4 Qs

Most job descriptions cover what 7 sections?

1. Job identification 2. Job summary 3. Responsibilities and duties 4. Authority of incumbent 5. Standards of performance 6. Working conditions 7. Job specification

If you want to hire people who are more likely to become engaged employees, what should you look for?

1. Look for people who already have track records of being engaged employees. Past behavior is often the best predictor of future behavior. Look for examples of engagement in other areas of life. For example, seek out candidates with a demonstrated commitment to serve others, such as nurses and veterans, and voluntary first responders. 2. Look for personal characteristics that predict the likelihood someone would be engaged. These traits include adaptability, passion for work, emotional maturity, positive disposition, self-advocacy, and achievement orientation.

In a job description, what information is contained in the "Job Identification" section?

1. The *job title* 2. Job *status under the Fair Labor Standards Act* (The FLSA exempts certain positions from the act's overtime and minimum wage provisions.) 3. *The date* the job description was actually approved. May include: 4. Who approved the description 5. The immediate supervisor's title 6. Job's locations (facility/division and department) 7. Job's grade/level 8. Salary and/or pay grade

Virtually every personnel-related action—interviewing applicants, and training and appraising employees, for instance—requires knowing what two things?

1. What the job entails 2. What human traits one needs to do the job well.

Without their own job analysts or even HR managers, many small business owners face what two hurdles when doing job analyses?

First, most need a more streamlined approach than those provided by job analysis questionnaires. Second is the concern that, in writing their job descriptions, they'll overlook duties that subordinates should be assigned.

With the growing importance of employee engagement, many employers are appointing special employee engagement managers. The accompanying composite job description might include which kinds of duties and responsibilities?

While employee engagement programs may vary from company to company, they share several basic elements. Employee engagement program activities include: 1 improving supervisory skills through training 2. providing appraisal-based employee training plans and training 3. changing HR policies and procedures to coordinate them with the engagement effort's goals 4. improving organizational involvement, communications, and recognition programs.

How do you determine what the job's duties are and should be?

▪ First, you should know what employees on each job are doing now from the job analysis. ▪ Second, there are governmental sources of standardized job description information, including: The U.S. Dept. Of Labor's Dictionary of Occupational Titles ▪ The Standard Occupational Classification (SOC), which classifies all workers into one of 23 major groups of jobs that are subdivided into major groups of jobs and detailed occupations. ▪ Use proprietary online sources ▪ Google the job description you want, to see what others are doing; use LinkedIn

Explain how to use the methods of collecting quantitative job analysis information: The Position Analysis Questionnaire (PAQ)

▪ The Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs. ▪ It contains 194 items, each one belonging to one of five PAQ basic activities: *(1)* having decision-making/ communication/ social responsibilities; *(2)* performing skilled activities; *(3)* being physically active; *(4)* operating vehicles/equipment; and *(5)* processing information ▪ The job analyst decides if each of the 194 items plays a role in the person's job, and to what extent. ▪ The final PAQ "score" shows the job's rating on each of the five basic activities on a 1 (very infrequent use) to 5 (very substantial use) scale. ▪ The *PAQ is particularly useful for assigning jobs to job classes for pay purposes.* With ratings for each job's decision making, skilled activity, physical activity, vehicle/equipment operation, and information-processing characteristics, you *can quantitatively compare jobs relative to one another, and then classify jobs for pay purposes.*

What are three ways to redesign specialized jobs to make them more challenging?

*1. Job enlargement* - assigning workers additional same-level activities. *2. Job rotation* - systematically moving workers from one job to another. *3. Job enrichment* - redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition—and therefore more motivation.

When is it appropriate to use a qualitative method for collecting job analysis information? When it is appropriate to use a quantitative method?

*CHECK ANSWER* It is appropriate to use a qualitative method of collecting job analysis information when your goal is to collect information regarding one job position. It is appropriate to use a qualitative method when your goal is to collect quantifiable data on more than one job position's duties and responsibilities for comparison. It is appropriate to use if you want to quantitatively compare jobs relative to one another, and then classify jobs for pay purposes.

Name some of the various methods for collecting job analysis information.

1. Interviews 2. Questionnaires 3. Observation 4. participant diary/logs 5. Quantitative techniques such as position analysis questionnaires Employers are also increasingly collect information from employees via the Internet.

Explain how to use two of the four methods of collecting qualitative job analysis information: observation and questionnaires.

*DIRECT OBSERVATION* ▪ Is useful when jobs consist mainly of observable physical activities. ▪ Is NOT appropriate when the job entails a lot of mental activity, if the employee only occasionally engages in important activities. ▪ Reactivity—the worker changing what he or she normally does because you are watching—is another problem. ▪ Managers often use direct observation and interviewing together. One approach is to observe the worker on the job during a complete work cycle (the time it takes to complete the job). Here you take notes of all the job activities then ask the person to clarify open points and to explain any unobserved activities they perform. *QUESTIONNAIRES* ▪ May be structured checklists or may simply ask open-ended questions. The best questionnaires fall in between. ▪ A typical job analysis questionnaire might include several open-ended questions as well as structured questions. ▪ Pros: They are a quick and efficient way to obtain information from large groups; it's less costly than interviewing hundreds of workers, ▪ Cons: Developing the questionnaire and testing it can be time consuming. Employees may distort their answers.

*T/F* Several researchers have concluded that job titles had little to no effect on employee moral and performance.

*False* Researchers conducted several studies to determine if job titles affected employee morale and concluded that employees who are involved with retitling their jobs and who have more descriptive job titles tend to be more satisfied and to feel more recognized.

*T/F* Hiring gig workers doesn't mean an employer need descriptions and job specifications.

*False* Hiring gig workers doesn't mean the employer doesn't need job descriptions and job specifications. With respect to job descriptions, the prudent employer will still want to list at least the main duties it expects the worker to do. And job specifications are surely required, because the employer must ensure that the people doing its work at least fit certain minimum requirements.

*T/F* Business process reengineering does NOT usually require redesigning individual jobs.

*False* Reengineering usually requires redesigning individual jobs and may lead to job enlargement, rotation, or enrichment. Business process reengineering means redesigning business processes, usually by combining steps so that small multifunction teams using information technology do the jobs formerly done by a sequence of departments.

Explain how to use two of the four methods of collecting qualitative job analysis information: interviews and participant dairy/logs.

*INTERVIEWS* ▪ Includes individual, group, and supervisor interviews. ▪ May be structured or unstructured. ▪ Things to keep in mind when conducting a job analysis interview: *1. First,* the job analyst and supervisor should work together. Identify workers who know the most about the job, and who might be expected to be the most objective in describing their duties and responsibilities. *2. Second,* establish rapport quickly with the interviewee; know the person's name; speak in easily understood language; briefly review the purpose of the interview; and explain how the person was chosen for the interview. Distortion of information can be a problem. Job analysis often precedes changing a job's pay rate. Employees therefore may exaggerate some responsibilities. *3. Third,* follow a structured guide or checklist that lists questions and provides space for answers. This ensures that you'll identify crucial questions ahead of time, and that all interviewers cover the same ground. Ask, "Was there anything we didn't cover with our questions?" *4. Fourth,* when duties are not performed in a regular manner— when the worker doesn't perform the same job repeatedly— ask the worker to list their duties in order of importance and frequency of occurrence. This will ensure that crucial activities that occur infrequently aren't overlooked. Finally, review and verify the data with the worker and their supervisor *Participant Dairy/Logs* This method involves daily listings made by workers of every activity in which they engage, along with the time each activity takes.

Job ____ are a list of what the job entails, while job ____ identify what kind of people to hire for the job.

*Job descriptions* are a list of what the job entails, while *job specifications* identify what kind of people to hire for the job.

*T/F* While writing the job specifications, managers should not overlook desirable on-the-job behaviors that apply to almost any job but that might not normally surface through a job analysis.

*True* Employee engagement is one such behavior.

*T/F* Most job specifications simply reflect the educated guesses of people like supervisors and human resource managers.

*True* Job specifications are lists of a job's "human requirements," that is, the requisite qualities, traits, skills, education, and background for getting the job done, and so on—another product of a job analysis Most job specifications simply reflect the educated guesses of people like supervisors and human resource managers. The basic procedure here is to ask, "What does it take in terms of education, intelligence, training, and the like to do this job well?"

What types of information are normally collected using the job analysis?

*▪ Work Activities.* Information about the job's actual work activities. This list may also include how, why, and when the worker performs each activity. *▪ Human Behaviors.* Information about human behaviors the job requires. *▪ Machines, Tools, Equipment, and Work Aids.* For instance, tools used, materials processed, and knowledge applied (such as finance or law). *▪ Performance Standards.* Information about the job's performance standards (in terms of quantity or quality levels for each job duty, for instance). *▪ Job Context.* Information about such matters as physical working conditions, work schedule, incentives, and, for instance, the number of people with whom the employee would normally interact. *▪ Human Requirements.* Information such as knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, personality, interests).

What are the basic steps in job analysis?

1. Deciding the use of the job analysis information 2. Reviewing relevant background information including organization charts, analyzing the job 3. Verifying the information 4. Developing job descriptions and job specifications.

Explain what a job-requirements matrix is and what information it lists.

A job-requirements matrix is a more complete description of what the worker does and how and why he or she does it; it clarifies each task's purpose and each duty's required knowledge, skills, abilities, and other characteristics. Used by some employers instead of job descriptions and specifications to summarize what their jobs entail. A typical matrix lists the following information, in five columns: *Column 1:* Each of the job's four or five *Main Job Duties* *Column 2:* The *Task Statements* for the main tasks associated with each main job duty. *Column 3:* The relative *Importance* of each main job duty *Column 4:* The *Time Spent* on each main job duty *Column 5:* The *Knowledge, Skills, Ability, and Other* human characteristics (KSAO) related to each main job duty

Explain the basic reengineering process.

Business process reengineering means redesigning business processes, usually by combining steps so that small multifunction teams using information technology do the jobs formerly done by a sequence of departments. The basic reengineering process is to: 1. Identify a business process to be redesigned 2. Measure the performance of the existing processes 3. Identify opportunities to improve these processes 4. Redesign and implement a new way of doing the work 5. Assign ownership of sets of formerly separate tasks to an individual or a team who uses computers to support the new arrangement.

Explain competency-based job analysis, including what it means and how it's done in practice.

Competency-based job analysis describes the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that job must exhibit to do the job well. The competency model or profile then becomes the guidepost for recruiting, selecting, training, evaluating, and developing employees for each job. Stressing competencies rather than duties also encourages workers to look beyond their own jobs to find ways to improve things. *How to write competency statements:* *1. Identify the job's required competencies.* Identifying competencies is similar to traditional job analysis. For example, you might interview job incumbents and their supervisors and ask open-ended questions regarding job responsibilities and activities. But instead of compiling lists of job duties, your aim is to finish the statement, "In order to perform this job competently, the employee should be able to. . . . " Use your knowledge of the job to answer this, or the worker's or supervisor's insights, or use information from a source such as O*NET, or the Department of Labor's Office of Personnel Management. *2. Write a competency statement* for each competency. Ideally, the competency statement will include three elements: *(a)* the name and a brief description of the competency, *(b)* a description of the observable behaviors that represent proficiency in the competency, and *(3)* proficiency levels.

What do managers use job analysis information for?

Managers use job analysis information in recruitment and selection, compensation, training, and performance appraisal.

Discuss the process of job analysis, including why it is important.

Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. Job analysis produces information for writing job descriptions (a list of what the job entails) and job (or "person") specifications (what kind of people to hire for the job). Job analysis is essential, and the information is produces is the basis for several HR activities that managers engage in almost every day, including: recruitment and selection; EEO compliance; training; performance appraisal; and compensation. Typically, job analysis involves six main steps: ▪ *Step 1:* Identify the information's use. ▪ *Step 2:* Review relevant background information about the job, ▪ *Step 3:* Select a sample to analyze ▪ *Step 4: Analyze the job position ▪ *Step 5: Verify the information ▪ *Step 6:* Develop a job description and job specifications.

Explain how the concept of job is changing and how that effects the job analysis approach.

Many people still think of a "job" as a set of specific duties someone carries out for pay, but the concept of job is changing. Companies today are flattening their hierarchies, squeezing out managers, and leaving the remaining workers with more jobs to do. Changes like these tend to blur where one job starts and another ends. In situations like these, relying on a list of job duties that itemizes specific things you expect the worker to do is often impractical. Many employers are therefore using a newer job analysis approach. Instead of listing the job's duties, they are listing, in competency models (or profiles), the knowledge, skills, and experience someone needs to do the job. Such models or profiles list the competencies employees must be able to exhibit to get their jobs done. The competency model or profile then becomes the guidepost for recruiting, selecting, training, evaluating, and developing employees for each job. The Society for Human Resource Management describes a competency as a "cluster of highly interrelated attributes" that give rise to the behaviors someone would need to perform a given job effectively.

Define talent management, and explain why it is important.

Talent management is the holistic, integrated, and results- and goal-oriented process of planning, recruiting, selecting, developing, managing, and compensating employees. Talent management aims to get the right workers ("talent") on the right jobs at the right time to achieve some specific organizational result. Talent management goes beyond recruiting and hiring the right personnel. It is also committed to continuously managing, developing, and retaining employees. Talent management plays an important role in the business strategy since it manages one of the most important assets to the company - its people. Investing in talent management is important for the following reasons: it helps attract and retain top talent; increases employee and business performance; increases employee motivation and engagement; delivers higher client satisfaction; and provides continuous coverage of critical roles.

Where does talent management start?

Talent management starts with understanding what jobs need to be filled and the human traits and competencies employees need to do those jobs effectively.

What is the main step in creating a job requirements matrix?

The main step in creating a job requirements matrix involves writing the task statements. Each task statement shows what the worker does on each of a job duty's separate job tasks and how the worker does it. A Task Statement is a written item that shows what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task.

The manager who takes a talent management approach tends to do what 4 things?

The manager who takes a talent management approach tends to do the following: 1. Start with the results and asks, "What recruiting, testing, training, or pay action should I take to produce the employee competencies we need to achieve our company's goals?" Talent management starts conducting a job analysis to determine what jobs need to be filled and the human traits and competencies employees need to do those jobs effectively. 2. Treats HR activities such as recruiting and training as holistic and interrelated. 3. Because talent management is holistic and integrated, the manager will endeavor to use the same "profile" of required human skills, knowledge, and behaviors ("competencies") for formulating a job's recruitment plans as for making selection, training, appraisal, and compensation decisions for it. 4. Take steps to coordinate/integrate talent management functions such as recruiting and training, for example, by making sure they are using the same skills profile to recruit as to select, train, and appraise employees for a particular job. Doing so often involves the use of special talent management software.

What is the most important product of job analysis?

The most important product of job analysis is the job description. A job description is a written statement of what the worker actually does, how he or she does it, and what the job's working conditions are. This information is in turn used to write a job specification; this lists the knowledge, abilities, and skills required to perform the job satisfactorily.

For many people, the heart of human resource management specifically involves recruitment, selection, training, appraisal, career planning, and compensation. Managers traditionally view these activities in a stepwise view in the following view: 1. Decide what positions to fill, through job analysis, personnel planning, and forecasting. 2. Build a pool of job applicants, by recruiting internal or external candidates. 3. Obtain application forms and perhaps have initial screening interviews. 4. Use selection tools like tests, interviews, background checks, and physical exams to identify viable candidates. 5. Decide to whom to make an offer. 6. Orient, train, and develop employees so they have the competencies to do their jobs. 7. Appraise employees to assess how they're doing. 8. Compensate employees to maintain their motivation. What is the problem with this stepwise view?

The problem with the stepwise view is twofold. First, *the process usually isn't really stepwise.* Rather than view these eight HR activities as stepwise, it is best to view them holistically—because the steps interactively affect each other and work together. The second problem is that *focusing just on each step may cause the manager to miss the forest for the trees.* It's not just each step but the results you obtain by applying them together that's important. So, second, it's important to remember that each and every step should be focused on having the right people in the right jobs for some specific organizational result. Recognizing all this, the trend today is to *view these eight activities* not stepwise but *as part of a coordinated talent management effort.*

Development Dimensions International conducted a study of 3,800 employees, and identified several personal characteristics that seemed to predict the likelihood someone would be an engaged employee. List these traits.

These traits included: 1. adaptability 2. passion for work 3. emotional maturity 4. positive disposition 5. self-advocacy 6. achievement orientation

*T/F* Early economists enthusiastically described why specialized jobs were more efficient (as in, "practice makes perfect"). Today, most agree that specialized jobs can backfire, for instance by sapping morale.

True

The typical job analysis involves what six main steps?

Typically, job analysis involves six main steps: ▪ *Step 1: Identify the information's use.* This will determine how you collect the information. ▪ *Step 2: Review relevant background information.* Review the organizational chart, process chart, and job job description to determine current duties and demands. ▪ *Step 3: Select a sample* of a job positions to analyze. For example, to analyze an assembler's job, it is probably unnecessary to analyze the jobs of all the firm's 200 assembly workers; instead, a sample of 10 jobs will do. ▪ *Step 4: Analyze the job* using one or more of the following methods: ▪ *Step 5: Verify the information* with the worker and their supervisor to confirm that the information is factually correct and complete, and to help gain the worker's and supervisor's acceptance. ▪ *Step 6: Develop a job description and job specifications.* The job description lists the duties, activities, and responsibilities of the job, and its important features. The job specification summarizes the personal qualities, traits, skills, and background required for getting the job done.

The information produced by the job analysis provides the basis for several HR activities that managers engage in almost every day. What are some of the uses for information from job analysis?

▪*Recruitment and Selection:* The job analysis produces information about what duties the job entails and what human characteristics are required to perform these activities, and thus helps managers decide what sort of people to recruit and hire. ▪*EEO Compliance:* For example, to comply with the Americans with Disabilities Act, employers should know each job's essential job functions—which in turn requires a job analysis. ▪*Training:* The job description lists the job's specific duties and requisite skills—thus pinpointing what training the job requires. ▪*Performance Appraisal:* A performance appraisal compares each employee's actual performance with his or her duties and performance standards. Managers use job analysis to learn what these duties and standards are. ▪*Compensation:* Compensation levels usually depend on the job's required skill and education level, safety hazards, degree of responsibility, and so on—all factors you assess through job analysis.