I/O Flashcards
(185 cards)
1
Q
The foundation for almost all human resource activities
A
Job Analysis
2
Q
The process of studying positions, describing duties and responsibilities that go with jobs, and grouping similar positions into job categories
A
Job Analysis
3
Q
captures a wealth of job information, which serves as a guide for variety of uses
A
Job Analysis
4
Q
is usually undertaken when the organization is starting operations, a new job is created, a job is changed significantly by the nature of operations
A
Job Analysis Program
5
Q
Three elements of Job Analysis Program
A
- Company policy and administration of the Program
- Job Information
- Methods of securing job information
6
Q
the descriptions of the functions and duties performed and the responsibilities involved, and the relation of the job to other jobs in the company
A
Job Description
7
Q
the specification of the minimum personal qualifications in terms of a trait, skill, knowledge, and ability required of a worker to perform the job satisfactorily
A
Job Specification
8
Q
- describes the job in terms of key result areas and the functions and the roles and the competencies
- has less emphasis on specific duties and processes
A
Job Profile
9
Q
indicates the qualifications in terms of skills, experience, training and other special qualifications as well as the traits required of the worker to satisfactorily perform the job
A
Job Specification
10
Q
Steps in Conducting a Job Analysis
A
Step 1: Identify tasks performed
Step 2: Write the task statements
Step 3: Rate the task Statements
Step 4: Determine Essential KSAOs
11
Q
KSAOs
A
Knowledge, Skill, Ability, Other characteristics
12
Q
a body of information needed to perform a task
A
Knowledge
13
Q
proficiency to perform a learned task
A
Skill
14
Q
basic capacity for performing a wide range of different tasks, acquiring a knowledge, or developing a skill
A
Ability
15
Q
include such personal factors as personality, willingness, interest, and motivation and such tangible factors as license, degrees, and years of experience
A
Other characteristics
16
Q
sources such as supervisors and incumbents who are knowledgeable about a job
A
Subject matter experts (SME)
17
Q
the person conducting the job analysis
A
Job Analyst
18
Q
a group analysis interview consisting of subject matter expert
A
SME Conference
19
Q
a questionnaire containing a list of task each of which the job incumbent rates on a series of scales
A
Task inventory
20
Q
the process of identifying the tasks for which employees need to be trained
A
Task analysis
21
Q
an effective way of obtaining job information is to have employees accomplish well designed and adequately explained Job Analysis Questionnaires later reviewed by their immediate superiors
A
Questionnaires
22
Q
a structure instrument based on statistical analysis of worker-oriented job elements consists of 194 items covering the following categories
A
Position Analysis Questionnaires (PAQ)
23
Q
developed Position Analysis Questionnaires
A
McCormick, Jeanneret, and Mechan
24
Q
where and how the workers gets the information used for the job
A
Information input
25
the reasoning, planning, decision making involved in the job
Mental process
26
the physical activities performed by the worker and the tools or equipment used
Work output
27
physical and social contexts in which the work is done
Job context
28
an instrument designed as an alternative to the PAQ developed by Cornelius and Hackel
Job Elements Inventory (JEI)
29
- contains 153 items
- easier to read
JEI
30
- designed by Fine
- a quick method used by the federal government to analyze and compare thousands of jobs
Functional Job Analysis (FJA)
31
three functions in FJA
- Data (information and ideas)
- People (clients, customers, and co workers)
- Things (machines, tools, and equipment)
32
developed Job Components Inventory (JCI)
Banks, Jackson, Standford and Warr
33
- initiated in England
- consist of more than 400 questions
- a practical tool used in curriculum development career guidance and broad based training
Job Components Inventory (JCI)
34
- revised version of the PAQ developed by Patrick and Moore
- designed to be used more by the analyst than the workers
Job Structure Profile (JSP)
35
to obtain a whole perspective of the job, this is done to clarify all aspects in the job, obtain a better personal impression, make the employee and superior participate in the process, and understanding maximized
Interview
36
observes the people performing their jobs in the work setting
Observation
37
is the process of search for and securing applicants for the various job positions so that the right people in the right number can be selected to fill the job positions which arise from time to time in organization
Recruitment
38
the total process of recruitment selection and placement
Hiring process
39
these are qualified candidates from the company and within the ranks of its present employees
Internal Source
40
the hiring from the outside source is a management option
External Source
41
- every time a position becomes available it is posted in the company bulletin board for the information of all interested parties
- it should specify and contain the job description
Job Posting
42
- one of the least expensive recruitment systems
- as soon as people learn that there's a job opening, the word spread around
Word-of-the-Mouth System
43
a popular and effective means of soliciting applicants is advertising through media, newspapers, magazines, radio or television
Advertising Media
44
the best day of the week to put an ad
Sunday
45
ads that do not reveal the identity of the company, instead they give a box of number where the resume or pertinent papers will be forwarded
Blind Ads
46
- a possible source of outstanding employees
- most often the application letters or resume are put in the waste basket or at times put in file
Walk Ins and Unsolicited Applicants
47
many organization send recruiters to college to answer questions about themselves and interview students for available positions
Campus or University Recruitment
48
organizational representatives of the company gather and interview several applicants over a period of one or two days in some specified fields
Job Fair and Open House
49
an employment service operated by a state or local government, designed to match applicants with job openings
Government Agencies
50
better known as "Head hunters" that specialize in placing applicants in high paying jobs
Executive search firms
51
- used as mediums for man power recruitment
- the coverage of advertisement is of great magnitude, more qualified applicants can be reached
Radio and Television
52
- company profiles and job placements could eventually come into the internet
- situation wanted ads
Internet
53
defined as the process of determining from among the applicants who can meet the job requirements and can be offered the vacant position in the organization
Selection
54
the final decision to hire usually is left up to the:
operating department executives
55
its functional authority is to screen the applicants and to submit the names of those who passed the initial screening to the operating department for its final decision on whom to select and finally hire for the job
HRD
56
the first step in the assessment of an applicant for the jobs
Preliminary Screening
57
deals with obvious factors such as voice, dress, physical appearance, personal grooming, educational background, professional training, and experience
Preliminary Screening
58
- follow a set of procedures and the interviewer set the lead
- job related questions
- all applicants are asked the same questions
- there is a standardized scoring key to evaluate each answer
Structured Interview
59
provides no specific reference and the applicant is given a free hand in talking about himself and the interviewer makes an assessment
Unstructured interview
60
involve one interviewer interviewing one applicant
One on one interview
61
involves series of single interview
Serial interview
62
usually done for managerial and supervisory interview, have multiple interviewers asking questions and evaluating answers
Panel or Round table interview
63
multiple applicants answering questions during the same interview
Group interviews
64
problems with unstructured interview
- poor intuitive ability
- lack of job relatedness
- primacy effects
- contrast effect
- interviewer-applicants similarities
- interviewee appearance
- non verbal communication
65
or "first impression" information presented early in an interview carries more weight than information presented later
Primacy Effects
66
the performance of one applicant affects the perception of the next applicant
Contrast Effect
67
applicants will receive a higher score if she or he is similar to the interviewer in terms of personality, attitude, race
Interviewer-Applicants similarities
68
attractiveness bias occurred for men and women
Interviewee Appearance
69
appropriate non verbal communication is highly correlated with interview scores
Non verbal communication
70
Types of Interview questions
1. Clarifier
2. Disqualifiers
3. Past focus (behavioral description)
4. Skill or knowledge focus
5. Future Focus (situational questions)
6. Organizational fit focus
71
allow the interviewer to clarify information in the resume, cover letter and application, fill in gaps and obtain other necessary information
Clarifier
72
questions in which a wrong answer will disqualify a person from further consideration
Disqualifiers
73
focus on what the applicant has done rather than what they can do
Past focus (behavioral description)
74
a type of structured interview question designed to tap an applicant's knowledge or skill
Skill-level determiner
75
a type of structured interview question in which applicant are given a situation and asked how they would handle it
Future focused question
76
a type of structured interview questions that taps how well an applicant's personality and values will fit with the organization culture
Organizational-fit questions
77
- most difficult types of questions
- care must be taken so that characteristics such as age, sex, or race are not considered
Organizational-fit questions
78
the art and science of the analysis of the individuals traits through his handwriting. It can reveal the level of intelligence, emotional stability, imagination and ability to work with others as well as discover talents and capabilities
Graphology
79
most commonly associated with the prediction and selection of subsequent performance on the job
Testing
80
are still the commonly used instruments for determining the qualifications and talents of the applicant for a particular job
Test
81
measure the traits exhibited by normal individuals in everyday life
Test of Normal personality
82
Determination of the number and type of personality dimensions measured by an inventory can usually be
a. Based on a theory
b. Statistically based
c. Empirically based
83
determine whether individuals have serious psychological problems such as depression, bipolar disorder, and schizophrenia
Test of Psychopathology
84
provide the respondents with unstructured tasks such as describing ink blots and drawing pictures
Projective test
85
the theory behind these test is that an individual with interest similar to those of people in a particular field will more likely be satisfied in that field than in a field composed of people whose interests are dissimilar
Interest Inventories
86
a measuring device, a yardstick applied in consistent and systematic fashion to measure a sample of behavior
Psychological Test
87
Two purpose of Psychological Test
1. Selection
2. Placement
88
emphasis is on finding a person with the right qualification for a particular job
Selection
89
emphasis on the individual. To find the right kind of job for a particular person
Placement
90
Characteristics of a Psychological Test
- Standardization
- Objectivity
- Norms
- Reliability
- Validity
91
the consistency or uniformity of the conditions and procedures for administering a test
Standardization
92
refers primarily to the scoring of the test results
Objectivity
93
frame of reference
Norms
94
the consistency of response on a test
Reliability
95
it measure what its purports to measure
Validity
96
Four characteristics of effective selection techniques
1. Reliable
2. Valid
3. Cost Efficient
4. Fair and Legally defensible
97
the extent to which a score from a selection measure is stable and free from error
Reliability
98
Test reliability is determined in four ways:
a. Test-Retest Reliability
b. Alternate-Forms Reliability
c. Internal Reliability
d. Scorer Reliability
99
the extent which repeated administration of the same test will achieve similar results
a. Test-Retest Reliability
100
the extent to which two forms of the same test are similar
b. Alternate-Forms Reliability
101
the extent to which similar items are answered in similar ways
internal consistency
102
one factor that affect the internal reliability of a test. The more homogenous the items, the higher the internal consistency
Item Homogeneity
103
Methods used to determine internal consistency
1. Split half Method
2. Cronbach's Coefficient Alpha
3. Kuder-Richardson Formula 20 (K-R 20)
104
a form of internal reliability in which the consistency of item responses is determined by comparing scores on half of the items with scores on the other half of the items
Split half Method
105
a statistics used to determine internal reliability of test that use interval or ratio scales
Cronbach's Coefficient Alpha
106
a statistic used to determine internal reliability of test that use items with dichotomous answer (yes/no, true/false)
Kuder-Richardson Formular 20 (K-R 20)
107
the extent to which two people scoring a test agree on the test score, or the extent to which a test is scored correctly
Scorer Reliability
108
the degree to which inferences from scores on tests or assessments are justified by the evidence
Validity
109
Five common strategies to investigate the validity of scores on a test:
a. Content validity
b. Criterion validity
c. Construct validity
d. Face validity
e. Known Group
110
the extent to which test items sample the content that they are supposed to measure
Content validity
111
the extent to which a test score is related to some measure of job performance
Criterion validity
112
the extent to which a test actually measures the construct that it purports to measure
Construct validity
113
the extent to which a test appear to be job related
Face validity
114
statements so general that they can be true of almost everyone
Barnum statements
115
Test scores from two contrasting groups known to differ on a construct are compared
Known Group
116
refers to the job of determining a proposed mode of action based upon a full understanding of the factors involved, and directed at specific objectives which take into consideration the priorities desired by management
Planning
117
the process of guiding and directing the behavior of people in the organization in order to achieve certain objectives.
Leadership
118
- also spells the difference between success and failure in terms in competitive situation.
- it is the element that convinces member of an organization to behave in such a manner that will facilitate the accomplishment of the goal of an organization.
Leadership
119
Difference between Leadership and Management
1. Managers are rational problem solvers, while leaders are intuitive and more visionary.
2. Managers perform other administrative function such as planning, organizing, decision-making, and communicating.
3. Leaders are primarily concerned with results, while managers are concerned with the efficiency of result.
4. And last, leaders obtain their power from below, managers obtain theirs from above.
120
The primary role of the leader is to ____
influence others to seek defined objectives enthusiastically.
121
The absence of leaders is
commensurate to chaos.
122
Strong Leaders maybe weak managers if ______
their poor planning causes their group to move into wrong directions.
123
Weak leaders and still relatively become effective managers if
the subordinates have strong drive to work.
124
is the idea that people who become leader possess traits or characteristics different from people who do not become leaders.
Leader Emergence
125
People ____ are more likely to emerge as leaders that their counterparts
high in openness, conscientiousness and extraversion and low in neurotism.
126
Research on the relationship between personal characteristics and leader performance has concentrated on three areas:
1. Traits,
2. Needs and
3. Orientation.
127
a personality trait characterized by the tendency to adapt one's behavior to fit a particular social situation
Self-Monitoring
128
is most important when the leader is not distracted by stressful situations and when the leader uses a more directive leadership style
cognitive ability
129
the extent to which a person desires to be in control of other people
need for power
130
the extent to which a person desires to be successful
need for achievement
131
the extent to which a person desires to be around other people
need for affiliation
132
a high need for power and a low need for affiliation
leadership motive pattern
133
- a projective test in which a person is shown a series of pictures and asked to tell a story about what is happening in each
Thematic Apperception Test
134
a person reads descriptions of jobs involving varying degrees of power, achievement, and affiliation needs and rates how desirable he finds each particular job
Job Choice Exercise (JCE)
135
the process of improving organization performance by making organization-wide rather than individual changes
organization development
136
when the leader identifies an undesirable situation and seeks to change it
start point
137
making organizations function better (total system change)
focus
138
action (achieving results through planned activities)
orientation
139
the first step in the organization change, in which employees look for practices and policies that waste time and are unproductive
sacred cow hunt
140
unnecessary paperwork, usual forms and reports that cost organization money to prepare, distribute and read
paper cow
141
how much meeting time was spent doing business as opposed to socializing?
meeting cow
142
unnecessary deadlines, requiring work to be done by tomorrow is sometimes unnecessary
speed cow
143
organizations must convince employees and other stake holders that the current state of affairs is unacceptable and that change is necessary
unfreezing
144
the organization take steps (training new work processes) to move the organization to the desired state
moving
145
the organization develops ways to keep the new change in place, such as formalizing new policy & rewarding employees for behaving in a manner consistent with the new change
refreezing
146
continual process of upgrading or improving
evolutionary
147
"real jolt to the system" that drastically changes the way things are done
process
148
- are people who enjoy change and often make changes of the sake of it
- "if ain't broke, break it"
change agents
149
- are not afraid to change or make changes but want to make changes only if the changes will improve the organization
- "if it aint broke, leave it alone; if it is broke, fix it"
change analyst
150
- people who will probably will not instigate change but willing to change
- "if its broke, i'll help fix it"
receptive changers
151
- certainly not instigate or welcome change, but they will change if necessary
- "are you sure its broken?"
reluctant changers
152
- hate change, are scared of it and will do anything they can to keep change from occurring
- "it may be broken, but its still better than the unknown"
change resisters
153
the process whereby new employees learn the behavior and attitudes they need to be success in an organization
organizational socialization
154
these are procedures employees participates to become "one of the gang"
rituals
155
in making a decision whether one decision will be better than the other
importance of decision quality
156
it involves the extent to which leaders have sufficient information to make the decision alone. if the leader lack sufficient knowledge to make a decision, consultation is essential
technical knowledge of the leader
157
the leader must know what information is needed and how can it be obtained - that is the problem structure
structure of the problem
158
this factor involves the degree to which it is important that the decision be accepted by others
importance of decision acceptance
159
if the leader is not competent to make the decision, he will probably ask help from his subordinate and colleagues in making the decisions
probability of decision acceptance
160
subordinates are motivated to achieve the organizational goals and thus can be trusted to make decisions that will help the organization
subordinate trust and motivation
161
if there are many possible solutions to the problem and the employees are likely to disagree about which is best, the leader will be served by gathering information from employees and then in the process, making the decision herself
probability of subordinate conflict
162
- leader use the available information to make the decision without consulting their subordinates
- effective strategy when the leader has the necessary information and trust the subordinates
autocratic I strategy
163
- leaders obtain the necessary information from their subordinates and then make their own decisions
- leaders may or may not tell the subordinates the nature of the problem
autocratic II strategy
164
- leader share their problem on an individual basis with some or all of their subordinates
- after receiving their input, the leader makes the decision that may or may not be consistent with the thinking of the group
- only selected few employees were asked to provide feedback or input
consultative I strategy
165
- leaders share the problem with their subordinates as a group
- after receiving the group's input, the leader makes a decision that may or may not be acceptable to the group
- entire group is involved in the consultation
consultative strategy II
166
an alternative arrangement whereby the normal workweek is reduced to less than six days but the total number of work hours per week shall remain 48 hours
compressed work sheet scheme policy (CWWS)
167
is an economic ground to reduce the number of employees for the purpose of cutting down on costs of operations in terms of salaries and wages
retrenchment
168
in case of retrenchment, this shall be equivalent to one month pay or at least one-half month pay for every year of service, whichever is higher
separation pay
169
exists where the services of an employee are in excess of what is reasonably demanded by the actual requirements of the enterprise
redundancy
170
is reducing the number of employees on the operating payroll intended to be a permanent downscaling
downsizing
171
is downsizing in the belief that an enterprise really should operate with fewer people
rightsizing
172
can be defined as a field of inquiry dedicated to the advancing knowledge about the nature of groups, the laws of their development and their interrelations with individuals, other groups and larger institutions
group dynamics
173
the interactive psychological relationship in which members of a group form this common perception
group dynamics
174
a social psychologist, coined the term to describe the way groups and individuals act and react to changing circumstances
kurt lewin
175
a social unit of two or more individuals who have in common a set of beliefs and values, follow the same norm and work for an established common aim
group
176
the flow of coherent activities which as envisaged, may lead the group towards the establishment of set goals
dynamics
177
starts with psychological bond between individuals
group formation
178
individuals perceive that they share some social category
social identity approach
179
180
arise from a relatively spontaneous process of group formation
emergent groups
181
suggests that individuals have a desire to be similar to others, but also a desire to differentiate themselves, ultimately seeking some balance on these two desires
optimal distinctiveness theory
182
based on how individuals in the group see their other members
black sheep effect
183
individuals work harder and faster when the others are present
group influence on individual behavior
184
is the internal framework that defines members' relations to one another overtime
group structure
185
a job analysis method in which a Group of job experts identifies the objectives and standards to be met by the ideal worker
ammerman technique
