Ch04_TB_Catano_9e
Short Description
asdf...
Description
Chapter 4 Job Analysis and Competency Models MULTIPLE CHOICE
1. Why is a job analysis important for recruitment recruitment and selection? a It is the first line of defence when selection procedures are legally challenged. . b It emphasizes selection skills and responsibilities responsibilities while de-emphasizing effort and work. ing conditions. c It provides subjective evidence of the skills and abilities required re quired for effective job per. formance. d It establishes the worth of a job j ob and defines it in measurable terms. . ANS: A PTS: 1 BLM: Higher Order
REF: 111
OBJ: 1
You are the HR person for a small enterprise in charge of hiring as part of an expansion. You want to be sure that you you hire the right right people for the the new positions. positions. The first question question that comes to mind mind is how to identify exactly who you are looking for. A job analysis will help you get the necessary information. Job analyses procedures can be very elaborate; however, a job analysis is nothing more than finding answers to a series of questions about the job. Ask yourself a series of questions that will help you find the right person. 2. In this situation, situation, which of the following following questions would would you NOT ask to collect information in a job analysis? a Will there be any differences in the job in the future relative to the past? . b What do you wish your new hires to accomplish? . c What do people who hold similar jobs think about the knowledge, skills, abilities and . other attributes needed? d Will the employees do different things on different days? . ANS: A BLM: Remember
PTS: 1
REF: 110
OBJ: 1
3. Which concept describes describes the process of collecting information about about jobs by any method for for any purpose? a organizational analysis . b job analysis . c work analysis . d needs analysis . ANS: B BLM: Remember
PTS: 1
REF: 111
4. Which of of the following best defines defines work analysis?
OBJ: 1
a . b . c . d .
the knowledge, skills, abilities, and other attributes that are needed by a job incumbent to do well on a job the process of collecting information about jobs for the purpose of recruitment and selection the systematic process for gathering, documenting, documenting, and analyzing data about the work required for a job a review of the whole job, not the constituent parts
ANS: C BLM: Remember
PTS: 1
REF: 110-111
OBJ: 1
5. What source of data is is NOT typically used in a job analysis? a employees . b managers . c shareholders . d supervisors . ANS: C BLM: Remember
PTS: 1
REF: 111
OBJ: 2
6. Which of the following following does does NOT describe one one of the three three key considerations considerations in job analysis? a A job analysis is a formal, structured process carried out under a set of guidelines estab. lished in advance. b A job analysis refers to a single methodology. . c A job analysis breaks down a job j ob into its constituent parts, rather than looking at the job . as a whole. d A job analysis uses a range r ange of techniques. . ANS: B BLM: Remember
PTS: 1
REF: 111
OBJ: 1
7. Which of the following following would would NOT typically typically be used as data for a job job analysis? a performance . b standards . c responsibilities . d knowledge . ANS: A BLM: Remember
PTS: 1
REF: 111
8. What is the definition definition of job job specifications? specifications? a a collecti collection on of of position positionss with with related related job activities activities and duties duties
OBJ: 2
. b the different duties and a nd responsibilities performed by one employee . c the knowledge, skills, abilities, and other attributes required to perform work . d the tasks, duties, and responsibilities associated with work . ANS: C BLM: Remember
PTS: 1
REF: 112
OBJ: 1
9. A hospital employs employs a variety of individuals as nurses, doctors, doctors, technicians and and so forth. How How would these generic groups be classified? a by position . b by role . c by worker . d by job . ANS: D BLM: Remember
PTS: 1
REF: 112
OBJ: 1
10. What is the definition of a job? a a collection of positions that are similar in their significant duties . b the different duties and a nd responsibilities performed by one employee . c the knowledge, skills, and abilities required to perform work . d the tasks, duties, and responsibilities associated with work . ANS: A BLM: Remember
PTS: 1
REF: 112
OBJ: 1
11. What is the meaning meaning of job job family? a a collection of positions with related job activities and duties . b a set of related jobs that rely on the same knowledge, skills, abilities abilities and other attributes . c the knowledge, skills, and abilities required to perform work . d the tasks, duties, and responsibilities responsibilities associated with work . ANS: B BLM: Remember
PTS: 1
REF: 113
OBJ: 1
12. What are NOT potential potential outcomes outcomes of the job analysis process? a job descriptions and job design design . b job evaluation and performance measures measures . c organizational analysis and performance standards . d person – job fit and person person – organization organization fit . ANS: C PTS: 1 BLM: Higher Order
REF: 111-112
OBJ: 3
13. Why are subject-matter subject-matter experts experts needed when when conducting conducting a job analysis? a They are an inexpensive source of information for an organization. . b They are the most knowledgeable about a job and how it is currently performed. . c They add external validity to the organization with external comparisons to jobs. . d They provide more accurate ac curate information than job incumbents and supervisors. . ANS: B PTS: 1 BLM: Higher Order
REF: 114
OBJ: 1
14. According to Diedorff Diedorff and Wilson, Wilson, which group group of individuals individuals provides more more accurate information information for
job analysis given their use of self-report and survey instruments? instruments? a human resources managers . b trained professional job analysts . c job incumbents . d supervisors . ANS: B BLM: Remember
PTS: 1
REF: 114
OBJ: 2
15. What is NOT a problem associated with with job descriptions? a Duties may be prioritized and weighted. . b Job descriptions may be vague or poorly written. . c Specifications may include illegal requirements. . d Job descriptions may not be updated regularly. . ANS: A BLM: Remember
PTS: 1
REF: 112-113
OBJ: 3
16. Which country has NOT been strongly influenced influenced by Title VII of the 1964 Civil Civil Rights Rights Act in the United States? a Canada . b United Kingdom . c Australia . d New Zealand . ANS: D BLM: Remember
PTS: 1
REF: 115
OBJ: 1
17. Which of the following following best best defines a job position? a a collection of positions with related job activities and duties . b the different duties and a nd responsibilities performed by one employee . c the knowledge, skills, and abilities required to perform work . d the tasks, duties, and responsibilities associated with work . ANS: B BLM: Remember
PTS: 1
REF: 112
OBJ: 1
18. What is the term for a written written description description of what job occupants are required to do, how how they are supposed to do it, and the rationale for any required job procedures? a a job . b a job description . c a job specification . d a job analysis . ANS: B BLM: Remember
PTS: 1
REF: 112
OBJ: 1
19. What would you you include in the job requirements requirements section of the job descriptions? descriptions? a a description of the competency framework . b the responsibilities of and results to be accomplished in the job . c the specific performance requirements and tasks required to perform the job . d the knowledge, skills, abilities, or other attributes or competencies that employees must . possess in order to perform the duties and responsibilities responsibilities ANS: D BLM: Remember
PTS: 1
REF: 123 | 126
OBJ: 4
20. According to Harvey, Harvey, which of of the following should NOT NOT be considered when when choosing a job analysis method? a The job analysis should not include personal characteristics or attributes of the current . employees. b The job specifications must be well linked to the incumbent’s knowledge, skills and abil. ities. c The job analysis must describe observable work behaviours. . d The job analysis must produce outcomes that are verifiable and replicable. . ANS: B PTS: 1 BLM: Higher Order
REF: 115-116
OBJ: 3
21. What job analysis method is adopted by organ organizations izations that operate in a rapidly changing changing en environment vironment in which jobs change regularly? a dynamic job analysis . b competency-based analysis . c team-based analysis . d work-oriented analysis . ANS: B PTS: 1 BLM: Higher Order
REF: 120
OBJ: 3
22. What job analysis analysis technique technique emphasizes the characteristics of of successful performers performers rather than standard duties? a dynamic job analysis . b worker-based analysis . c team-based analysis . d work-oriented analysis . ANS: B BLM: Remember
PTS: 1
REF: 120
OBJ: 3
23. What job analysis analysis technique technique emphasizes general general aspects of the the jobs, and deescribes perceptual, interpersonal, sensory, cognitive, and physical activities? a work-oriented analysis . b self-monitoring analysis . c structured analysis . d worker-oriented analysis . ANS: D BLM: Remember
PTS: 1
REF: 120
OBJ: 3
24. What job analysis technique would you use in a traditional organization where employees’ tasks are routine? a self-oriented analysis . b work-oriented analysis . c worker-oriented analysis . d group-oriented analysis .
ANS: B BLM: Remember
PTS: 1
REF: 120
OBJ: 3
25. What does the acronym KSAO mean? a knowledge, skills, attributes, and other abilities . b know-how, skills, abilities, and organizational alignment . c know-how, skills, attributes, and organizational fit . d knowledge, skills, abilities, and other attributes . ANS: D BLM: Remember
PTS: 1
REF: 116
OBJ: 3
26. Which of the following is NOT typically characterized as job context? a education . b work schedules . c organizational culture . d non-financial incentives . ANS: A BLM: Remember
PTS: 1
REF: 116
OBJ: 3
27. What source compiled compiled by the Canadian Canadian government government contains systematically systematically standardized standardized and comprehensive job descriptions in the labour market? a National Occupational Occupational Classification Classification (NOC) . b Occupational Information Network (O*NET) . c Dictionary of Occupational Titles (DOT) . d Canadian Classification Dictionary of Occupations (CCDO) . ANS: A BLM: Remember
PTS: 1
REF: 116-117
OBJ: 3
28. Which of the following following is NOT a suggested suggested guideline for a job analysis analysis interview? a Conduct interviews in a private location. . b Guide the session without being authoritative or overbearing. . c Ask open-ended questions, using relevant language to the interviewee. . d Seek a directive from top management making interviews mandatory for all employees. e mployees. . ANS: D BLM: Remember
PTS: 1
REF: 121
OBJ: 3
29. What job analysis method method utilizes utilizes work sampling and employee employee diaries/logs? a interview . b questionnaire . c observation . d combination . ANS: C PTS: 1 BLM: Higher Order
REF: 123
OBJ: 3
30. What is the structured structured job analysis analysis questionnaire questionnaire that focuses on on the general worker behaviours behaviours that make up a job, and includes 195 items and job elements organized into six dimensions? a Common-Metric Common-Metric Questionnaire . b Work Profiling System . c Position Analysis Questionnaire . d Functional Job Analysis . ANS: C OBJ: 3
PTS: 1 REF: 128 | 131-132 BLM: Higher Order
31. What type of interview method is recommended for job analysis purposes? a behavioural . b situational . c structured . d unstructured . ANS: C BLM: Remember
PTS: 1
REF: 120
OBJ: 3
32. What job analysis analysis technique is worker-oriented? worker-oriented? a Position Analysis Questionnaire . b Critical Incident Technique . c Functional Job Analysis . d Task Inventory . ANS: A BLM: Remember
PTS: 1
REF: 128
OBJ: 3
33. What is the objective objective of the critical incident incident method of job analysis? analysis? a to prioritize job duties and responsibilities . b to generate behaviour-focused descriptions of work activities . c to identify critical job duties, tasks, and competencies . d to provide information for job evaluation . ANS: B BLM: Remember
PTS: 1
REF: 131
OBJ: 3
34. What term defines defines groups of related behaviours that are needed for for successful job performance in an organization? a traits inventories . b job elements . c competencies . d specializations . ANS: C BLM: Remember
PTS: 1
REF: 140
OBJ: 5
35. What is a job-specific job-specific competency of an administrative administrative assistant assistant job position? a time management . b relevant knowledge . c written communication . d self-image . ANS: B PTS: 1 BLM: Higher Order
REF: 140-141
OBJ: 5
36. What is a core competency competency of a technical support support job position? a oral and written communications communications . b knowledge of customer service . c information gathering . d applying principles and procedures . ANS: A PTS: 1 BLM: Higher Order
REF: 140-141
OBJ: 5
37. What might might be a concern if an organization decides to use a competency-based job analysis? a that characteristics and behaviours of successful performers cannot be defined . b that the unprecedented change in today’s workplace requires clear measurable job de. scriptions c the difficulty in predicting future job needs and the lack of validity and legal defensibility . d the expectation that all employees should possess core competencies that relate to the . organization’s goals ANS: C PTS: 1 BLM: Higher Order
REF: 141-143
OBJ: 8
38. If the competency of an accounting job position was organizing and executing, what is the predictor predictor of the competency? a extroversion . b agreeableness . c conscientiousness . d emotional stability . ANS: C PTS: 1 BLM: Higher Order
REF: 141-143
OBJ: 8
Scenario 4-1
You have recently been hired as the HRM for Scribe Engineering, a Canadian software development company. Scribe’s product is information systems. The company’ s environment is competitive and constantly changing. There continues to be an increased demand for customized computer systems that improve the flow of information in a wide range of small Canadian businesses. Due to Scribe’s growth
in sales, the company is anticipating requiring an increase from 150 to 200 employees. The company requires highly skilled software designers, computer programmers, sales professionals, and support staff. The majority of employees, from younger technical support staff to senior management, stated – life that work life balance is important to them and that they want more flexibility in how and when their work gets done. Job demands are changing constantly because of the dynamic environment. There are concerns of sex, age, and family status discrimination discrimination with the office administration employees. The CEO stated that Scribe has a few outdated job advertisements, but that the company has never had time to write job descriptions. Managers have expressed concerns that job descriptions are of limited value because positions need to adapt to the high speed of change and that they limit their flexibility f lexibility in supervising employees’ tasks.
39. Refer to Scenario 4-1. How How might you begin to deal deal with human rights rights issues of sex, family, family, and age discrimination with the office administration employees at Scribe Engineering? a File a complaint immediately with the Human Rights Tribunal or Commission. . b Conduct a job analysis as it would be a legally acceptable way of determining . job-relatedness. c Ensure management practices do not have a negative effect on employees. . d Modify any discriminatory employment practices. . ANS: B PTS: 1 BLM: Higher Order
REF: 115
OBJ: 1
40. Refer to Scenario 4-1. 4-1. Why would it be important important for Scribe Engineering Engineering to condu conduct ct a job analysis? analysis? a It is the first line of defence when selection procedures are legally challenged. . b It emphasizes selection skills and responsibilities responsibilities and de-emphasizes effort and working . conditions. c It provides subjective and objective evidence of the skills and abilities required for effec. tive job performance. d It establishes the worth of a job j ob and defines it in measurable terms. . ANS: A PTS: 1 BLM: Higher Order
REF: 115
OBJ: 3
41. Refer to Scenario 4-1. What process process can you use to ensure the job analysis analysis is anchored into the context context of Scribe Engineering’s organizational mission and goals?
a . b . c . d .
person analysis needs analysis organizational analysis task analysis
ANS: C PTS: 1 BLM: Higher Order
REF: 110-111
OBJ: 1
42. Refer to Scenario 4-1. What major major strategic focus in employee employee selection could distinguish distinguish Scribe Engineering as a high-performing organization rather than an underperformer? a a linkage between organizational goals and short-term organizational needs . b a linkage between organizational goals and long-term organizational needs . c a linkage between organizational and human resource planning needs . d a linkage between long-term organizational and human resource goals . ANS: A PTS: 1 BLM: Higher Order
REF: 110-112
OBJ: 1
43. Refer to Scenario 4-1. What are the expected changes in Scribe Engineering’s external environment that may affect the company’s recruitment and sel ection process? a organizational mission and goals . b job design . c organizational strategy . d competition . ANS: D
PTS: 1
REF: 110
OBJ: 1
BLM: Higher Order 44. What internal influences are are affecting the the jobs and and hum human an resources at Scribe Engineering? Engineering? a the labour market . b customers . c the competition . d job design . ANS: D PTS: 1 BLM: Higher Order
REF: 110
OBJ: 1
45. Refer to Scenario 4-1. Scribe Engineering Engineering is experiencing experiencing growing employee needs for for job flexibility. What are some flexible work options that Scribe Engineering could consider to retain its employees? a job sharing and tele work . b ergonomically designed work stations . c elimination of routine jobs . d competency-based jobs . ANS: A PTS: 1 BLM: Higher Order
REF: 112
OBJ: 1
46. Refer to Scenario 4-1. How would would you distinguish distinguish a job job analysis from a job description description for the managers at Scribe Engineering? a A job analysis is the knowledge, skills, abilities, and other attributes that are needed by a . job incumbent to do well on a job. b A job analysis is the process of collecting information information about jobs for the purpose of re. cruitment and selection. c A job analysis is a systematic process for gathering, documenting, documenting, and analyzing data . about the work required for a job. d A job analysis is a review of the whole job, not the constituent parts. . ANS: C PTS: 1 BLM: Higher Order
REF: 112
OBJ: 1
47. Refer to Scenario 4-1. What would would NOT be one of your kkey ey guidelines while while conducting the job analysis? a A job analysis is a formal, structured process carried out under a set of guidelines estab. lished in advance. b A job analysis refers to a single methodology. . c A job analysis breaks down a job j ob into its constituent parts, rather than looking at the job . as a whole. d A job analysis uses a range r ange of techniques. . ANS: B PTS: 1 BLM: Higher Order
REF: 112
OBJ: 1
48. Refer to Scenario 4-1. The managers managers at Scribe Engineering Engineering cannot clearly clearly distinguish distinguish between a position and a job. Which of the following following best defines defines a job? a a collection of positions with related job activities and duties . b the different duties and a nd responsibilities performed by one employee . c the knowledge, skills, and abilities required to perform work . d the tasks, duties, and responsibilities associated with work .
ANS: A PTS: 1 BLM: Higher Order
REF: 112
OBJ: 1
49. Refer to Scenario 4-1. 4-1. What is an example of of an administrative administrative assistant position at Scribe Engineering? a the administrative assistant to the CEO of Scribe Engineering . b all administrative assistants at Scribe Engineering who are performing similar duties . c a set of different but related administrative jobs that require the same knowledge, skills, . abilities, or other attributes or competencies d the work that is done by administrative assistants assistants . ANS: A PTS: 1 BLM: Higher Order
REF: 112
OBJ: 1
50. Refer to Scenario 4-1. Since Since job analysis data has has the potential for many many uses, it is important important for Scribe Engineering to know how the company will use the information before deciding on an approach or method. What would be some recruitment and selection o utcomes of Scribe Engineering’s job analysis process? a a job summary and job description . b a job description and job specification . c a job evaluation and performance criteria . d a job design and evaluation . ANS: B PTS: 1 BLM: Higher Order
REF: 112
OBJ: 3
51. Refer to Scenario 4-1. What would NOT be potential outcomes of Scribe Engineering’s job analysis process? a job descriptions and jzzob design design . b job evaluation and performance measures measures . c organizational analysis and performance standards . d person – job fit and person person – organization organization fit . ANS: C PTS: 1 BLM: Higher Order
REF: 112
OBJ: 3
52. Refer to Scenario 4-1. Who would would be responsible responsible for collecting collecting the job analysis analysis data at Scribe Engineering? a the HRM and operating managers . b a diverse group of subject-matter experts . c only job incumbents and their supervisors . d onl only y trai trained ned pro profes fessio sional nal job analys analysts ts
. ANS: B PTS: 1 BLM: Higher Order
REF: 114
OBJ: 2
53. Refer to Scenario 4-1. The administrative assistant job description states “the ability to use Excel and Word level II with a proficiency of 90%.” What is this an example of?
a . b . c . d .
main duties a job specification a job responsibility a performance standard
ANS: B PTS: 1 BLM: Higher Order
REF: 112
OBJ: 4
54. Refer to Scenario 4-1. The technical support job description states “take initiative to resolve customer concerns.” What is this an example of?
a . b . c . d .
a job summary a competency a job specification a job responsibility
ANS: D PTS: 1 BLM: Higher Order
REF: 111
OBJ: 4
55. Refer to Scenario 4-1. What job analysis technique should should you utilize utilize at Scribe Engineering? Engineering? a self-oriented . b work-oriented . c worker-oriented . d group-oriented . ANS: C PTS: 1 BLM: Higher Order
REF: 120
OBJ: 3
56. Refer to Scenario 4-1. What data data would not need to be considered considered in the job analysis? a job performance standards standards . b job responsibilities responsibilities and tasks tasks . c job predictor criteria criteria and data .
d job conditions and mental effort effort . ANS: C PTS: 1 BLM: Higher Order
REF: 111
OBJ: 2
57. Refer to Scenario 4-1. How might might you approach the managers at Scribe Engineering Engineering who are not not receptive to a job analysis process? a Focus on involving senior managers in the initial gathering of existing job information. . b Involve managers and employees prior to the beginning of the job analysis process. . c Ensure that the completion of questionnaires is mandatory. . d Include all the hesitant managers in job analysis focus groups. . ANS: B PTS: 1 BLM: Higher Order
REF: 114-115
OBJ: 3
58. Refer to Scenario 4-1. In this situation, what what is the most most important consideration before before you begin the the job analysis? a Identify objectives and ensure management support and employee buy-in. . b Decide on a job analysis method. . c Gather existing job-related data. . d Communicate and explain the job analysis process to all employees. . ANS: A PTS: 1 BLM: Higher Order
REF: 111
OBJ: 2
59. Refer to Scenario 4-1. 4-1. Which of the following will help Scribe Engineering Engineering decide decide to use a competency framework if it needs to ensure that the assessed competency is a skill or ability associated with a high level? a salary . b job performance . c communication . d job analysis . ANS: B PTS: 1 BLM: Higher Order
REF: 141-142
OBJ: 6
60. Which of the following following defines defines the concept comprises comprises work-oriented work-oriented surveys that break down jobs into their component tasks? a task specifications . b task inventories . c task variety . d task statements . ANS: B BLM: Remember
PTS: 1
REF: 129
OBJ: 3
61. Which of the following following is NOT a dimension dimension in the Position Position Analysis Analysis Questionnaire? Questionnaire? a work outcomes . b mental processes . c job context . d information input . ANS: A BLM: Remember
PTS: 1
REF: 131
OBJ: 7
62. Which of the following following is NOT a drawback of the Position Position Analysis Questionnaire? Questionnaire? a It requires a postsecondary-level postsecondary-level reading ability. . b It increases the time and costs of administration. . c It eliminates the need to survey the disabled differently. . d It is more suitable for blue-collar jobs. . ANS: C
PTS: 1
REF: 132
OBJ: 7
BLM: Remember 63. Which of the following following is NOT a job analysis analysis method? method? a work profiling system . b threshold traits analysis system . c job element analysis analysis . d cognitive task analysis . ANS: C BLM: Remember
PTS: 1
REF: 133-134
OBJ: 1
64. Wei and Salvendy found th that at cognitive cognitive task methods fall into all of the following following categories categories except one. Which category does NOT describe cognitive task methods? a secondary procedures . b process tracing . c observations and interviews . d conceptual techniques . ANS: C BLM: Remember
PTS: 1
REF: 134-135
OBJ: 10
65. Which of the following following is NOT a criterion for choosing a job analysis method? method? a validity . b availability . c standardization . d reliability . ANS: A BLM: Remember
PTS: 1
REF: 135
OBJ: 3
66. Which characteristics characteristics is every member member of an organization organization expected expected to possess? possess? a core competencies . b functional competencies . c job-specific competencies competencies . d knowledge-based competencies . ANS: A BLM: Remember
PTS: 1
REF: 142
OBJ: 7
67. Which of the following following is NOT considered to be a general area in best practices practices in competency competency modelling? a analyzing competency information0 . b using competency information . c organizing competency information . d modifying competency information . ANS: D BLM: Remember
PTS: 1
REF: 148
OBJ: 10
68. In their research, what organization organization did Bonder Bonder and his colleagues colleagues study regarding regarding the development development of a competency-based framework? a Air Canada . b Service Canada . c Canada Post . d Canadian Pacific . ANS: B BLM: Remember
PTS: 1
REF: 149
OBJ: 10
TRUE/FALSE
1. Extroversion is a predictor predictor for the the competency of adapting and coping. coping. ANS: F
PTS: 1
REF: 150
OBJ: 7
2. Emotional stability stability is a predictor predictor for the competency competency of interacting interacting and presenting. presenting. ANS: F
PTS: 1
REF: 150
OBJ: 7
3. Recruitment and and selection should should be examined examined only in the the context of the job and not not in the context context of the organization. ANS: F
PTS: 1
REF: 111
OBJ: 1
4. Job analysis data includes a description of the the job and profiles profiles the competencies competencies people need to have in order to perform well on the job. j ob. ANS: T
PTS: 1
REF: 111
OBJ: 1
5. Job analysis analysis involves involves a single methodology methodology to analyze jobs. ANS: F
PTS: 1
REF: 111
OBJ: 1
6. Job analysis breaks down a job into its constituent parts, parts, rather than looking at the the job as a whole. whole. ANS: T
PTS: 1
REF: 111
OBJ: 1
7. The job description indicates job job duties and organizational organizational level requirements. ANS: F
PTS: 1
REF: 112
OBJ: 1
8. Work analysis involves techniques techniques that emphasize emphasize work outcomes outcomes and descriptions descriptions of the various various tasks performed to accomplish accomplish these outcomes. outcomes. ANS: F
PTS: 1
REF: 110
OBJ: 1
9. The first step step in job analysis is to interview interview job incumbents. incumbents. ANS: F
PTS: 1
REF: 111
OBJ: 2
10. The interview is the least commonly commonly used technique for gathering gathering job facts and establishing the tasks and behaviours that define a job. ANS: F
PTS: 1
REF: 120
OBJ: 3
11. Competency-based Competency-based selection systems systems take the view view that employees employees must be capable of moving moving between jobs and and carrying out the associated tasks tasks for different positions. ANS: T
PTS: 1
REF: 140-142
OBJ: 8
12. Job analysis and competency management frameworks frameworks are the means means by which job and person variables are identified for the purpose of recruitment and selection.
ANS: T
PTS: 1
REF: 140-142
OBJ: 9
13. Core competencies competencies are the characteristics characteristics that every member of an organization, organization, regardless regardless of position, position, function, job, or level of responsibility within the organization, is expected to possess. ANS: T
PTS: 1
REF: 142
OBJ: 6
14. Leadership, motivation, motivation, trust, trust, communication, communication, and interpersonal interpersonal skills skills are examples of competencies. ANS: T
PTS: 1
REF: 150
OBJ: 7
15. A best practice in competency modelling for analyzing competency competency information might include include considering previous job requirements. ANS: F
PTS: 1
REF: 148
OBJ: 10
SHORT ANSWER
1. What is a job analysis? What What data is included included in a job job analysis? What What are three key considerations in job analysis? ANS: Job analysis refers to the process of collecting information about jobs “by any method or purpose.”
Job analysis is a systematic process for gathering, documenting, and analyzing data about the work required for a job. Job analysis data includes a description of the job and profiles the competencies c ompetencies people need to have in order to perform well on the job. They include the following: following: job identification and context • job responsibilities responsibilities and tasks • • KSAOs • working conditions • physical and mental effort • performance standards Three key points about job analysis are that a job analysis does not refer to a single methodology methodology but rather a range of techniques a job analysis is a formal, structured process carried out under a set of guidelines established in advance a job analysis breaks down a job into its constituent parts, rather than looking at the job as a • whole • •
PTS: 1
REF: 110-115
OBJ: 1
2. What is the difference between a job, position, and job family? Give examples of each. ANS: A job is a collection of positions that are similar in their significant duties (e.g., professor, nurse, electrician etc.). A position is a collection of duties assigned to individuals in an organization at a given time (e.g., administrative assistant to the director of physical resources and administrative assistant to the director of human resources). A job family is a term used to refer to a set of different, but related, jobs that rely on the same set of KSAOs. PTS: 1
REF: 112
OBJ: 1
3. What is the difference difference between a job description and a job specification? specification? What are KSAOs? ANS: A job description is a written description of what job occupants are required to do, how they are ar e sup posed to do it, and the rationale for any required job procedures. procedures. A job specification specification is the knowledge, skills, abilities, and other attributes that are needed by a job incumbent in cumbent to do well on the job. Refer to Recruitment and Selection Today 4.1 — Job Job Description for a CIBC Customer Service Representative on page 113, and Recruitment and Selection Today 4.2 — Occupational Occupational Description for Veterinarians on page 117. KSAOs are the knowledge, skills, abilities, and other attributes necessary for a new incumbent to do well on the job; they are also referred to as a job, employment, or worker specifications. KSAOs KSAOs are used to describe the job: Knowledge: a body of information, usually of a factual or procedural nature, that makes for successful performance of a task.
Skill: an individual’s level of proficiency or competency in performing a specific task, ex-
pressed in numerical numerical terms. Ability: a more general, enduring trait or capability an individual possesses at the time he or she first begins to perform a task. Other attributes: include personality traits and other individual characteristics that are integral to job performance. Refer to Table 4.1 — Task Task Statement and Associated KSAOs with Rating Scales on page 127. PTS: 1
REF: 112-113
OBJ: 1
4. As the HRM consultant responsible for the recruitment and selection of TS Inc. aviation employees, what suggestions would you make to the CEO to ensure that the following job description adequately reflects the responsibilities and KSAOs that the aircraft maintenance engineer will need to perform his or her job well? What specific changes should be made to ensure the job j ob description is measurable, valid, reliable, and legally defensible? AIRCRAFT MAINTENANCE MAINTENANCE ENGINEER, ENGINEER, TS Inc., Sydney, B.C.
TS Inc. is a young growing aviation company headquartered in Sydney, Sydney, BC. We are looking for an aircraft maintenance engineer to become part of our team. The applicant must be licensed by Transport Canada to inspect and certify that work done on our aircrafts complies with written airworthiness standards. You must be at least 21 years of age and provide proof of Canadian citizenship. You must be able to work and communicate effectively in a small business business team environment environment and maintain maintain effective interpersonal working relationships with engineers, pilots, and other technical and professional employees and clients ANS: Job Identity Section
Ensure that the information is correct in the identification of position title, position code, department, division, location, reporting relationship, relationship, status (exempt or non-exempt), wage category, job category, NOC classification, classification, or any other identifiers used. used. Include the name of the the job analyst and the the date analyzed. Ensure that the title or status of job does not contradict the Position Summary or Responsibilities sections (i.e., clearly indicates the job duties and organizational level). Position Summary
Be careful not to record a lis t of duties but rather a concise summary of “what the job is, how it is done, and why.” The position summary should be only a few sentences (e.g., 3– 4 lines) describing the primary purpose purpose of the job, its organizational organizational context, and/or and/or key challenges challenges it will face as a result of growth or some other aspect of the organization context. This summary summary can be used in advertisements, internal postings, and company brochures. Organization
This portion describes the superior and subordinate reporting relationships of the position. Formal (upward, downward, and lateral) communication channels should be complete and agree with the organizational chart. Ensure that line, staff, or functional relationships are clear and included (i.e., title and their function). Titles of peers who also report to the same superior can be included. This section can also mention any contacts required with other departments, and the nature and extent of the contacts. Frequently used external and internal channels of communication with stakeholders should be included. Committee memberships memberships should be listed with a description of the committee purpose or role expected. Authority should be defined using concise language with numbers and examples about the level of decision making. Key Accountabilities and Responsibilities Responsibilities This section should list and describe the 5 – 9 major deliverables (essential duties and functions) for
which the position is accountable. Focus on results, not activity. The expected results need to be action-oriented, begin with an action verb; be concise, direct, and simply worded (i.e., not be vague); and finish with what must be achieved. Specific responsibilities should be arranged in descending order of importance. These tasks should be arranged into meaningful categories to make the job description easier to read and understand. The category labels are convenient to use in the summary. Describe any challenges such as the complexity of the service or product provided and/or the largest problems and challenges faced by the position. Initial Objectives
This section may not apply for all positions, but for many, particularly at senior levels, it outlines the focus of the position during the initial few months or first year. Objectives will need to be updated regularly but can be useful in conveying the essence of a position to a candidate. Also, if carefully prepared, they form the basis for initial performance performance planning with the successful successful incumbent. incumbent. Job Specifications and Requirements
Describe the knowledge, skills, abilities (education and experience), and other (KSAOs) characteristics (such as interest, personality, training) that are necessary to be successful on the job. Clearly describe the competencies and expertise that the incumbent must demonstrate in performing the position to the company standards. This section can be divided into two sections. The first contains KSAOs that an employee must have at the time of hiring (e.g., licenses, certifications). The second subsection contains the KSAOs that are an important part of the job but can be obtained after hiring. Include physical conditions such as lifting, carrying, kneeling, pushing, and pulling as well as environmental conditions that increase the risk of accident or health problems (e.g., temperature extremes, dust, fumes, and hazardous materials). Include mental conditions conditions that cause anxiety, stress, or other types of mental discomfort (e.g., isolation, continual disruption, repetition, repetition, and pressure of deadlines). Document business travel required by the job and indicate the extent of this travel. List hours of work that are not the standard 40-hour week, 8-hour day (e.g., shorter work weeks such as 10-hour days, 4 workdays, flex time, job sharing, part-time, telecommuting, contract, or other work shifts). Standards of Performance
Describe expected results of the job: what is expected e xpected to be accomplished, and how much, how fast, and to what level. Approvals
Details of the position description need to be negotiated with the supervisor or manager and updated annually or more frequently if required. PTS: 1
REF: 111-114
OBJ: 4
5. TS Ltd. has 30 employees. employees. As the HRM, HRM, would you suggest suggest that the company conduct conduct a job analysis? What questions could you ask in gathering job information that would help TS Ltd. write a job description and job specifications for its aircraft maintenance engineers? ANS: You would want to suggest using provincial and federal job profiles and Canadian occupational data banks such as the the NOC and legal statutes and and certifications governing governing aircraft maintenance maintenance engineers. Some questions you could ask include the following: • What identifies your position within the organization (e.g., title, position code, department, location, reporting relationship, status, wage)? What is the purpose of your position (i.e., why does your job exist)? • What are your most important responsibilities and specific tasks for your position (priority and • weight)? What are your working conditions (e.g., safety, location)? • • What mental and physical effort is required (frequency, duration)? • What KSAOs are required to perform well on the job? What are your performance standards? • PTS: 1
REF: 112-121
OBJ: 3
6. Job analysis can be categorized categorized into work-oriented job analysis or or worker-oriented job analysis depending on the nature of the jobs and how the work is changing. Describe both methods and give an example of when an organization may choose that method.
ANS: Worker-oriented job analyses are job analyses a nalyses techniques that emphasize general aspects of jobs by
describing perceptual, interpersonal, sensory, cognitive, cognitive, and physical activities. a ctivities. In some high technoltec hnology industries, employees work in cross-functional cr oss-functional team projects and shift projects regularly. This type of environment with rapidly changing work would want to focus more on employees’ KSAOs needed
to perform well on their job rather than on specific job tasks. You would want to recruit and select em ployees on their their competencies. Work-oriented job analysis is a job analysis technique that emphasizes work outcomes and descrip-
tions of the various tasks performed to accomplish those outcomes. A work environment that is stable with jobs that are repetitive with a limited number of tasks would want to focus more on the task each worker performs. PTS: 1
REF: 120
OBJ: 3
7. Describe a job analysis analysis technique technique (data collection collection method) you you would use for a particular organization organization and job position of your choice. Summarize what the method would involve. Discuss its advantages and how you would deal with the disadvantages of the technique. ANS: Interviews are the most commonly used technique for gathering job facts and establishing the tasks and behaviours that define a job. • It is most effective to question individuals or small groups of employees and supervisors about the work that gets done. A structured format is recommended for inter-observer reliability but interviews can be un• structured. • All interviews are asked the same job-related questions. • Interviews should be well planned and carefully conducted.
•
The job analyst should record the incumbent’s and supervisor’s responses by taking notes or
by taping the interview. Interviews should elicit information about job tasks, physical activities involved in the job, and • environmental conditions (physical and social) under which the work occurs. • Disadvantages of interviews are that they are expensive and time consuming, and can distort information. Refer to Recruitment and Selection Notebook 4.1 — Guidelines Guidelines for a Job Analysis Interview on page 121. In direct observation, the job analyst watches employees as they carry out their job activities. Another term for this is “job shadowing.” This method allows the analyst to come into direct contact with the
job; the data are firsthand. It is most useful when the job analysis involves easily observable activities (e.g., landscaper as • opposed to poet). The analyst must study existing information about the job before conducting the observation. • • The analyst must determine if the job involves easily observable activities and if the observation can be done unobtrusively. Observations are recorded using a customized checklist or worksheet. • Different jobs require different observation methods. • Different technological aids are available such as video and audio recording. • •
Some disadvantages that are the presence of an observer may change the employee’s behav-
iour. Self-monitoring is less time consuming and less expensive, and can provide information that is not ob-
servable. A disadvantage is that the employee may not be a reliable observer. After the interview, observational or self-monitoring data are collected, and the analyst uses the resulting notes and tally sheets to identify critical task statements, which are used to generate employee specifications. Critical components components of the job are described in terms of the actions performed; the person, data, or things affected by the actions; a ctions; the intended outcome or product of the action; and the materials, tools, and procedures used to perform the action. KSAOs and tasks are rated according to im portance, difficulty, difficulty, and frequency. frequency. KSAOs are used to describe the job: Knowledge: a body of information, usually of a factual or procedural nature, that makes for successful performance of a task. Skill: an individual’s level of proficiency or competency in performing a specific task, typically ex-
pressed in numerical numerical terms. Ability: a more general, enduring trait or capability an individual possesses at the time he or she first begins to perform perform a task. Other attributes: personality traits and other individual characteristics that are integral to job performance. Refer to Table 4.1 — Task Task Statement and Associated KSAOs with Rating Scales on page 127, and Ta ble 4.2 — Task Task Statement by KSAO Matrix on page 128. PTS: 1
REF: 123-128
OBJ: 3
8. Describe one job analysis method. ANS: Structured job analysis questionnaires and inventories (worker-oriented) require workers and other
subject-matter experts to respond to written questions about their jobs. Respondents are asked to make judgments about about activities, tasks, tools, tools, and equipment, equipment, and working conditions involved involved in the job. The Position Analysis Questionnaire (PAQ) is a structured job analysis questionnaire that focuses f ocuses on the general behaviours that make up a job. It assumes that all jobs can be characterized in terms of a limited number of human abilities. The PAQ includes 195 items, called job elements. The first 187 describe general work activities and the remaining items relate to compensation. The job elements are organized into six dimensions: dimensions: information input, mental processes statements, work output, relationships, job context, and other other job characteristics. characteristics. The Common Metric Questionnaire Questionnaire (CMQ) is an alternative to the PAQ developed by Harvey. It is a structured, off-the-shelf job analysis questionnaire that captures important context variables. It promises up-to-date job analysis information corresponding to what people actually do at work and a database describing jobs in terms of observable aspects of the work rather than subjective rating systems. Refer to http://cmqonline.com. http://cmqonline.com. The Work Profiling System (WPS) developed by Holdsworth consists of three versions applicable to managerial, service, and technical occupations. It is a computer-administered questionnaire that can be completed and scored online in the workplace. Task inventories are work-oriented surveys that break down jobs into their component tasks. They
permit workers to define their jobs in relation relation to a subset subset of tasks appearing in the the inventory. The criteria the job analysis should assess are the duties performed, level of difficulty of job duties, job context, and criticality of duties to the job. The functional job analysis distinguishes between what a worker analysis distinguishes does and what is accomplished. This defines task statements as verbal formulations of activities that make it possible to describe what workers do and what gets done so that recruitment, r ecruitment, selection, and payment can be efficiently and equitably equitably carried out. Well-written task statements statements clearly describe what an employee does so that an individual unfamiliar with the job should be able to read and understand each statement. Task statements contain four elements: a verb describing the action being performed; an object of the verb that describes to whom the action is being done; a description of tools,
equipment, work aids, and processes required for the successful completion of the task; and an ex pected output describing the the result of the action. The critical incident technique comprises examples of effective and ineffective work behaviours that are related to superior or inferior performance. This technique generates behaviourally focused descriptions of work activities, a ctivities, originally developed as a training needs assessment and performance appraisal tool. Worker trait inventories methods are used to infer employee specifications from job analysis data; they are commonly included in the job analysis literature. The Threshold Traits Analysis System is designed
to identify worker traits that are relevant to the target job. It assumes that work behaviours encompass the position functions, the worker traits, and the resulting job performance. A trait is a set of observa ble characteristics that distinguishes distinguishes one person from another (e.g., (e.g., stamina, stamina, oral expression, expression, adaptability to pressure, tolerance etc.). The Fleishman Job Analysis Survey (F-JAS) is developed as a system for identifying employee characteristics that influence job performance. It assumes that job tasks differ with respect to the abilities required to perform them successfully. All jobs can be classified according to ability requirements (e.g., multi-limb multi-limb coordination, night vision). The job element method attempts attempts to distinguish between superior and inferior workers on the basis of job-related job -related abilities. Elements describe the range of employee specifications in terms of KSAOs. PTS: 1
REF: 120-128
OBJ: 3
9. The evolution toward rapidly changing jobs and and organizations that demand flexibility of their workers has led some HR practitioners to search for alternatives to traditional job analysis techniques. What What factors are impinging on traditional job analysis? What are competencies? List three important elements of competencies. What role do competencies have in recruitment and selection? ANS: Many factors impinge on traditional job analysis: • • • • • • • • •
unprecedented change in today’s workplace
global competition rapid advances in information technology multitasking changing workforce demographics routine jobs are being done more and more by machines more emphasis on the management of technology workers are required to apply a wider range of skills to an ever-changing series of tasks individuals face 3 – 4 career changes in a lifetime
One approach that HR practitioners are using in a rapidly changing environment is selecting employees through work-related competencies related to successful job performance. Competency-based selection systems take the view that employees must be capable of moving between jobs and carrying out the associated tasks ffor or different positions. KSAOs that distinguish superior performers from others are identified. Competencies are groups of related behaviours that are needed for successful performance in an organization. They include three elements: competencies are the KSAOs that underlie effective or successful job performance; KSAOs must be observable or measurable; and KSAOs must distinguish between superior and other performers. PTS: 1
REF: 150
OBJ: 6
View more...
Comments
