Ch. 4: Job Analysis, Employee Involvement, And Flexible Work Schedules

Front 1

Job analysis

Back 1

The process of obtaining information about jobs by determining the duties, tasks, or activities of jobs; major goal is to help the organziation establish the job-relatedness of its selection and performance requirements

Front 2

Job

Back 2

A group of related activities and duties

Front 3

Position

Back 3

The different duties and responstibilies performed by only one employee

Front 4

Job family

Back 4

A group of individual jobs with similar characterisitics

Front 5

Job specification

Back 5

A statement of the needed knowledge, skills, and abilities of the person who is to perform the job; employers must be able to show that the job specifications used in selecting employees for a particular job relate specifically to the duties of that job

Front 6

Job description

Back 6

A statement of the tasks, duties, and responsibilities of a job to be performed; requirements within provide the criteria for peformance appraisal; contains three parts: job title, job identification, and job duties, and sometime job specifications

Front 7

Methods to gather job information

Back 7

1. Interviews
2. Questionnaires
3. Observation
4. Diaries
Need to make sure that job information is accurate and representative

Front 8

O*NET

Back 8

Dept. of Labor database of occupations with job descriptors and specifications

Front 9

Functional job analysis

Back 9

A quantitative approach to job analysis that utilizes a compiled inventory of the various functions or work activietes that can make up any job and that assumes that each job involves three broad worker functions: data, people, things; percentage figure assigned to each function (total 100%)

Front 10

Position analysis questionnaire (PAQ)

Back 10

A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved ina performing a particular job

Front 11

Critical incident method

Back 11

Job analysis method by which improtant job tasks are identified for job success

Front 12

Task inventory analysis

Back 12

Organization-specific list of tasks and their descriptions used as a basis to identify components of jobs

Front 13

Job title section

Back 13

Provides status, level, indicate duties

Front 14

Job identification section

Back 14

Includes such items as teh dept. location, person to whom jobholder reports, date description was last updated

Front 15

Job duties/essential functions section

Back 15

Arranged in order of importance (weight/value); should stress the responsibilities the duties entail and what they accomplish

Front 16

Job specification section

Back 16

Covers two areas:
1. the skill required to perform the job (education, interpersonal skills, etc.)
2. the physical demands the job places on the employee

Front 17

Problems with job descriptions

Back 17

1. Poorly written
2. Not updated
3. Violate law with specifications
4. Limit the scope of activities on the jobholder

Front 18

Job design

Back 18

An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction

Front 19

4 considerations for job design

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1. Organizational objectives for teh job (tasks, duties)
2. Ergonomic concerns
3. Industrial engineering concerns (tech. efficient)
4. Behavioral concerns

Front 20

Job enrichment

Back 20

Enhancing job by adding more meaningful tasks and duties to make the work more rewarding or satisfying

Front 21

Job characteristics model

Back 21

Job design theory that purport that three psych (meaningfulness, responsibility, knowledge of results)states of a jobholder result in improved work performance, internal motivation, and lower abesteeism and turnover

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5 job dimensions producing the 3 psych states

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1. skill variety
2. task identity
3. task signficance
4. autonomy
5. feedback

Front 23

Employee empowerment

Back 23

Granting employees power to initiate change, thereby encouraging them to take charge of what they do; orgs need to encourage: participation, innovation, access to information, accountability

Front 24

Industrial engineering

Back 24

Field of study concerned with analyzing work methods and establishing time standards

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Ergonomics

Back 25

An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings

Front 26

Employee involvement groups (EIs)

Back 26

Groups of employees who meet to resolve problems or offer suggestions for organizational improvement

Front 27

Employee teams

Back 27

Work functions are structures for groups rather than individuals and team members are given discretion in matters traditionally considered management prerogatives; shared responsibility and accountability

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Virtual teams

Back 28

A team with widely dispersed members linked together through computer and telecommunications technology

Front 29

Compressed workweek

Back 29

The number of days in the workweek is shortened by lengthening the number of hours worked per day

Front 30

Flextime

Back 30

Flexbile working hours that permit employees the option of hoosing daily starting and quitting tiems, provided that they work a set number of horus per day or week

Front 31

Job sharing

Back 31

Two PT employees perform a job that otherwise would be held by one full-time employee

Front 32

Telecommuting

Back 32

Use of personal computers, networks, and other communications to do work in the home