
particular point in time.
Illustrates the types of departments established and the titles of each manager’s job, clarifying the chain of command and accountability.
32
What constitutes an organization?
An organization consists of one or more employees who perform various tasks to achieve strategic goals.
33
Why is it important to structure relationships between people and tasks within an organization?
Proper structuring is essential for achieving strategic goals efficiently and effectively through a motivated and engaged workforce.
34
How can careful distribution of work among employees provide a strategic advantage?
Thoughtful distribution can lead to improved efficiency, better resource utilization, and enhanced competitiveness against rivals.
35
What does an organization chart indicate?
It indicates the structure of the organization at a specific time but does not detail communication patterns, supervision levels, power dynamics, or specific duties.
36
What are the limitations of an organization chart?
An organization chart does not provide information on actual communication patterns, degree of supervision, amount of power and authority, or specific duties and responsibilities.
37
What is the primary consideration when designing an organization?
The primary consideration is choosing a structure that aligns with the company’s strategic goals.
38
What are the three common types of organizational structures?
The three common types are bureaucratic, flat, and matrix.
39
What characterizes a flat organizational structure?
In flatter organizations, managers have increased spans of control, leading to less time to manage each employee and greater responsibility for employees.
- Decentralized management approach
- Few levels and multidirectional communication
- Broadly defined jobs with general job descriptions
- Emphasis on teams and on product development
40
How do self-managed work teams impact employee responsibilities?
In self-managed work teams, employees’ jobs change daily, encouraging them to view their roles in terms of the overall interests of the organization rather than a narrow set of responsibilities.
41
What is the first step in the organizational design process?
Step 1 involves reviewing relevant background information, such as organization charts, process charts, and existing job descriptions.
42
What does a process chart illustrate?
A process chart shows the flow of inputs to and outputs from the job under study, detailing specific job functions and interactions.
43
What is a process chart?
A diagram showing the flow of
inputs to and outputs from the
job under study
44
What are the characteristics of a bureaucratic structure?
- Top-down management approach
- Many levels, with hierarchical communication channels and career paths
- Highly specialized jobs with narrowly defined job descriptions
- Focus on independent job descriptions
45
What are the characteristics of a matrix structure?
- Each job has two components: functional and product
- Finance personnel for product B are responsible to both the finance executive and the product B executive
46
What is job design?
The process of systematically
organizing work into tasks
that are required to perform a
specific job.
47
Why is selecting representative positions and jobs necessary in job analysis?
It is necessary when there are many incumbents in a single job or when several similar jobs need analysis, as it would be too time-consuming to analyze each one individually.
48
How do an organization’s strategy and structure influence job design?
In bureaucratic organizations with a hierarchical division of labor, jobs are typically highly specialized. Effective job design also considers both human and technological factors.
49
How has the traditional concept of a "job" changed in the twenty-first century?
The traditional concept of a well-defined job has shifted due to challenges like rapid product changes, global competition, and technological advances, leading to the need for more flexible and responsive organizational methods.
50
What are some modern organizational challenges that have influenced job design?
Challenges include rapid technological change, global competition, deregulation, political instability, demographic shifts, and the shift to a service economy.
51
How has the nature of work changed in response to these challenges?
Work has become more cognitively complex, team-based, collaborative, reliant on social skills and technological competence, more time-pressured, mobile, and less geographically dependent.
52
How have some organizations shifted their focus in job analysis, hiring, and compensation?
Many organizations now focus on personal competencies and skills rather than specific duties and tasks due to the dynamic nature of modern jobs.
53
Who is typically involved in collecting job analysis data?
Job analysis data collection usually involves a joint effort by an HR specialist, the incumbent (jobholder), and the jobholder’s supervisor.
54
What role does the HR specialist play in the job analysis process?
The HR specialist (HR manager, job analyst, or consultant) may observe and analyze the work being done and develop the job description and job specifications.
55
How do the supervisor and incumbent contribute to the job analysis process?
The supervisor and incumbent may fill out questionnaires and review and verify the HR specialist's conclusions about the job’s duties, responsibilities, and requirements.
56
Why might multiple techniques be used when collecting job analysis data?
When job analysis information is used for multiple purposes, such as recruitment criteria and compensation decisions, combining several techniques ensures a more comprehensive analysis.
57
What is the most widely used method for determining the duties and responsibilities of a job?
Interview
58
What are the three types of interviews used to collect job analysis data?
Individual interviews with each employee.
Group interviews with employees performing the same job.
Supervisory interviews with knowledgeable supervisors.
59
When is a group interview used in job analysis?
A group interview is used when many employees perform similar or identical work. It provides a quick and cost-effective way of learning about the job.
60
What role does the immediate supervisor play in a group interview for job analysis?
The immediate supervisor usually attends the group session to provide input on the job's duties and responsibilities. If not, the supervisor is interviewed separately.
61
What format do the most fruitful job analysis interviews follow?
Follow a structured or checklist format, ensuring that crucial questions are identified ahead of time and complete, accurate information is gathered.
62
What should a job analysis questionnaire include?
Detailed questions regarding the general purpose of the job, responsibilities, duties, education, experience, skills required, physical and mental demands, and working conditions.
63
What should job analysts and supervisors consider when selecting interviewees for a job analysis interview?
Choose employees who know the job best and who can be objective in describing their duties and responsibilities.
64
How should rapport be established during a job analysis interview?
Rapport should be established by addressing the interviewee by name, using simple language, reviewing the interview’s purpose (job analysis, not performance appraisal), and explaining why the person was chosen.
65
Why should a structured guide or checklist be used in a job analysis interview?
A structured guide or checklist ensures that crucial questions are covered, complete and accurate information is gathered, and comparable data is collected across interviews.
66
What should be done if a job involves irregular duties?
The incumbent should list their duties in order of importance and frequency to ensure that critical but infrequent tasks are not overlooked.
67
Who should review and verify the data collected during a job analysis interview?
Both the interviewee and their immediate supervisor should review and verify the job analysis data.
68
What is another effective method for obtaining job analysis information besides interviews?
Having employees or supervisors fill out questionnaires is another good method of obtaining job analysis information.
69
What are the two major decisions to be made when using a questionnaire for job analysis?
The two major decisions are how structured the questionnaire will be and who will complete it.
70
What is a structured job analysis questionnaire?
A structured questionnaire contains specific questions used for all jobs or a common grouping of jobs, ensuring consistent and comparable information across jobs.
71
What is a potential downside of using a structured questionnaire?
Structured questionnaires may overlook job aspects that are not explicitly included in the questions.
72
What is an open-ended job analysis questionnaire?
An open-ended questionnaire asks broad questions, allowing respondents to provide more detailed and varied descriptions of the job’s duties.
73
What is the downside of using an open-ended questionnaire?
Open-ended questionnaires make it difficult to compare jobs since the responses can vary significantly between jobs.
74
What is a potential issue with having employees complete a job analysis questionnaire?
Employees may inflate job requirements to make their role appear more valuable to the organization.
75
What advantage do supervisors have when completing a job analysis questionnaire?
Supervisors understand how a job may be unique compared to other jobs and can focus on the desired contributions of the role.
76
What limitation might supervisors face when completing job analysis questionnaires?
Supervisors may only be able to identify observable activities and may miss certain internal aspects of the job that employees perform.
77
What is a Position Analysis Questionnaire (PAQ)
A questionnaire used to collect
quantifiable data concerning
the duties and responsibilities
of various jobs.
78
What is a Functional Job Analysis (FJA)
A quantitative method for
classifying jobs based on
amounts of responsibility
for data, people, and things.
Performance standards and
training requirements are also
identified.
79
What is one of the most popular pre-developed structured job analysis questionnaires?
The Position Analysis Questionnaire (PAQ) is one of the most popular pre-developed, structured job analysis questionnaires.
80
Who typically fills out the Position Analysis Questionnaire (PAQ)?
The PAQ is typically filled out by a job analyst who is already familiar with the particular job being analyzed.
81
How many items are included in the Position Analysis Questionnaire (PAQ)?
The PAQ contains 194 items, each representing a basic element that may or may not play an important role in the job.
82
How does the PAQ rating system work?
The job analyst rates each item on a five-point scale, indicating whether and to what extent each item plays a role in the job.
83
What is the main advantage of using the Position Analysis Questionnaire (PAQ)?
The main advantage of the PAQ is that it provides a quantitative score or profile of a job based on six basic dimensions.
84
What are the six dimensions measured by the PAQ?
he six dimensions measured by the PAQ are:
1. Information input
2. Mental processes
3. Work output (physical activities and tools)
4. Relationships with others
5. Job context (physical and social environment)
6. Other job characteristics (such as pace and structure)
85
How can PAQ results be used in an organization?
PAQ results can be used to classify and compare jobs with one another, which can help determine appropriate pay levels.
86
How does the FJA work?
Functional Job Analysis (FJA) is a pre-established questionnaire that rates a job based on responsibilities for data, people, and things, ranging from simple to complex.
87
How does Functional Job Analysis (FJA) rate jobs involving "things"?
FJA rates "things" based on physical interaction with tangible items, such as desktop equipment, groceries, luggage, or a bus, and considers its importance depending on the job.
88
Why is working with "things" important in Functional Job Analysis (FJA), especially for workers with disabilities?
Physical involvement with tangibles may seem less important for data- or people-centered jobs, but it becomes significant for workers with disabilities as it impacts their ability to perform tasks.
89
What key factors does Functional Job Analysis (FJA) help identify?
FJA helps identify performance standards and training requirements for a job.
90
What question does Functional Job Analysis (FJA) answer regarding worker training?
FJA answers the question: "To do this task and meet these standards, what training does the worker require?"
91
What are the two types of job observation methods?
Job observation can be done using information prepared in advance (structured), in real time without advance information (unstructured), or a combination of both.
92
When is direct observation especially useful in job analysis?
Direct observation is particularly useful when jobs consist mainly of observable physical activities, such as for janitors, assembly-line workers, and accounting clerks.
93
What advantage does third-party observation have in job analysis?
Third-party observation focuses more on reality than perception, giving it more credibility as there is minimal incentive to distort results.
94
What are some limitations of using direct observation for job analysis?
Observation can influence job behavior, and it is not appropriate for jobs that involve a lot of mental activity or occasional tasks, like lawyers or employees compiling year-end reports.
95
Why is direct observation not suitable for jobs involving mental activity?
Direct observation is not effective for jobs with significant mental activity, such as lawyers or design engineers, as these activities are not easily observable.
96
What is often combined with direct observation to improve job analysis accuracy?
Direct observation is often combined with interviewing to improve the accuracy of job analysis.
97
What is a diary or log?
Daily listings made by
employees of every activity in
which they engage, along with
the time each activity takes.
98
How does keeping a diary or log help in job analysis?
It produces a very complete and chronological picture of the job, especially when supplemented with interviews with the employee and their supervisor.
99
What is the purpose of a participant diary or log in job analysis?
A participant diary or log is used to ask employees to record every activity they engage in during the day, along with the time spent, to create a detailed picture of the job.
100
What potential issue might arise from using a diary or log for job analysis?
Employees might exaggerate some activities and underplay others, though the detailed and chronological nature of the log helps minimize this problem.
101
How can the accuracy of participant diaries or logs be improved?
The accuracy can be improved by supplementing the diary or log with interviews of the employee and their supervisor.
102
What is the National Occupational Classification (NOC)?
A reference tool for writing job descriptions and job specifications. Compiled by the federal government, it contains comprehensive, standardized descriptions of about 40,000 occupations and the requirements for each.
103
What is an occupation?
A collection of jobs that share
some or all of a set of main
duties.
104
How can organizations use the NOC for job analysis?
Organizations can access information about necessary job activities, requirements, and competencies by job title, but they should adjust the information based on their strategy and structure, update outdated terms, and verify details specific to their needs.
105
What is the key difference between occupations and jobs in the context of the NOC?
The NOC focuses on occupations, defined as a collection of jobs that share similar main duties, whereas jobs are individual positions within these occupations.
106
What are the three levels of classification within the NOC?
The three levels of classification are Major Groups (two-digit numbers), Minor Groups (three digits), and Unit Groups (four digits), with Unit Groups providing detailed profiles of occupations.
107
Can you give an example of the NOC classification?
An example would be:
Major Group 12—Administrative and financial supervisors and administrative occupations
Minor Group 122—Administrative and regulatory occupations
Unit Group 1223—Human resources and recruitment officers.
108
What are the two key dimensions used to classify occupations in the NOC?
The two key dimensions are skill level and skill type, which are used to classify occupations into Major Groups.
109
From whom can job analysis information be obtained?
Job analysis information can be obtained from individual workers, groups, supervisors, or observers.
110
What methods can be used to collect job analysis information?
Interviews, observations, and questionnaires are common methods used to collect job analysis information.
111
Why is it not advisable to rely on just one source for job analysis data?
Relying on a single source is not recommended because each approach has drawbacks. For example, group members may feel pressured to conform in group interviews, and individuals may be careless when completing questionnaires.
112
What is the best practice when collecting job analysis data?
The best practice is to collect data from multiple sources to reduce the risk of inaccurate conclusions.
113
Why should job analysis information be verified?
Verifying job analysis information helps ensure that the data is factually correct, complete, and accepted by employees performing the job and their supervisors.
114
What are the two main benefits of verifying job analysis information?
First, inconsistencies can be investigated to determine why they exist and what actions to take. Second, participants are more likely to be honest and consistent, knowing they may be held accountable.
115
Who should verify the job analysis information?
The job analysis information should be verified by workers performing the job and their immediate supervisors.
116
How does the knowledge of verification impact the reliability and validity of job analysis data?
The knowledge that information will be verified increases reliability and validity by encouraging honesty and consistency from participants and allowing inconsistencies to be addressed.
117
What is a job description?
A written statement of what the jobholder actually does, how they do it, and under what conditions the job is performed. It includes the duties, responsibilities, reporting relationships, human qualifications, and working conditions of a job—one
product of a job analysis.
118
What is included in a typical job description?
Most job descriptions include job identification, job summary, relationships, duties and responsibilities, authority of the incumbent, performance standards, and working conditions.
119
What additional information may be included in job descriptions?
Job specifications, which detail human qualifications, may also be included in job descriptions.
120
Is there a standard format for writing job descriptions?
No standard format is used in writing job descriptions, but they commonly contain specific types of information.
121
What recent trend has emerged regarding job titles in organizations?
Some organizations have allowed employees to be involved in establishing their own job titles based on the results of job analysis.
122
What information is typically included in the job identification section of a job description?
The job identification section usually includes the position title, department, location, and the title of the immediate supervisor.
123
What is the purpose of the position title in the job identification section?
The position title specifies the name of the job, such as vice-president, marketing manager, recruiter, or inventory control clerk.
124
What does the "reports to" heading indicate in the job identification section?
The "reports to" heading indicates the title of the immediate supervisor for the position.
125
Why is it important to include the department and location in the job identification section?
Including the department and location provides context about where the job fits within the organization and its operational environment.
126
What is the purpose of the job summary?
The job summary describes the general nature of the job and lists its major functions or activities.
127
How might a job summary be phrased for the position of materials manager?
A job summary for a materials manager might state that the manager will "purchase economically, regulate deliveries of, store, and distribute all materials necessary on the production line."
128
What is the relationship's section in a job description?
The relationships section indicates the jobholder’s relationships with others inside and outside the organization.
129
What types of relationships are included in the relationships section?
The section includes relationships with those directly and indirectly supervised, peers, superiors, and outsiders relevant to the job.
130
How might a job description specify reporting relationships?
For example, it might state: "Reports to: Vice-president of employee relations."
131
Who might be listed as direct reports in the relationships section?
Direct reports might include positions such as "Supervises: Human resource clerk, test administrator, labour relations director, and one administrative assistant."
132
What are some examples of external relationships that may be included in this section?
Examples include relationships with employment agencies, executive recruiting firms, union representatives, provincial/territorial and federal employment offices, and various vendors.
133
What does the duties and responsibilities section of a job description include?
It presents a detailed list of the job’s major duties and responsibilities, each described in a few sentences.
134
How should major duties be presented in this section?
Each major duty should be listed separately and described clearly to provide a comprehensive understanding of the role.
135
Can you give an example of a duty for the vice-president of human resources?
Duties might include developing and recommending HRM strategies, providing policy guidance, and identifying and analyzing internal and external environmental changes.
136
What are some typical duties for other positions?
Typical duties might include maintaining balanced inventories, making accurate postings to accounts payable, maintaining favourable purchase price variances, or repairing production line tools and equipment.
137
What should not be included in the duties and responsibilities section?
Experts advise against including a “cop-out clause” like “other duties, as assigned,” as it leaves the job's nature vague and can lead to abuse.
138
What does the authority section of a job description define?
It defines the limits of the jobholder’s authority, including decision-making power, direct supervision of employees, and budgetary limitations.
139
What type of authority might a vice-president of human resources have?
They may have the authority to approve budgeted non-capital expenditures, budgeted capital expenditures up to $100,000, approve expense accounts for subordinates, hire and fire subordinates, and exercise line authority over direct reports.
140
Why is it important to specify decision-making authority in a job description?
Specifying decision-making authority clarifies the jobholder's power to make important decisions and ensures accountability within the organization.
141
What are budgetary limitations in the context of a job description?
Budgetary limitations define the extent to which a jobholder can authorize expenditures, ensuring financial control and accountability within the organization.
142
How does the authority section impact supervision of other employees?
It outlines the jobholder’s direct supervision responsibilities, establishing clear reporting relationships and accountability within the team.
143
What is the purpose of the performance standards or indicators section in a job description?
This section outlines the standards the employee is expected to achieve for each of the main duties and responsibilities in the job description.
144
Why is it challenging to set performance standards?
Setting performance standards can be difficult because simply telling employees to "do their best" does not provide clear guidance for achieving top performance.
145
What is one effective way to establish performance standards?
A straightforward approach is to complete the statement: “I will be completely satisfied with your work when...” for each duty listed in the job description.
146
Give an example of a performance standard for the duty of accurately posting accounts payable.
One example would be: “All invoices received are posted within the same working day.”
“No more than three posting errors per month occur, on average.”
147
Provide a performance standard for meeting a daily production schedule.
“The work group produces no fewer than 426 units per working day.”
“No more than 2 percent of units are rejected at the next workstation, on average.”
148
How can performance standards help managers?
They provide clear and measurable expectations for employees, helping managers assess performance and ensure accountability.
149
What should the working conditions section of a job description include?
This section should outline the general working conditions involved in the job, including factors like noise level, temperature, lighting, privacy, interruptions, work locations, travel requirements, and hazards.
150
What additional information regarding hours of work is typically included in job analyses?
Information about expected hours of work, including shifts, overtime, and flexibility, is often included to set clear expectations for candidates.
151
What are job specifications?
A list of the “human
requirements”—that is, the
requisite knowledge, skills, abilities, and other characteristics needed to perform the job; another product of a job analysis
152
How is work typically divided in organizations?
Work is divided into manageable units and ultimately into jobs that can be performed by employees.
153
What historical period significantly influenced the concept of a job as we know it today?
The Industrial Revolution played a key role in shaping the modern understanding of jobs.
154
What major change occurred during the Industrial Revolution regarding labor?
There was a widespread substitution of machine power for human power, leading to changes in job structures and responsibilities.
155
What two factors were experts in the Industrial Revolution particularly focused on regarding job design?
Experts focused on the positive correlation between job specialization and productivity, as well as efficiency.
156
Why did job specialization become popular during the Industrial Revolution?
Job specialization was seen as a way to enhance productivity and efficiency, leading to increased output in various industries.
157
How did management experts view specialized, short-cycle jobs?
Management experts and managers highly favored specialized, short-cycle jobs for their perceived benefits to productivity and operational efficiency.
158
What is the significance of the term "job" in the context of modern work?
The term "job" reflects the organized, specialized roles that have developed over time to meet efficiency demands in the workplace.
159
What is work simplification?
An approach to job design
that involves assigning most
of the administrative aspects
of work (such as planning and
organizing) to supervisors
and managers, while giving
lower-level employees
narrowly defined tasks to
perform according to methods
established and specified by
management.
160
What is work simplification?
Work simplification is the process of breaking down tasks into simpler components to increase operating efficiency.
161
In what type of environment is work simplification most effective?
Work simplification can increase operating efficiency in stable environments, especially where employees may have low skills or motivation.
162
Why might work simplification be appropriate in certain settings?
It can be suitable for settings employing individuals with limited education and training, such as some operations in transitioning economies.
163
When is work simplification not effective?
It is not effective in changing environments that require custom-designed products, high-quality services, or where employees seek challenging work.
164
What are some negative consequences of work simplification among educated employees?
Simplified jobs can lead to lower job satisfaction, higher absenteeism and turnover rates, and demands for premium pay due to the repetitive nature of the work.
165
How can work simplification impact employee motivation?
In environments where employees desire challenging tasks, work simplification may diminish motivation and engagement.
166
What might be a consequence of using work simplification in dynamic industries?
In dynamic industries, using work simplification could result in a mismatch between employee expectations and job design, affecting retention and performance.
167
What is job redesign?
Job redesign is the process of altering specialized jobs to make them more challenging and satisfying for employees.
168
Why can specialized jobs sometimes backfire?
Specialized jobs can lead to reduced morale among employees due to repetitive tasks and lack of engagement.
169
What is job enlargement (horizontal loading)?
A technique to relieve monotony and boredom that involves assigning workers additional tasks at the same
level of responsibility to increase the number of tasks they have to perform.
Ex: someone who assembles the legs onto airplane seats will now also put on the back as well
170
What is job rotation?
A technique to relieve monotony and employee boredom that involves
systematically moving employees from one job to another.
171
How does job rotation benefit employees?
Moves workers between different jobs, allowing them to learn multiple roles and develop various competencies.
172
What is job enrichment (vertical loading)?
Any effort that redesigns jobs
to make an employee’s job
more rewarding or satisfying
by increasing the opportunities
for the worker to experience
feelings of responsibility,
achievement, growth, and
recognition.
173
Who proposed the concept of job enrichment and what is its main idea?
Psychologist Frederick Herzberg proposed job enrichment, arguing that empowering workers leads to better motivation, quality, and productivity.
174
How can empowering workers through job enrichment impact their performance?
Empowered employees are likely to take ownership of their work, leading to improved performance and a greater desire to succeed.
175
What is the relationship between job enrichment and team-based, self-managing jobs?
The philosophy of job enrichment supports the development of team-based, self-managing jobs, where employees are given the skills and authority to take charge of their work.
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Why is job redesign important in modern workplaces?
Job redesign is important because it helps enhance employee satisfaction, reduces turnover, and improves overall organizational performance by making work more engaging.
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What is competency-based job analysis?
Describing a job in terms of
the measurable, observable
behavioural competencies an
employee must exhibit to do a
job well.
Focuses on writing job descriptions based on competencies rather than specific job duties, emphasizing the capabilities required for effective job performance.
178
Why are traditional job analysis procedures being reconsidered in HR management?
Traditional job analysis may inhibit flexible behavior in high-performance work environments where employees need to adapt and move between jobs seamlessly.
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What are competencies in the context of job analysis?
Demonstrable characteristics
of a person that enable
performance of a job.
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How does competency-based job analysis differ from traditional job analysis?
While traditional job analysis focuses on a list of specific job duties, competency-based analysis emphasizes what an employee must be capable of doing to succeed in the role.
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What is a key benefit of using competency-based job descriptions?
Competency-based job descriptions encourage flexibility and adaptability in employees, aligning with the dynamic needs of modern organizations.
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How can required competencies for a job be identified?
Required competencies can be identified by completing the sentence: "In order to perform this job competently, the employee should be able to..."
183
Why is it important for competencies to be observable and measurable?
Observable and measurable competencies ensure that performance can be assessed objectively, making it easier to evaluate employee effectiveness and training needs.
184
In what types of work environments is competency-based job analysis particularly valuable?
Competency-based job analysis is especially valuable in high-performance work environments that require flexibility and quick adaptation to changing tasks.
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What is the impact of competency-based job analysis on employee performance?
By focusing on competencies, organizations can better align employee skills with job requirements, leading to improved performance and greater job satisfaction.
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Why is competency analysis preferred over traditional job descriptions?
Competency analysis aligns employee capabilities with job roles, reducing the likelihood of a “that’s-not-my-job” attitude and fostering a more flexible work environment.
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What is the first reason to use competency analysis in job descriptions?
Traditional job descriptions may hinder high-performance work systems, which aim to promote self-motivation, teamwork, and the rotation of employees among various roles.
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How do competencies enhance the work environment?
Competencies encourage employees to learn and adapt to multiple roles, fostering enthusiasm for professional development and collaboration.
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What is the second reason for describing jobs in terms of competencies?
It allows for a more strategic approach, aligning the required skills and knowledge with the organization's goals, such as precision manufacturing or other strategic initiatives.
190
How does competency analysis support an organization’s strategic objectives?
By focusing on the necessary skills and knowledge, companies can tailor their workforce development to meet specific strategic needs, enhancing overall effectiveness.
191
What is the third reason to use competency analysis in job descriptions?
Measurable skills and competencies aid in performance management processes, enabling better training, appraisal, and reward systems that align with organizational goals.
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Why is it important for training and rewards to be based on competencies?
It ensures that the development of employee skills directly supports the achievement of work goals, creating a more competent and effective workforce.
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How does describing jobs in terms of competencies benefit the performance management process?
It facilitates a clear understanding of the skills and competencies needed, making it easier to assess employee performance and identify training needs.
194
In what ways can competency analysis improve employee engagement?
By fostering a culture of learning and adaptability, competency analysis can increase job satisfaction and motivation, as employees feel more empowered in their roles.
195
How do traditional job descriptions typically define job responsibilities?
Traditional job descriptions often list duties and responsibilities without a focus on measurable competencies, which can lead to vague expectations.
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What is a key feature of competency-based job analysis?
It emphasizes specific, observable, and measurable competencies that an employee must demonstrate to perform their job effectively.
197
Why can some traditional job duties be challenging to evaluate?
Duties like “works with writers and artists” are subjective and not easily quantifiable, making it difficult to assess performance or necessary training.
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How does competency-based analysis enhance clarity in job expectations?
It allows for clear, measurable statements like “conduct marketing surveys” that specify what an employee must be able to do, providing better guidance for performance evaluation.
199
Give an example of a traditional job duty that is hard to measure.
“Oversees copywriting, design, and layout” is difficult to measure because it lacks clear criteria for evaluation and does not specify how success can be determined.
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What type of job duties can be easily expressed in a competency-based format?
Duties that involve specific actions, such as “prepare marketing activity reports” or “develop and execute marketing plans,” are straightforward to articulate as competencies.
201
How does traditional job analysis fall short in high-performance environments?
It often results in narrow job definitions that can inhibit flexibility and adaptability, whereas competency-based analysis encourages broader skill development.
202
Why is it beneficial to focus on competencies rather than traditional duties?
Focusing on competencies fosters a culture of accountability and allows for better alignment with organizational goals, as employees understand the skills necessary for success.
203
What challenges arise when trying to measure competencies in traditional job descriptions?
Without clear metrics, it’s difficult to determine training needs or assess whether an employee meets the standards required for their role.
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How can organizations transition from traditional to competency-based job analysis?
They can start by identifying key competencies for each role and rewriting job descriptions to emphasize these competencies over traditional duties.
