Compensation & Benefits (4)

Front 1

The process of collecting information that identifies similarities and differences among jobs is ____.

Back 1

job analysis

Front 2

The list of tasks, duties, and responsibilities that make up a job is a ________

Back 2

a job description.

Front 3

Which of the following is not part of the process of creating an internal job structure?

Back 3

Assess the cost of the product or service

Front 4

In the process of creating an internal structure, "assess relative value" is done after ____.

Back 4

determining what to value

Front 5

The first major decision in job analysis is ____.

Back 5

why perform job analysis

Front 6

Which of the following is an ordering of jobs based on their content or relative value?

Back 6

Job structure

Front 7

Job analysis is important for both managers and employees because it is

Back 7

the basis for a work-related rationale for pay differences.

Front 8

A specific statement of what a worker does on a job is a ____.

Back 8

task

Front 9

"Responsibility for ensuring that accurate information is provided to customers" is an example of a ____.

Back 9

task dimension

Front 10

A group of tasks performed by one person is a(n) ____.

Back 10

job

Front 11

A set of identical positions is a(n) ____.

Back 11

job

Front 12

Engineering, sales, maintenance are examples of ___________.

Back 12

job families

Front 13

According to government procedures of the job analysis process, the first interview should be conducted with the ____.

Back 13

incumbent's supervisor

Front 14

The heart of job analysis is _____ data.

Back 14

job content

Front 15

Government job analysis procedures recommend interviewing

Back 15

the typical employee.

Front 16

The verification step of the government job analysis method is always conducted with ____.

Back 16

all interviewees

Front 17

Which of the following would not be included in job identification information in a job analysis?

Back 17

Current pay level

Front 18

Typical data collected for job analysis would include all but which of the following?

Back 18

incumbent performance level

Front 19

Which of the following is not true of task inventories?

Back 19

A task inventory can be used for many different jobs.

Front 20

The Position Analysis Questionnaire analyzes jobs in terms of ____.

Back 20

employee data

Front 21

Which of following job analysis methods can analyze the widest variety of jobs?

Back 21

task inventories

Front 22

The job analysis method that uses information input, work output, job context, and relationships with other persons is ____.

Back 22

PAQ

Front 23

Potential problems with using one method of job analysis to collect information for most HR purposes include all but which of the following?

Back 23

It violates the Americans with Disabilities Act

Front 24

"Essential elements" refers to

Back 24

tasks that cannot be reassigned to other workers.

Front 25

Inclusion of essential elements in job descriptions is required by the

Back 25

Americans With Disabilities Act.

Front 26

ADA has led many employers to ____.

Back 26

modify the format of their job descriptions

Front 27

For which of the following types of HR decisions would the least detailed job information be required?

Back 27

Compensation

Front 28

The most common way to collect job information is ____.

Back 28

ask incumbents to fill out a questionnaire

Front 29

The question, "Give an example of a particularly difficult time at work" is an example of which method of job analysis?

Back 29

Job analysis questionnaire

Front 30

An advantage of conventional job analysis interviews and questionnaires is ____.

Back 30

increased employee understanding of the process

Front 31

Conventional job analysis methods are being replaced by quantitative methods for all but which of the following reasons? Conventional methods are ____.

Back 31

not well-suited to small organizations

Front 32

Job analysis is typically conducted by ____.

Back 32

HR generalists and supervisors

Front 33

One of the best ways to increase employee acceptance for job analysis is to

Back 33

increase the involvement of employees.

Front 34

When job analysis shows managers and employees disagree on parts of a job, what is the best answer?

Back 34

Collect more data

Front 35

One of the best sources for generic job descriptions is _______________.

Back 35

O*NET

Front 36

Traditional job analysis has been associated with _____ organizations.

Back 36

bureaucratic

Front 37

_____ looks at how an organization does its work: activities pursued to accomplish specific objectives for specific customers.

Back 37

Supply chain analysis

Front 38

All of the following statements regarding offshoring are true except _____________

Back 38

Offshoring is limited to low-skill jobs.

Front 39

Which of the following statements regarding reliability of job analyses is not true?

Back 39

Gender and race of analysts affects reliability.

Front 40

If several incumbents, supervisors and peers respond in similar ways to job analysis questionnaires, this suggests the results are ____.

Back 40

valid

Front 41

To be valid, acceptable, and useful, job information must be ____.

Back 41

up to date

Front 42

Job analysis results are judged useful when they are ____.

Back 42

reliable, valid and acceptable

Front 43

"Does the analysis create an accurate perception of the work?" is a question answered by ____.

Back 43

validity

Front 44

All of the following except ___________ are bases for judging job analysis.

Back 44

cost

Front 45

All of the following are likely consequences of inadequate detail in job analysis information except ____.

Back 45

high labor costs

Front 46

Job-based and person-based job analysis methods use similar methods but have different purposes.

Back 46

False

Front 47

Both skills and competencies can be used as the basis for developing an internal structure.

Back 47

True

Front 48

Job evaluation is usually conducted before job analysis.

Back 48

False

Front 49

The first major decision in job analysis is "what information is needed?"

Back 49

False

Front 50

The smallest unit in the job analysis process is the task.

Back 50

True

Front 51

Job analysis procedure recommendations call for performing the first interviews with job incumbents.

Back 51

False

Front 52

"Reviewing existing documents to get a big picture of a job" is the first step in the government job analysis method.

Back 52

True

Front 53

The verification process of job analysis is conducted with both the supervisor and job incumbents.

Back 53

True

Front 54

Typical data collected for a job analysis would not include relationships with suppliers and customers.

Back 54

False

Front 55

The emphasis of job content data is the purpose of each task.

Back 55

True

Front 56

The PAQ measures jobs in terms of seven factors that are specific to each job.

Back 56

False

Front 57

Negotiating (dealing with others in order to reach an agreement on solution, for example labor bargaining, diplomatic relations, etc.) is an example of a task inventory.

Back 57

False

Front 58

Job incumbents can complete the PAQ since the reading level is relatively low.

Back 58

False

Front 59

According to ADA regulations, essential functions refers to the fundamental job duties of the employment position the individual with a disability holds or desires.

Back 59

True

Front 60

The Americans with Disabilities Act has led to a significant increase in the employment rate of people with disabilities.

Back 60

False

Front 61

The level of analysis at which analysis begins affects whether the work is similar or dissimilar.

Back 61

True

Front 62

Capturing a job's essential elements requires less detail than required for compensation decisions.

Back 62

False

Front 63

Employers are more likely to collect task-level job information when jobs are flexible and fast-changing.

Back 63

False

Front 64

Reducing the number of job titles in a pay structure tends to raise morale and reduce turnover.

Back 64

False

Front 65

An increasingly common method of job analysis is quantitative job analysis conducted on a website.

Back 65

True

Front 66

Many organizations develop their own quantitative job analysis questionnaires because this is a better fit than modifying existing questionnaires.

Back 66

False

Front 67

A job analysis should include poor performers as well as high performing employees.

Back 67

True

Front 68

Discrepancies in job analysis information may indicate that more than one job has been lumped under one title.

Back 68

True

Front 69

One of the best solutions to a poorly defined or changing job is including more respondents.

Back 69

True

Front 70

Professional/managerial jobs often have less detailed job descriptions since their jobs have more discretion and latitude.

Back 70

False

Front 71

Managerial/professionals job descriptions focus on tasks rather than accountabilities and scope of the job.

Back 71

False

Front 72

Some organizations analyze work content as part of work flow and supply chain analysis.

Back 72

True

Front 73

Generic job descriptions are frequently used in bureaucratic organizations.

Back 73

False

Front 74

Recent research shows that the same jobs such as computer programmer and first-line supervisor have significantly different ratings of importance and job requirements.

Back 74

False

Front 75

Quantitative job analysis methods increase reliability.

Back 75

True

Front 76

The way to increase validity is to understand and reduce sources of difference.

Back 76

False

Front 77

Reliability examines the convergence of results among sources of data and methods.

Back 77

False

Front 78

Most organizations do not regularly (annual or semi-annual) update their job analyses.

Back 78

True

Front 79

The most important reason for conducting job analysis is work-related information is needed to determine pay and pay differences.

Back 79

True

Front 80

The reliability and validity of quantitative methods of job analysis has significantly reduced the importance of human judgment in job analysis.

Back 80

False

Front 81

Is the underlying purpose of job-based structures different from that of person-based structures? List the purpose of each.

Back 81

No, the underlying purposes for both job-based and person-based structures are the same:

i. to collect and summarize work content information that identifies similarities and differences,

ii. to determine what to value,

iii. to assess the relative value, and

iv. to translate the relative value into an internal structure.

Front 82

List the major decisions in designing a job analysis.

Back 82

The major decisions in designing a job analysis are:

i. Why are we performing job analysis?

ii. What information do we need?

iii. How should we collect it?

iv. Who should be involved?

v. How useful are the results?

Front 83

Do all tasks come under a job family? How is a task linked to a job family?

Back 83

Yes, all tasks are a part of a job family. A group of tasks performed by one person makes up a position. Identical positions make a job, and broadly similar jobs combine into a job family.

Front 84

What are the usual steps in a conventional job analysis procedure? List them in their order of occurrence.

Back 84

The steps in conventional job analysis procedures include:

i. developing preliminary job information,

ii. conducting initial tour of work site,

iii. conducting interviews,

iv. conducting second tour of work site,

v. consolidating job information, and

vi. verifying job description.

Front 85

Define interactions.

Back 85

Interactions are defined as the knowledge and behaviors involved in searching, monitoring, and coordination required to do the work.

Front 86

Write a short note on Americans with Disabilities Act.

Back 86

Americans with Disabilities Act regulations state that "essential functions refers to the fundamental job duties of the employment position the individual with a disability holds or desires." The law does not make any allowances for special pay rates or special benefits for people with disabilities. While the law does not require any particular kind of analysis, many employers have modified the format of their job descriptions to specifically call out the essential elements.

Front 87

Discuss the ways information can be collected.

Back 87

Information can be collected in two ways: conventional methods and quantitative methods.Conventional methods - The most common way to collect job information is to ask the people who are doing a job to fill out a questionnaire. Sometimes an analyst will interview the jobholders and their supervisors to be sure they understand the questions and that the information is correct. Or the analyst may observe the person at work and take notes on what is being done.The advantage of conventional questionnaires and interviews is that the involvement of employees increases their understanding of the process. However, the results are only as good as the people involved. If important aspects of a job are omitted, or if the jobholders themselves either do not realize or are unable to express the importance of certain aspects, the resulting job descriptions will be faulty.The process is open to bias and favoritism and takes a huge amount of time.Quantitative methods - Increasingly, employees are directed to a Web site where they complete a questionnaire online. Such an approach is characterized as quantitative job analysis (QJA). In addition to facilitating statistical analysis of the results, quantitative data collection allows more data to be collected faster.A questionnaire typically asks jobholders to assess each item in terms of whether or not that particular item is part of their job. If it is, they are asked to rate how important it is and the amount of job time spent on it. The responses can be machine-scored, similar to the process for a multiple-choice test, and the results can be used to develop a profile of the job. Questions are grouped around five compensable factors: knowledge, accountability, reasoning, communication, and working conditions.If important aspects of a job are omitted or if the jobholders themselves do not realize the importance of certain aspects, the resulting job descriptions will be faulty. This analysis needs to include good performers to ensure that the work is usefully analyzed.

Front 88

What should the manager do if employees and their supervisors do not agree on what is part of the job?

Back 88

Differences in job data may arise among the jobholders. Some may see the job one way, some another. The best answer is to collect more data. Enough data are required to ensure consistent, accurate, useful, and acceptable results.

Front 89

Write a short note on offshoring and the susceptibility of job analysis to offshoring.

Back 89

Offshoring refers to the movement of jobs to locations beyond a country's borders. Historically, manual, low-skill jobs were most susceptible to offshoring. There are substantial differences in hourly compensation costs across countries for manufacturing workers; this has played an important role in companies' decisions about where to locate production operations. Increasingly, susceptibility to offshoring is no longer limited to low-skill jobs. White-collar jobs are also increasingly at risk. Jobs are most susceptible to outsourcing when inputs and outputs can easily be transmitted electronically, little interaction with other workers is required, little local knowledge is required, and the work can be routinized.

Front 90

How is validity important in judging job analysis?

Back 90

Validity examines the convergence of results among sources of data and methods. It helps answer the question: Does the analysis create an accurate portrait of the work? If several job incumbents, supervisors, and peers respond in similar ways to questionnaires, then it is more likely that the information is valid. However, a sign-off on the results does not guarantee the information's validity. It may mean only that all involved were sick to death of the process and wanted to get rid of the analyst so they could get back to work.