c2

Student: ___________________________________________________________________________
1. When knowledge about jobs and their requirements are collected by a human resource department, this is
called
A. job previewing
B. job analysis
C. job detail
. job research
!. job standards setting

". #or any human resource department to be e$$ective, it must $irst have a clear understanding o$
A. the jobs $ound throughout the organi%ation
B. the si%e o$ the organi%ation
C. the customer base
. the technology involved
!. the legal environment the $irm operates within

&. 'he de$inition o$ a job is
A. a position held by one person
B. whatever work is assigned on a particular day
C. the physical work space occupied
. a group o$ related activities and duties
!. the same as instructions given by the immediate manager

(. 'he de$inition o$ a job is such that a job may be held by
A. no more than one person
B. one or more people so long as they are in di$$erent departments
C. one or more people so long as they are in the same department
. any number o$ people regardless o$ location
!. part)time employees only

*. 'he collection o$ tasks and responsibilities per$ormed by one person is called a
A. job
B. position
C. duty
. chore
!. job summary

+. A business has one supervisor and si, workers- the workers have identical tasks and responsibilities.
'here$ore there e,ists
A. seven jobs
B. si, jobs and one position
C. two jobs and seven positions
. seven jobs and two positions
!. seven jobs and one position

.. /ajor human resource activities that rely on job analysis in$ormation include all the $ollowing e,cept
A. determination o$ training needs
B. job design0redesign
C. $air compensation policies
. setting o$ realistic per$ormance standards
!. maintenance o$ the organi%ation1s physical in$rastructure

2. 3ob analysis allows human resource specialists to
A. determine proper colour schemes $or various departments
B. justi$y their e,istence
C. help protect the organi%ation $rom charges o$ discrimination
. avoid detailed job descriptions
!. avoid legal requirements

4. 'here are 5555555555 phases in the job analysis process
A. "
B. &
C. (
. *
!. +

16. 7hase 1 o$ the job analysis process includes all the $ollowing e,cept
A. preparation $or job analysis
B. collection o$ job analysis in$ormation
C. uses o$ job analysis in$ormation
. $amiliari%ation with the organi%ation and jobs
!. identi$ication o$ jobs to be analy%ed

11. 8n the $irst phase o$ job analysis, one activity a human resource specialist must do is
A. become $amiliar with the organi%ation and its jobs
B. determine sources o$ in$ormation
C. design collection methods
. collect job analysis in$ormation
!. design job descriptions

1". 3ob analysis in$ormation is used $or all the $ollowing e,cept
A. writing job descriptions
B. determining pro$it margins
C. designing per$ormance standards
. job design
!. assessing job speci$ications

1&. 8n identi$ying jobs to be analy%ed, likely targets o$ten include the $ollowing, e,cept
A. jobs that are crucial to organi%ational success
B. jobs that may preclude members o$ equity target groups
C. jobs that are di$$icult to learn or per$orm
. jobs where there is continuous hiring
!. jobs involving computers

1(. 'he 9ancouver #ire epartment was $ound to be in violation o$ the :uman ;ights Act by having a
minimum height requirement $or applicants. 'his could likely have been avoided by
A. simply re)writing the job description
B. avoiding taking the matter to the :uman ;ights Commission
C. a proper job analysis process
. appealing to city o$$icials
!. keeping the requirements secret

1*. 'he collection phase o$ job analysis includes
A. determination o$ the uses o$ job analysis in$ormation
B. identi$ication o$ jobs to be analy%ed
C. determination o$ the source<s= o$ job data
. $amiliari%ation with organi%ational mission
!. design o$ job descriptions and speci$ications

1+. >sing e,isting job descriptions and speci$ications as the source o$ data $or a job analysis is an e,ample o$
which type o$ source o$ job data?
A. human
B. non)human
C. traditional
. speci$ic
!. dynamic

1.. :uman sources o$ organi%ational job data could include all the $ollowing e,cept
A. managers at other similar businesses
B. job incumbents
C. supervisors
. customers
!. subordinates

12. @on)human sources o$ job analysis data could include all the $ollowing e,cept
A. e,isting job descriptions
B. sa$ety manuals
C. internet research
. equipment design blueprints
!. interviews with employees and supervisors

14. 'he purpose o$ job analysis schedules is to
A. properly schedule the job analyst1s time
B. schedule which jobs are to be analy%ed
C. to collect uni$orm in$ormation on the jobs being analy%ed
. analy%e how employee1s time is scheduled
!. replace job schedules with position schedules in the organi%ation

"6. /ost job analysis checklists will attempt to measure all o$ the $ollowing items e,cept
A. duties and responsibilities
B. total wages or salary received
C. per$ormance standards
. working conditions
!. sa$ety ha%ards

"1. Atandardi%ed questionnaires to collect job in$ormation measure the $ollowing
A. compensation levels
B. workstation design
C. absenteeism
. per$ormance standards
!. previous job incumbents

"". 'he technique where incumbents provide e,amples o$ behaviours required to do a job e$$ectively, and the
way to do it is considered a<n=
A. #unctional 3ob Analysis
B. Bccupational 8n$ormation @etwork
C. 7osition Analysis Cuestionnaire
. Critical 8ncident /ethod
!. #leishman1s 3ob Analysis Aystem

"&. Which job analysis method $ocuses on cognitive, psychomotor, physical and sensory abilities and is
relatively new?
A. #unctional 3ob Analysis
B. Bccupational 8n$ormation @etwork
C. 7osition Analysis Cuestionnaire
. Critical 8ncident /ethod
!. #leishman1s 3ob Analysis Aystem

"(. Which job analysis method asks reviewers to determine the degree to which 14( di$$erent task elements are
present in a speci$ic job?
A. #unctional 3ob Analysis
B. Bccupational 8n$ormation @etwork
C. 7osition Analysis Cuestionnaire
. Critical 8ncident /ethod
!. #leishman1s 3ob Analysis Aystem

"*. 8n choosing a data collection method $or job analysis in$ormation, the best way is
A. interviewing
B. observation
C. <mailed= questionnaire
. employee log
!. there is no one best way

"+. 8nterviews are an e$$ective way to collect job in$ormation $or all o$ the $ollowing reasons e,cept
A. interviewers can e,plain unclear questions
B. they are quick and cost e$$ective
C. answers can be clari$ied
. job holders and supervisors provide input
!. the process can provide accuracy

".. Denerally speaking, the use o$ employee logs as a collection method $or job analysis in$ormation would
likely be most use$ul when the goal is to look at
A. job selection procedures
B. training procedures
C. speci$ic tasks and activities
. compensation policies
!. discipline policies

"2. 'he key parts o$ a job description have sections which include
A. human characteristics, working conditions, per$ormance standards, tasks
B. job identity, reporting relationships, salary, holidays
C. job responsibilities, job working conditions, per$ormance standards, compensation
. job summary, reporting relationships, compensation, tasks
!. job identity, job summary, job responsibilities, and job working conditions

"4. 'he job identity section on a job description would typically include the $ollowing e,cept
A. job title
B. job summary
C. job location
. job grade and status
!. whom job reports to

&6. 'he two major job attributes that are used as classi$ication criteria by the National Occupational
Classification <@BC= are
A. skill level and skill type
B. industry and occupational mobility
C. industry and skill type
. education required and level o$ computeri%ation
!. skill level and geographic location

&1. 'he $ederal government created an occupational classi$ication which uses the variables o$ skill level and
types o$ job. 8t is known as
A. B'
B. @BC
C. www.workopolis.com
. 7osition Analysis Cuestionnaire
!. #unctional 3ob Analysis

&". A brie$ concise overview on a job description that tells what a job is, how it is done, and why, is called the
A. job identity
B. job responsibilities and duties
C. job analysis
. job summary
!. job design

&&. 'he working conditions section on a job description could include all o$ the $ollowing e,cept
A. hours o$ work
B. health and sa$ety ha%ards
C. physical environment
. travel requirements
!. salary range

&(. Bne good means o$ checking the accuracy o$ job descriptions is to have them checked by
A. <selected= jobholders
B. the job supervisor<s=
C. an impartial committee $rom outside the job area
. job holders and supervisors
!. other human resource specialists

&*. A job speci$ication describes
A. what a job does
B. where the job $its speci$ically within the organi%ation
C. job demands and human characteristics required by them
. speci$ic job behaviours required by company policies
!. salary and bene$its

&+. A job speci$ication is best illustrated by which o$ the $ollowing
A. Ejob reports to data entry supervisorE
B. Ejob requires adherence to speci$ic company regulationsE
C. Ejob requires li$ting "6kg bags in wet, noisy environmentE
. Ejob deals solely with retail customersE
!. Ejob may involve shi$t workE

&.. A competency is a skill or ability associated with high
A. salary
B. job per$ormance
C. job design
. job description
!. job analysis

&2. A competency model used in job design, can be developed $or all o$ the $ollowing e,cept
A. teams
B. work units
C. speci$ic jobs
. key skills and abilities
!. individuals

&4. esigning proper job per$ormance standards is another application o$
A. job analysis
B. job summary
C. job identity
. job location
!. job speci$ication

(6. 7roper job per$ormance standards can do all the $ollowing, with the likely e,ception o$
A. challenging and motivate employees
B. maintaining high per$ormance levels
C. allowing managers to monitor and control work per$ormance
. reducing morale
!. contributing to employee satis$action

(1. All the $ollowing are $eatures o$ control systems e,cept
A. standards
B. measures
C. discipline
. $eedback
!. correction

(". Without measurable job per$ormance standards
A. per$ormance control systems are relatively worthless
B. management is more e$$ective
C. per$ormance will remain at a constant high level
. morale will increase among the best workers
!. workers can be in a strike position

(&. When actual per$ormance strays $rom the per$ormance standards $or a job, one likely corrective action may
be
A. changes to the standards
B. having another person measure per$ormance
C. dismissal
. changing the job title
!. changing jobs $rom $ull)time to part)time

((. 3ob per$ormance standards may be obtained $rom all the $ollowing e,cept
A. job analysis in$ormation
B. work measurement
C. benchmarking
. e,ternal applicant pool
!. industry standards

(*. Competency based job descriptions are used $or all o$ the $ollowing e,cept
A. per$ormance management
B. compensation
C. e,it interviews
. career development
!. training

(+. 8nternal job analysis in$ormation can produce valid job per$ormance standards under all the below
conditions e,cept
A. when per$ormance is quanti$ied
B. when tasks are comple, and speciali%ed
C. when per$ormance is easily measured
. when per$ormance standards are understood by workers and supervisors
!. when per$ormance requires little interpretation

(.. 8n the last twenty years many jobs have been redesigned, o$ten due to the $ollowing reason<s=
A. global competition
B. global competition and comple, technology
C. increasing worker e,pectations
. global competition, comple, technology, and increasing worker e,pectations
!. increasing worker e,pectations and global competition

(2. All o$ the below are key job design considerations e,cept
A. ergonomic
B. employee
C. $inancial
. environmental
!. organi%ational

(4. Brgani%ational considerations o$ job design include
A. e$$iciency and work $low
B. task variety
C. $eedback
. task identity
!. task signi$icance

*6. Bne o$ the organi%ational considerations involved in job design is
A. variety
B. work $low
C. task signi$icance
. $eedback
!. task identity

*1. !$$iciency is an
A. organi%ational consideration o$ job design
B. ergonomic consideration o$ job design
C. employee consideration o$ job design
. environmental <societal= consideration o$ job design
!. considered the same as task identity $or job analysis purposes

*". 'he physical relationship between the worker and the work is a<n=
A. organi%ational consideration o$ job design
B. ergonomic consideration o$ job design
C. employee consideration o$ job design
. environmental consideration o$ job design
!. $unctional consideration o$ job design

*&. Among the key employee considerations in job design are all the $ollowing e,cept
A. task e$$iciency
B. autonomy
C. task identity
. task variety
!. task signi$icance

*(. !mployee considerations o$ job design do not include
A. work $low
B. task signi$icance
C. autonomy
. variety
!. $eedback

**. 3obs that give workers autonomy tend to increase an employee1s
A. sel$ esteem and job per$ormance
B. salary and vacation allotment
C. seniority level and sel$ esteem
. productivity and apathy
!. dissatis$action and complaints

*+. 'ask identity is an
A. ergonomic consideration o$ job design
B. organi%ational consideration o$ job design
C. employee consideration o$ job design
. environmental <societal= consideration o$ job design
!. both an ergonomic and an environmental consideration o$ job design

*.. 'o increase the quality o$ work li$e in speciali%ed jobs, :; departments will implement
A. job rotation, job enlargement or job enrichment programs
B. job enlargement, autonomy and job rotation programs
C. $eedback, variety and task identity
. ergonomic studies, job rotation and work teams
!. job enrichment, work teams and employee suggestions programs

*2. 'ask signi$icance is an
A. organi%ational consideration o$ job design
B. ergonomic consideration o$ job design
C. employee consideration o$ job design
. environmental consideration o$ job design
!. legal consideration o$ job design

*4. 3ob rotation is a<n=
A. organi%ational consideration o$ job design
B. environmental consideration o$ job design
C. employee consideration o$ job design
. ergonomic consideration o$ job design
!. job rotation is not a job design consideration

+6. /oving employees between di$$erent jobs is called
A. job enrichment
B. job enlargement
C. job design
. job rotation
!. team building

+1. When jobs are e,panded by increasing the number o$ related tasks an employee does, this is an e,ample o$
A. job rotation
B. job enrichment
C. job analysis
. job speci$ications
!. job enlargement

+". When job design increases a worker1s responsibility and control over a job, this is an e,ample o$
A. job enlargement
B. job enrichment
C. team work
. job analysis
!. job per$ormance standards

+&. !nvironmental considerations o$ job design include
A. job enrichment
B. social e,pectations
C. work $low
. $eedback
!. ergonomic controls

+(. Work practices are an
A. employee consideration o$ job design
B. ergonomic consideration o$ job design
C. organi%ational consideration o$ job design
. environmental <societal= consideration o$ job design
!. legal consideration o$ job design

+*. 'he te,t suggests that accurate and timely job descriptions are becoming increasingly di$$icult to produce
$or a variety o$ reasons including all the $ollowing e,cept
A. global competition
B. changing worker pro$ile
C. $ast technological obsolescence
. rapid increase in knowledge requirements
!. lack o$ task identity, variety, and signi$icance

++. When job analysts $ocus on developing broader skills rather than per$orming speci$ic duties they are using
a
A. reactive system
B. competency matri,
C. job redesign port$olio
. structured systematic appraisal
!. total organi%ation systems approach

+.. 8$ an organi%ation does not have a human resource department, most employee)related matters are handled
by individual managers.
'rue #alse

+2. Denerally, job design is among one o$ the least important $actors in organi%ational productivity.
'rue #alse

+4. 3obs usually consist o$ groupings o$ unrelated tasks.
'rue #alse

.6. 8$ more than one person holds a particular job it is called a position.
'rue #alse

.1. 3ob analysis is important $or such human resource activities as determining job requirements, training needs
and compensation policies.
'rue #alse

.". 3ob redesign is a major organi%ational activity that relies on job analysis in$ormation.
'rue #alse

.&. 8denti$ication o$ realistic and challenging per$ormance standards is one o$ the $ew human resource activities
that does not rely on job analysis in$ormation.
'rue #alse

.(. 3ob analysis has $ive major consecutive phasesF preparation, collection o$ data, employee selection,
employee orientation, and use o$ collected data.
'rue #alse

.*. Bne key activity in phase 1 o$ the job analysis process is $amiliari%ation with the organi%ation1s structure,
strategy, and desired outcomes.
'rue #alse

.+. 8denti$ication o$ jobs to be analy%ed is the third key activity o$ phase 1 o$ job analysis.
'rue #alse

... Gikely targets o$ job analysis could be jobs that continuously hire, jobs that are di$$icult, or jobs that are
critical to the organi%ation.
'rue #alse

.2. Bne target o$ job analysis should be jobs that appear to preclude certain classes o$ people, such as women or
visible minorities.
'rue #alse

.4. 'he use o$ inappropriate job requirements causes organi%ations to break criminal laws.
'rue #alse

26. 7hase " o$ the job analysis process is the collection o$ all relevant in$ormation.
'rue #alse

21. 7hase " o$ the job analysis process contains three interrelated activities.
'rue #alse

2". 'wo o$ the key activities in phase " o$ the job analysis process areF determination o$ job data sources and
choice o$ method $or data collection.
'rue #alse

2&. 'wo o$ the key activities in phase " o$ the job analysis process areF identi$ication o$ jobs to be analy%ed and
data collection instrument design.
'rue #alse

2(. Bbtaining job data can include only one human and non)human source.
'rue #alse

2*. 'he basic source o$ in$ormation about a job is the job incumbent.
'rue #alse

2+. A job analysis schedule is used by job analysts to schedule their work.
'rue #alse

2.. >sing the same questionnaire on similar jobs tends to produce less use$ul job analysis data.
'rue #alse

22. >sing the same questionnaire across similar jobs prevents analysts $rom obtaining in$ormation that re$lects
the di$$erences between the jobs.
'rue #alse

24. /ost job analysis questionnaires attempt to measure, among other things, duties, working conditions and
per$ormance standards.
'rue #alse

46. /ost job analysis questionnaires attempt to measure a variety o$ job characteristics but do not attempt to
measure current job per$ormance standards.
'rue #alse

41. 'he human characteristics required by the job holder is a key piece o$ in$ormation measured by job
analysts.
'rue #alse

4". 'he #unctional 3ob Analysis and the 7osition Analysis Cuestionnaire are two o$ the most popular job
analysis tools.
'rue #alse

4&. 3ob analysis data collection methods can include interviews, questionnaires, and observation.
'rue #alse

4(. 'he best method to collect job analysis in$ormation is by utili%ing the Critical 8ncident /ethod <C8/=.
'rue #alse

4*. !mployee logs can be a poor method o$ data collection $or job analysis.
'rue #alse

4+. Bbservation as a job analysis data collection tool tends to be the consistently most accurate means o$
in$ormation gathering.
'rue #alse

4.. As a means o$ collecting job analysis in$ormation, employee logs are popular with both managers and
workers, are quick and ine,pensive to do, and maintain a high level o$ accuracy over time.
'rue #alse

42. >ses o$ job analysis in$ormation include job descriptions, job speci$ications, and job per$ormance
standards.
'rue #alse

44. 3ob identity, job summary, and job duties are all parts o$ a job description.
'rue #alse

166. 3ob descriptions are also known as job summaries.
'rue #alse

161. Actual working conditions are not a part o$ a job description.
'rue #alse

16". A job description de$ines what a job does- a job speci$ication describes what the job demands on
employees are.
'rue #alse

16&. 'here is no such thing as a needless job speci$ication as all job requirements service a valid purpose.
'rue #alse

16(. Competency)based job descriptions are designed to identi$y characteristics that are associated with
superior job per$ormance.
'rue #alse

16*. When identi$ying job required competencies, job analysts include skills and knowledge, but not
behaviours.
'rue #alse

16+. A competency model lists the competencies required $or success$ul completion o$ a particular project.
'rue #alse

16.. !$$ective job per$ormance standards can contribute directly to employee satis$action.
'rue #alse

162. Challenging employees to Edo a good jobE is an e,ample o$ setting an e$$ective per$ormance standard.
'rue #alse

164. 3ob standards can be set $rom job analysis in$ormation when job $eatures include per$ormance that is
quanti$ied and that is easily measurable.
'rue #alse

116. 3ob design is one use o$ job analysis in$ormation, but job redesign is not.
'rue #alse

111. 7roper job design can result in increased commitment, motivation, satis$action and per$ormance on behal$
o$ employees.
'rue #alse

11". Brgani%ational, ergonomic, environmental and employee considerations are all critical elements in
designing jobs.
'rue #alse

11&. !$$iciency, work$low and ergonomics are all organi%ational considerations o$ job design.
'rue #alse

11(. !rgonomic considerations are important to not only job design but also sa$ety in the workplace.
'rue #alse

11*. 3obs must be designed to help employees achieve better work li$e balance.
'rue #alse

11+. !mployee considerations in job design includeF ergonomics, autonomy and job variety.
'rue #alse

11.. 'he intent o$ involving employees in teams is to provide more autonomy, $eedback and compensation.
'rue #alse

112. !nvironmental elements o$ job design include work$orce availability and social e,pectations, but not actual
work practices.
'rue #alse

114. When :; departments conduct systematic studies o$ jobs to discover speci$ications and skill requirements
they are conducting 5555555555 5555555555555.
5555555555555555555555555555555555555555

1"6. A 5555555555 consists o$ a group o$ related activities and duties.
5555555555555555555555555555555555555555

1"1. A 5555555555555 is a collection o$ tasks and responsibilities per$ormed by an individual.
5555555555555555555555555555555555555555

1"". A position is di$$erent than a job in that it can only be held by 5555555555 55555555555.
5555555555555555555555555555555555555555

1"&. Both large and small businesses can bene$it $rom a proper 5555555555 analysis.
5555555555555555555555555555555555555555

1"(. 'he $irst step in the preparation $or job analysis is a $amiliari%ation with the 5555555555 and its jobs.
5555555555555555555555555555555555555555

1"*. etermination o$ jobs to be analy%ed is a key activity in the <name= 5555555555 phase o$ job analysis.
5555555555555555555555555555555555555555

1"+. 8nappropriate job requirements can lead to discrimination and violations o$ the 555555555 55555555
5555555555.
5555555555555555555555555555555555555555

1".. 7hase " o$ job analysis involves the 5555555555 o$ job analysis in$ormation.
5555555555555555555555555555555555555555

1"2. When determining $rom where to collect job data, both human and 5555555555 sources can be
considered.
5555555555555555555555555555555555555555

1"4. 3ob analysis data collection questionnaires are sometimes called checklists or 5555555555 schedules.
5555555555555555555555555555555555555555

1&6. 3ob analysts use similar questionnaires $or similar jobs because they want answers to re$lect di$$erences in
the 5555555555 rather than di$$erences in the 5555555555 asked.
5555555555555555555555555555555555555555

1&1. 3ob analysis seeks in$ormation about job standards, which are used to evaluate 5555555555 standards.
5555555555555555555555555555555555555555

1&". #unctional 3ob Analysis and 7ositional Analysis Cuestionnaire are two standardi%ed $orms currently
available $or 5555555555.
5555555555555555555555555555555555555555

1&&. Bne means o$ collecting job analysis data that is relatively unpopular, tends to be inaccurate, and is costly
is the 5555555555 5555555555.
5555555555555555555555555555555555555555

1&(. 3ob analysis in$ormation is used to develop job descriptions, job speci$ications and job per$ormance
5555555555.
5555555555555555555555555555555555555555

1&*. 'he document that describes the duties, reporting structure, and working conditions o$ a speci$ic job is
called a 5555555555 555555555555.
5555555555555555555555555555555555555555

1&+. A well)developed 5555555555 5555555555 helps an organi%ation de$ine clearly the required duties and
responsibilities associated with a position.
5555555555555555555555555555555555555555

1&.. 8n a job description, hours o$ work, travel requirements and sa$ety and health ha%ards are re$erred to in the
555555555555 55555555555555 section.
5555555555555555555555555555555555555555

1&2. While a job description de$ines what a job does, a 5555555555 555555555 describes what a job demands
o$ employees.
5555555555555555555555555555555555555555

1&4. A 5555555555 is a knowledge, skill, ability or characteristic associated with superior job per$ormance.
5555555555555555555555555555555555555555

1(6. 3ob competencies can be only identi$ied a$ter care$ul analysis o$ the work o$ 5555555555 5555555555555
employees.
5555555555555555555555555555555555555555

1(1. 5555555555 5555555555555 are both objectives $or employee e$$orts, and criteria against which job
success is measured.
5555555555555555555555555555555555555555

1(". All control systems have $our $eaturesF 5555555555, measures, correction, and $eedback.
5555555555555555555555555555555555555555

1(&. 7roductivity and quality o$ work li$e is tied to job 5555555555.
5555555555555555555555555555555555555555

1((. 'he $our critical elements o$ job design are employee, organi%ational, 5555555555, and ergonomic
considerations.
5555555555555555555555555555555555555555

1(*. Work $low is one o$ the 5555555555 considerations o$ work design.
5555555555555555555555555555555555555555

1(+. 5555555555 considerations deal with the physical relationship between workers and their work.
5555555555555555555555555555555555555555

1(.. When an employee $eels responsible $or what they do in their job, they have achieved a level o$
555555555555.
5555555555555555555555555555555555555555

1(2. When workers $eel little pride in the results o$ their job or have little sense o$ responsibility $or an entire
piece o$ work, they are likely in jobs that lack any 5555555555 555555555.
5555555555555555555555555555555555555555

1(4. While job speciali%ation tends to increase productivity, e,treme speciali%ation usually causes employee
dissatis$action and 5555555555 tends to decrease.
5555555555555555555555555555555555555555

1*6. While job 5555555555555 adds planning and control responsibilities, job 5555555555 adds more tasks.
5555555555555555555555555555555555555555

1*1. 5555555555 55555555555 are categories o$ jobs that are closely related by similar duties, responsibilities,
skills, or job elements.
5555555555555555555555555555555555555555

1*". !nvironmental elements when considering job design include work$orce availability, work practices, and
5555555555 555555555555555.
5555555555555555555555555555555555555555

1*&. What purpose does job analysis in$ormation serve $or human resource departments?




1*(. escribe each o$ the key components o$ a job description.




1**. What is the purpose o$ job descriptions, job speci$ications, and job per$ormance standards?




1*+. escribe the various methods o$ collecting job analysis in$ormation. What are the strengths and
weaknesses o$ each method?




1*.. escribe the job speci$ications Competency /odel and discuss its uses within an organi%ation.




1*2. Competency based job descriptions can be used $or many purposes within an organi%ation. iscuss their
uses.




1*4. 8denti$y the di$$erent methods $or establishing job per$ormance standards when job analysis in$ormation is
inadequate.




1+6. !,plain the three techniques $or categori%ing similar jobs into $amilies.




1+1. Consider the job o$ a university pro$essor.
What methods will you use to collect in$ormation on the job?
What are the key dimensions o$ per$ormance that such a study will produce?




1+". iscuss the major challenges a$$ecting job design.




1+&. What problems might arise in a company that designed jobs $or the purpose o$ ma,imi%ing e$$iciency
without thoroughly considering individual employee needs?




1+(. What are the advantages and disadvantages o$ highly speciali%ed jobs?




c" Hey

1. (p. 57) When knowledge about jobs and their requirements are collected by a human resource department, this
is called
A. job previewing
B. job analysis
C. job detail
. job research
!. job standards setting

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !

". (p. 57) #or any human resource department to be e$$ective, it must $irst have a clear understanding o$
A. the jobs $ound throughout the organi%ation
B. the si%e o$ the organi%ation
C. the customer base
. the technology involved
!. the legal environment the $irm operates within

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' '

&. (p. 57) 'he de$inition o$ a job is
A. a position held by one person
B. whatever work is assigned on a particular day
C. the physical work space occupied
D. a group o$ related activities and duties
!. the same as instructions given by the immediate manager

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' *

(. (p. 57) 'he de$inition o$ a job is such that a job may be held by
A. no more than one person
B. one or more people so long as they are in di$$erent departments
C. one or more people so long as they are in the same department
D. any number o$ people regardless o$ location
!. part)time employees only

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' +

*. (p. 57) 'he collection o$ tasks and responsibilities per$ormed by one person is called a
A. job
B. position
C. duty
. chore
!. job summary

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 5

+. (p. 57) A business has one supervisor and si, workers- the workers have identical tasks and responsibilities.
'here$ore there e,ists
A. seven jobs
B. si, jobs and one position
C. two jobs and seven positions
. seven jobs and two positions
!. seven jobs and one position

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' ,

.. (p. 5- (.i/ '.!)) /ajor human resource activities that rely on job analysis in$ormation include all the $ollowing
e,cept
A. determination o$ training needs
B. job design0redesign
C. $air compensation policies
. setting o$ realistic per$ormance standards
E. maintenance o$ the organi%ation1s physical in$rastructure

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 7

2. (p. 5- (fi/ '$!)) 3ob analysis allows human resource specialists to
A. determine proper colour schemes $or various departments
B. justi$y their e,istence
C. help protect the organi%ation $rom charges o$ discrimination
. avoid detailed job descriptions
!. avoid legal requirements

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' -

4. (p. 5-) 'here are 5555555555 phases in the job analysis process
A. "
B. &
C. (
. *
!. +

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 0

16. (p. 50$,&) 7hase 1 o$ the job analysis process includes all the $ollowing e,cept
A. preparation $or job analysis
B. collection o$ job analysis in$ormation
C. uses o$ job analysis in$ormation
. $amiliari%ation with the organi%ation and jobs
!. identi$ication o$ jobs to be analy%ed

Difficulty: 1a%d
Objective: '
Sc"#ind $ C"apte% &' !&

11. (p. 50) 8n the $irst phase o$ job analysis, one activity a human resource specialist must do is
A. become $amiliar with the organi%ation and its jobs
B. determine sources o$ in$ormation
C. design collection methods
. collect job analysis in$ormation
!. design job descriptions

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' !!

1". (p. 5- (fi/ '$')) 3ob analysis in$ormation is used $or all the $ollowing e,cept
A. writing job descriptions
B. determining pro$it margins
C. designing per$ormance standards
. job design
!. assessing job speci$ications

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !'

1&. (p. 50) 8n identi$ying jobs to be analy%ed, likely targets o$ten include the $ollowing, e,cept
A. jobs that are crucial to organi%ational success
B. jobs that may preclude members o$ equity target groups
C. jobs that are di$$icult to learn or per$orm
. jobs where there is continuous hiring
E. jobs involving computers

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !*

1(. (p. ,&) 'he 9ancouver #ire epartment was $ound to be in violation o$ the :uman ;ights Act by having a
minimum height requirement $or applicants. 'his could likely have been avoided by
A. simply re)writing the job description
B. avoiding taking the matter to the :uman ;ights Commission
C. a proper job analysis process
. appealing to city o$$icials
!. keeping the requirements secret

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' !+

1*. (p. ,&) 'he collection phase o$ job analysis includes
A. determination o$ the uses o$ job analysis in$ormation
B. identi$ication o$ jobs to be analy%ed
C. determination o$ the source<s= o$ job data
. $amiliari%ation with organi%ational mission
!. design o$ job descriptions and speci$ications

Difficulty: 1a%d
Objective: '
Sc"#ind $ C"apte% &' !5

1+. (p. ,&) >sing e,isting job descriptions and speci$ications as the source o$ data $or a job analysis is an e,ample
o$ which type o$ source o$ job data?
A. human
B. non)human
C. traditional
. speci$ic
!. dynamic

Difficulty: 1a%d
Objective: '
Sc"#ind $ C"apte% &' !,

1.. (p. ,&) :uman sources o$ organi%ational job data could include all the $ollowing e,cept
A. managers at other similar businesses
B. job incumbents
C. supervisors
. customers
!. subordinates

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' !7

12. (p. ,& .i/ '$*) @on)human sources o$ job analysis data could include all the $ollowing e,cept
A. e,isting job descriptions
B. sa$ety manuals
C. internet research
. equipment design blueprints
E. interviews with employees and supervisors

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' !-

14. (p. ,!) 'he purpose o$ job analysis schedules is to
A. properly schedule the job analyst1s time
B. schedule which jobs are to be analy%ed
C. to collect uni$orm in$ormation on the jobs being analy%ed
. analy%e how employee1s time is scheduled
$(!. replace job schedules with position schedules in the organi%ation

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' !0

"6. (p. ,!2,+) /ost job analysis checklists will attempt to measure all o$ the $ollowing items e,cept
A. duties and responsibilities
B. total wages or salary received
C. per$ormance standards
. working conditions
!. sa$ety ha%ards

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' '&

"1. (p. ,!) Atandardi%ed questionnaires to collect job in$ormation measure the $ollowing
A. compensation levels
B. workstation design
C. absenteeism
D. per$ormance standards
!. previous job incumbents

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' '!

"". (p. ,+) 'he technique where incumbents provide e,amples o$ behaviours required to do a job e$$ectively, and
the way to do it is considered a<n=
A. #unctional 3ob Analysis
B. Bccupational 8n$ormation @etwork
C. 7osition Analysis Cuestionnaire
D. Critical 8ncident /ethod
!. #leishman1s 3ob Analysis Aystem

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' ''

"&. (p. ,+) Which job analysis method $ocuses on cognitive, psychomotor, physical and sensory abilities and is
relatively new?
A. #unctional 3ob Analysis
B. Bccupational 8n$ormation @etwork
C. 7osition Analysis Cuestionnaire
. Critical 8ncident /ethod
E. #leishman1s 3ob Analysis Aystem

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' '*

"(. (p. ,+) Which job analysis method asks reviewers to determine the degree to which 14( di$$erent task elements
are present in a speci$ic job?
A. #unctional 3ob Analysis
B. Bccupational 8n$ormation @etwork
C. 7osition Analysis Cuestionnaire
. Critical 8ncident /ethod
!. #leishman1s 3ob Analysis Aystem

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' '+

"*. (p. ,+) 8n choosing a data collection method $or job analysis in$ormation, the best way is
A. interviewing
B. observation
C. <mailed= questionnaire
. employee log
E. there is no one best way

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' '5

"+. (p. ,+$,5) 8nterviews are an e$$ective way to collect job in$ormation $or all o$ the $ollowing reasons e,cept
A. interviewers can e,plain unclear questions
B. they are quick and cost e$$ective
C. answers can be clari$ied
. job holders and supervisors provide input
!. the process can provide accuracy

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' ',

".. (p. ,5) Denerally speaking, the use o$ employee logs as a collection method $or job analysis in$ormation would
likely be most use$ul when the goal is to look at
A. job selection procedures
B. training procedures
C. speci$ic tasks and activities
. compensation policies
!. discipline policies

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' '7

"2. (p. ,7) 'he key parts o$ a job description have sections which include
A. human characteristics, working conditions, per$ormance standards, tasks
B. job identity, reporting relationships, salary, holidays
C. job responsibilities, job working conditions, per$ormance standards, compensation
. job summary, reporting relationships, compensation, tasks
E. job identity, job summary, job responsibilities, and job working conditions

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' '-

"4. (p. ,7) 'he job identity section on a job description would typically include the $ollowing e,cept
A. job title
B. job summary
C. job location
. job grade and status
!. whom job reports to

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' '0

&6. (p. ,7 (fi/ '$7)) 'he two major job attributes that are used as classi$ication criteria by the National Occupational
Classification <@BC= are
A. skill level and skill type
B. industry and occupational mobility
C. industry and skill type
. education required and level o$ computeri%ation
!. skill level and geographic location

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' *&

&1. (p. ,7) 'he $ederal government created an occupational classi$ication which uses the variables o$ skill level
and types o$ job. 8t is known as
A. B'
B. @BC
C. www.workopolis.com
. 7osition Analysis Cuestionnaire
!. #unctional 3ob Analysis

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' *!

&". (p. ,7) A brie$ concise overview on a job description that tells what a job is, how it is done, and why, is called
the
A. job identity
B. job responsibilities and duties
C. job analysis
D. job summary
!. job design

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' *'

&&. (p. ,-) 'he working conditions section on a job description could include all o$ the $ollowing e,cept
A. hours o$ work
B. health and sa$ety ha%ards
C. physical environment
. travel requirements
E. salary range

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' **

&(. (p. ,-) Bne good means o$ checking the accuracy o$ job descriptions is to have them checked by
A. <selected= jobholders
B. the job supervisor<s=
C. an impartial committee $rom outside the job area
D. job holders and supervisors
!. other human resource specialists

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' *+

&*. (p. ,0) A job speci$ication describes
A. what a job does
B. where the job $its speci$ically within the organi%ation
C. job demands and human characteristics required by them
. speci$ic job behaviours required by company policies
!. salary and bene$its

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' *5

&+. (p. ,0) A job speci$ication is best illustrated by which o$ the $ollowing
A. Ejob reports to data entry supervisorE
B. Ejob requires adherence to speci$ic company regulationsE
C. Ejob requires li$ting "6kg bags in wet, noisy environmentE
. Ejob deals solely with retail customersE
!. Ejob may involve shi$t workE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' *,

&.. (p. 7!) A competency is a skill or ability associated with high
A. salary
B. job per$ormance
C. job design
. job description
!. job analysis

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' *7

&2. (p. 7') A competency model used in job design, can be developed $or all o$ the $ollowing e,cept
A. teams
B. work units
C. speci$ic jobs
D. key skills and abilities
!. individuals

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' *-

&4. (p. 7') esigning proper job per$ormance standards is another application o$
A. job analysis
B. job summary
C. job identity
. job location
!. job speci$ication

Difficulty: (ediu)
Objective: +
Sc"#ind $ C"apte% &' *0

(6. (p. 7') 7roper job per$ormance standards can do all the $ollowing, with the likely e,ception o$
A. challenging and motivate employees
B. maintaining high per$ormance levels
C. allowing managers to monitor and control work per$ormance
D. reducing morale
!. contributing to employee satis$action

Difficulty: Easy
Objective: +
Sc"#ind $ C"apte% &' +&

(1. (p. 7') All the $ollowing are $eatures o$ control systems e,cept
A. standards
B. measures
C. discipline
. $eedback
!. correction

Difficulty: (ediu)
Objective: +
Sc"#ind $ C"apte% &' +!

(". (p. 7') Without measurable job per$ormance standards
A. per$ormance control systems are relatively worthless
B. management is more e$$ective
C. per$ormance will remain at a constant high level
. morale will increase among the best workers
!. workers can be in a strike position

Difficulty: Easy
Objective: +
Sc"#ind $ C"apte% &' +'

(&. (p. 7') When actual per$ormance strays $rom the per$ormance standards $or a job, one likely corrective action
may be
A. changes to the standards
B. having another person measure per$ormance
C. dismissal
. changing the job title
!. changing jobs $rom $ull)time to part)time

Difficulty: Easy
Objective: +
Sc"#ind $ C"apte% &' +*

((. (p. 7'$7*) 3ob per$ormance standards may be obtained $rom all the $ollowing e,cept
A. job analysis in$ormation
B. work measurement
C. benchmarking
D. e,ternal applicant pool
!. industry standards

Difficulty: (ediu)
Objective: +
Sc"#ind $ C"apte% &' ++

(*. (p. 7!) Competency based job descriptions are used $or all o$ the $ollowing e,cept
A. per$ormance management
B. compensation
C. e,it interviews
. career development
!. training

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' +5

(+. (p. 7*) 8nternal job analysis in$ormation can produce valid job per$ormance standards under all the below
conditions e,cept
A. when per$ormance is quanti$ied
B. when tasks are comple, and speciali%ed
C. when per$ormance is easily measured
. when per$ormance standards are understood by workers and supervisors
!. when per$ormance requires little interpretation

Difficulty: 1a%d
Objective: +
Sc"#ind $ C"apte% &' +,

(.. (p. 7+) 8n the last twenty years many jobs have been redesigned, o$ten due to the $ollowing reason<s=
A. global competition
B. global competition and comple, technology
C. increasing worker e,pectations
D. global competition, comple, technology, and increasing worker e,pectations
!. increasing worker e,pectations and global competition

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' +7

(2. (p. 7+) All o$ the below are key job design considerations e,cept
A. ergonomic
B. employee
C. $inancial
. environmental
!. organi%ational

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' +-

(4. (p. 75) Brgani%ational considerations o$ job design include
A. e$$iciency and work $low
B. task variety
C. $eedback
. task identity
!. task signi$icance

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' +0

*6. (p. 75) Bne o$ the organi%ational considerations involved in job design is
A. variety
B. work $low
C. task signi$icance
. $eedback
!. task identity

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 5&

*1. (p. 75) !$$iciency is an
A. organi%ational consideration o$ job design
B. ergonomic consideration o$ job design
C. employee consideration o$ job design
. environmental <societal= consideration o$ job design
!. considered the same as task identity $or job analysis purposes

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 5!

*". (p. 7,) 'he physical relationship between the worker and the work is a<n=
A. organi%ational consideration o$ job design
B. ergonomic consideration o$ job design
C. employee consideration o$ job design
. environmental consideration o$ job design
!. $unctional consideration o$ job design

Difficulty: 1a%d
Objective: 5
Sc"#ind $ C"apte% &' 5'

*&. (p. 77$7-) Among the key employee considerations in job design are all the $ollowing e,cept
A. task e$$iciency
B. autonomy
C. task identity
. task variety
!. task signi$icance

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' 5*

*(. (p. 77$7-) !mployee considerations o$ job design do not include
A. work $low
B. task signi$icance
C. autonomy
. variety
!. $eedback

Difficulty: 1a%d
Objective: 5
Sc"#ind $ C"apte% &' 5+

**. (p. 77) 3obs that give workers autonomy tend to increase an employee1s
A. sel$ esteem and job per$ormance
B. salary and vacation allotment
C. seniority level and sel$ esteem
. productivity and apathy
!. dissatis$action and complaints

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 55

*+. (p. 7-) 'ask identity is an
A. ergonomic consideration o$ job design
B. organi%ational consideration o$ job design
C. employee consideration o$ job design
. environmental <societal= consideration o$ job design
!. both an ergonomic and an environmental consideration o$ job design

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 5,

*.. (p. 7-) 'o increase the quality o$ work li$e in speciali%ed jobs, :; departments will implement
A. job rotation, job enlargement or job enrichment programs
B. job enlargement, autonomy and job rotation programs
C. $eedback, variety and task identity
. ergonomic studies, job rotation and work teams
!. job enrichment, work teams and employee suggestions programs

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 57

*2. (p. 7-) 'ask signi$icance is an
A. organi%ational consideration o$ job design
B. ergonomic consideration o$ job design
C. employee consideration o$ job design
. environmental consideration o$ job design
!. legal consideration o$ job design

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 5-

*4. (p. 7-) 3ob rotation is a<n=
A. organi%ational consideration o$ job design
B. environmental consideration o$ job design
C. employee consideration o$ job design
. ergonomic consideration o$ job design
!. job rotation is not a job design consideration

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' 50

+6. (p. 7-) /oving employees between di$$erent jobs is called
A. job enrichment
B. job enlargement
C. job design
D. job rotation
!. team building

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' ,&

+1. (p. 70) When jobs are e,panded by increasing the number o$ related tasks an employee does, this is an
e,ample o$
A. job rotation
B. job enrichment
C. job analysis
. job speci$ications
E. job enlargement

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' ,!

+". (p. 70) When job design increases a worker1s responsibility and control over a job, this is an e,ample o$
A. job enlargement
B. job enrichment
C. team work
. job analysis
!. job per$ormance standards

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' ,'

+&. (p. -&) !nvironmental considerations o$ job design include
A. job enrichment
B. social e,pectations
C. work $low
. $eedback
!. ergonomic controls

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' ,*

+(. (p. -&) Work practices are an
A. employee consideration o$ job design
B. ergonomic consideration o$ job design
C. organi%ational consideration o$ job design
D. environmental <societal= consideration o$ job design
!. legal consideration o$ job design

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' ,+

+*. (p. -!) 'he te,t suggests that accurate and timely job descriptions are becoming increasingly di$$icult to
produce $or a variety o$ reasons including all the $ollowing e,cept
A. global competition
B. changing worker pro$ile
C. $ast technological obsolescence
. rapid increase in knowledge requirements
E. lack o$ task identity, variety, and signi$icance

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' ,5

++. (p. -') When job analysts $ocus on developing broader skills rather than per$orming speci$ic duties they are
using a
A. reactive system
B. competency matri,
C. job redesign port$olio
. structured systematic appraisal
!. total organi%ation systems approach

Difficulty: 1a%d
Objective: 5
Sc"#ind $ C"apte% &' ,,

+.. (p. 57) 8$ an organi%ation does not have a human resource department, most employee)related matters are
handled by individual managers.
TRUE

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' ,7

+2. (p. 57) Denerally, job design is among one o$ the least important $actors in organi%ational productivity.
FALSE

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' ,-

+4. (p. 57) 3obs usually consist o$ groupings o$ unrelated tasks.
FALSE

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' ,0

.6. (p. 57) 8$ more than one person holds a particular job it is called a position.
FALSE

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 7&

.1. (p. 5-) 3ob analysis is important $or such human resource activities as determining job requirements, training
needs and compensation policies.
TRUE

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 7!

.". (p. 5- .i/ '$') 3ob redesign is a major organi%ational activity that relies on job analysis in$ormation.
TRUE

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 7'

.&. (p. 5- .i/ '$') 8denti$ication o$ realistic and challenging per$ormance standards is one o$ the $ew human resource
activities that does not rely on job analysis in$ormation.
FALSE

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 7*

.(. (p. 5-) 3ob analysis has $ive major consecutive phasesF preparation, collection o$ data, employee selection,
employee orientation, and use o$ collected data.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 7+

.*. (p. 50) Bne key activity in phase 1 o$ the job analysis process is $amiliari%ation with the organi%ation1s
structure, strategy, and desired outcomes.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 75

.+. (p. 50$,&) 8denti$ication o$ jobs to be analy%ed is the third key activity o$ phase 1 o$ job analysis.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 7,

... (p. 50$,&) Gikely targets o$ job analysis could be jobs that continuously hire, jobs that are di$$icult, or jobs that
are critical to the organi%ation.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 77

.2. (p. 50) Bne target o$ job analysis should be jobs that appear to preclude certain classes o$ people, such as
women or visible minorities.
TRUE

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' 7-

.4. (p. ,&) 'he use o$ inappropriate job requirements causes organi%ations to break criminal laws.
FALSE

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' 70

26. (p. ,&) 7hase " o$ the job analysis process is the collection o$ all relevant in$ormation.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' -&

21. (p. ,&) 7hase " o$ the job analysis process contains three interrelated activities.
TRUE

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' -!

2". (p. ,&) 'wo o$ the key activities in phase " o$ the job analysis process areF determination o$ job data sources
and choice o$ method $or data collection.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' -'

2&. (p. ,&) 'wo o$ the key activities in phase " o$ the job analysis process areF identi$ication o$ jobs to be analy%ed
and data collection instrument design.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' -*

2(. (p. ,&) Bbtaining job data can include only one human and non)human source.
FALSE

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' -+

2*. (p. ,&) 'he basic source o$ in$ormation about a job is the job incumbent.
TRUE

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' -5

2+. (p. ,!) A job analysis schedule is used by job analysts to schedule their work.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' -,

2.. (p. ,!) >sing the same questionnaire on similar jobs tends to produce less use$ul job analysis data.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' -7

22. (p. ,!) >sing the same questionnaire across similar jobs prevents analysts $rom obtaining in$ormation that
re$lects the di$$erences between the jobs.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' --

24. (p. ,!) /ost job analysis questionnaires attempt to measure, among other things, duties, working conditions
and per$ormance standards.
TRUE

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' -0

46. (p. ,!) /ost job analysis questionnaires attempt to measure a variety o$ job characteristics but do not attempt
to measure current job per$ormance standards.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 0&

41. (p. ,!) 'he human characteristics required by the job holder is a key piece o$ in$ormation measured by job
analysts.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 0!

4". (p. ,!) 'he #unctional 3ob Analysis and the 7osition Analysis Cuestionnaire are two o$ the most popular job
analysis tools.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 0'

4&. (p. ,+) 3ob analysis data collection methods can include interviews, questionnaires, and observation.
TRUE

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' 0*

4(. (p. ,+) 'he best method to collect job analysis in$ormation is by utili%ing the Critical 8ncident /ethod <C8/=.
FALSE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 0+

4*. (p. ,5) !mployee logs can be a poor method o$ data collection $or job analysis.
TRUE

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' 05

4+. (p. ,5) Bbservation as a job analysis data collection tool tends to be the consistently most accurate means o$
in$ormation gathering.
FALSE

Difficulty: 1a%d
Objective: '
Sc"#ind $ C"apte% &' 0,

4.. (p. ,5) As a means o$ collecting job analysis in$ormation, employee logs are popular with both managers and
workers, are quick and ine,pensive to do, and maintain a high level o$ accuracy over time.
FALSE

Difficulty: 1a%d
Objective: '
Sc"#ind $ C"apte% &' 07

42. (p. ,,) >ses o$ job analysis in$ormation include job descriptions, job speci$ications, and job per$ormance
standards.
TRUE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' 0-

44. (p. ,7) 3ob identity, job summary, and job duties are all parts o$ a job description.
TRUE

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' 00

166. (p. ,,$,7) 3ob descriptions are also known as job summaries.
FALSE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !&&

161. (p. ,7) Actual working conditions are not a part o$ a job description.
FALSE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !&!

16". (p. ,,2,0) A job description de$ines what a job does- a job speci$ication describes what the job demands on
employees are.
TRUE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !&'

16&. (p. 7!) 'here is no such thing as a needless job speci$ication as all job requirements service a valid purpose.
FALSE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !&*

16(. (p. 7!) Competency)based job descriptions are designed to identi$y characteristics that are associated with
superior job per$ormance.
TRUE

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !&+

16*. (p. 7!) When identi$ying job required competencies, job analysts include skills and knowledge, but not
behaviours.
FALSE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !&5

16+. (p. 7') A competency model lists the competencies required $or success$ul completion o$ a particular project.
FALSE

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !&,

16.. (p. 7') !$$ective job per$ormance standards can contribute directly to employee satis$action.
TRUE

Difficulty: Easy
Objective: +
Sc"#ind $ C"apte% &' !&7

162. (p. 7' (infe%%ed)) Challenging employees to Edo a good jobE is an e,ample o$ setting an e$$ective per$ormance
standard.
FALSE

Difficulty: (ediu)
Objective: +
Sc"#ind $ C"apte% &' !&-

164. (p. 7*) 3ob standards can be set $rom job analysis in$ormation when job $eatures include per$ormance that is
quanti$ied and that is easily measurable.
TRUE

Difficulty: (ediu)
Objective: +
Sc"#ind $ C"apte% &' !&0

116. (p. 7+) 3ob design is one use o$ job analysis in$ormation, but job redesign is not.
FALSE

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !!&

111. (p. 7-) 7roper job design can result in increased commitment, motivation, satis$action and per$ormance on
behal$ o$ employees.
TRUE

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !!!

11". (p. 7+) Brgani%ational, ergonomic, environmental and employee considerations are all critical elements in
designing jobs.
TRUE

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !!'

11&. (p. 7+) !$$iciency, work$low and ergonomics are all organi%ational considerations o$ job design.
FALSE

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !!*

11(. (p. 77) !rgonomic considerations are important to not only job design but also sa$ety in the workplace.
TRUE

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !!+

11*. (p. 77) 3obs must be designed to help employees achieve better work li$e balance.
TRUE

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !!5

11+. (p. 77) !mployee considerations in job design includeF ergonomics, autonomy and job variety.
FALSE

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !!,

11.. (p. 70) 'he intent o$ involving employees in teams is to provide more autonomy, $eedback and
compensation.
FALSE

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !!7

112. (p. -&) !nvironmental elements o$ job design include work$orce availability and social e,pectations, but not
actual work practices.
FALSE

Difficulty: 1a%d
Objective: 5
Sc"#ind $ C"apte% &' !!-

114. (p. 57) When :; departments conduct systematic studies o$ jobs to discover speci$ications and skill
requirements they are conducting 5555555555 5555555555555.
job analysis

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !!0

1"6. (p. 57) A 5555555555 consists o$ a group o$ related activities and duties.
job

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !'&

1"1. (p. 57) A 5555555555555 is a collection o$ tasks and responsibilities per$ormed by an individual.
position

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !'!

1"". (p. 57) A position is di$$erent than a job in that it can only be held by 5555555555 55555555555.
one person

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !''

1"&. (p. 5-) Both large and small businesses can bene$it $rom a proper 5555555555 analysis.
job

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !'*

1"(. (p. 50) 'he $irst step in the preparation $or job analysis is a $amiliari%ation with the 5555555555 and its jobs.
orani!ation

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !'+

1"*. (p. 50) etermination o$ jobs to be analy%ed is a key activity in the <name= 5555555555 phase o$ job
analysis.
preparation

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !'5

1"+. (p. ,&) 8nappropriate job requirements can lead to discrimination and violations o$ the 555555555 55555555
5555555555.
"#man ri"ts act

Difficulty: Easy
Objective: !
Sc"#ind $ C"apte% &' !',

1".. (p. ,&) 7hase " o$ job analysis involves the 5555555555 o$ job analysis in$ormation.
collection

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !'7

1"2. (p. ,&) When determining $rom where to collect job data, both human and 5555555555 sources can be
considered.
non$"#man

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !'-

1"4. (p. ,!) 3ob analysis data collection questionnaires are sometimes called checklists or 5555555555 schedules.
job analysis

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !'0

1&6. (p. ,!) 3ob analysts use similar questionnaires $or similar jobs because they want answers to re$lect
di$$erences in the 5555555555 rather than di$$erences in the 5555555555 asked.
jobs%&#estions
2
Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !*&

1&1. (p. ,!) 3ob analysis seeks in$ormation about job standards, which are used to evaluate 5555555555
standards.
per'ormance

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !*!

1&". (p. ,!) #unctional 3ob Analysis and 7ositional Analysis Cuestionnaire are two standardi%ed $orms currently
available $or 5555555555.
job analysis

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !*'

1&&. (p. ,5) Bne means o$ collecting job analysis data that is relatively unpopular, tends to be inaccurate, and is
costly is the 5555555555 5555555555.
employee lo

Difficulty: Easy
Objective: '
Sc"#ind $ C"apte% &' !**

1&(. (p. ,,) 3ob analysis in$ormation is used to develop job descriptions, job speci$ications and job per$ormance
5555555555.
stan(ar(s

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !*+

1&*. (p. ,,) 'he document that describes the duties, reporting structure, and working conditions o$ a speci$ic job is
called a 5555555555 555555555555.
job (escription

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !*5

1&+. (p. ,-) A well)developed 5555555555 5555555555 helps an organi%ation de$ine clearly the required duties
and responsibilities associated with a position.
job (escription

Objective: *
Sc"#ind $ C"apte% &' !*,

1&.. (p. ,-) 8n a job description, hours o$ work, travel requirements and sa$ety and health ha%ards are re$erred to
in the 555555555555 55555555555555 section.
workin con(itions

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !*7

1&2. (p. ,0) While a job description de$ines what a job does, a 5555555555 555555555 describes what a job
demands o$ employees.
job speci'ication

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !*-

1&4. (p. 7!) A 5555555555 is a knowledge, skill, ability or characteristic associated with superior job
per$ormance.
competency

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !*0

1(6. (p. 7!) 3ob competencies can be only identi$ied a$ter care$ul analysis o$ the work o$ 5555555555
5555555555555 employees.
"i" per'ormin

Difficulty: Easy
Objective: *
Sc"#ind $ C"apte% &' !+&

1(1. (p. 7') 5555555555 5555555555555 are both objectives $or employee e$$orts, and criteria against which job
success is measured.
job )or job per'ormance* stan(ar(s

Difficulty: Easy
Objective: +
Sc"#ind $ C"apte% &' !+!

1(". (p. 7') All control systems have $our $eaturesF 5555555555, measures, correction, and $eedback.
stan(ar(s

Difficulty: Easy
Objective: +
Sc"#ind $ C"apte% &' !+'

1(&. (p. 7+) 7roductivity and quality o$ work li$e is tied to job 5555555555.
(esin

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !+*

1((. (p. 7+) 'he $our critical elements o$ job design are employee, organi%ational, 5555555555, and ergonomic
considerations.
en+ironmental

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !++

1(*. (p. 75) Work $low is one o$ the 5555555555 considerations o$ work design.
orani!ational

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !+5

1(+. (p. 7,) 5555555555 considerations deal with the physical relationship between workers and their work.
eronomic

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !+,

1(.. (p. 77) When an employee $eels responsible $or what they do in their job, they have achieved a level o$
555555555555.
a#tonomy

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !+7

1(2. (p. 7-) When workers $eel little pride in the results o$ their job or have little sense o$ responsibility $or an
entire piece o$ work, they are likely in jobs that lack any 5555555555 555555555.
task i(entity

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !+-

1(4. (p. 70) While job speciali%ation tends to increase productivity, e,treme speciali%ation usually causes
employee dissatis$action and 5555555555 tends to decrease.
pro(#cti+ity

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !+0

1*6. (p. 70) While job 5555555555555 adds planning and control responsibilities, job 5555555555 adds more
tasks.
enric"ment%enlarement

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !5&

1*1. (p. -&) 5555555555 55555555555 are categories o$ jobs that are closely related by similar duties,
responsibilities, skills, or job elements.
job 'amilies

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !5!

1*". (p. -&) !nvironmental elements when considering job design include work$orce availability, work practices,
and 5555555555 555555555555555.
social e,pectations

Difficulty: Easy
Objective: 5
Sc"#ind $ C"apte% &' !5'

1*&. (p. 5-$,,) What purpose does job analysis in$ormation serve $or human resource departments?
Answers will vary

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' !5*

1*(. (p. ,,$,0) escribe each o$ the key components o$ a job description.
Answers will vary

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !5+

1**. (p. ,,$7*) What is the purpose o$ job descriptions, job speci$ications, and job per$ormance standards?
Answers will vary

Difficulty: (ediu)
Objective: !
Sc"#ind $ C"apte% &' !55

1*+. (p. ,&$,5) escribe the various methods o$ collecting job analysis in$ormation. What are the strengths and
weaknesses o$ each method?
Answers will vary

Difficulty: (ediu)
Objective: '
Sc"#ind $ C"apte% &' !5,

1*.. (p. 7!$7') escribe the job speci$ications Competency /odel and discuss its uses within an organi%ation.
Answers will vary

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !57

1*2. (p. 7!$7') Competency based job descriptions can be used $or many purposes within an organi%ation. iscuss
their uses.
Answers will vary

Difficulty: (ediu)
Objective: *
Sc"#ind $ C"apte% &' !5-

1*4. (p. 7'$-!) 8denti$y the di$$erent methods $or establishing job per$ormance standards when job analysis
in$ormation is inadequate.
Answers will vary

Difficulty: (ediu)
Objective: +
Sc"#ind $ C"apte% &' !50

1+6. (p. -&) !,plain the three techniques $or categori%ing similar jobs into $amilies.
Answers will vary

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !,&

1+1. (p. 5-$,,) Consider the job o$ a university pro$essor.
What methods will you use to collect in$ormation on the job?
What are the key dimensions o$ per$ormance that such a study will produce?
Answers will vary

Difficulty: (ediu)
Objective: '3 +
Sc"#ind $ C"apte% &' !,!

1+". (p. 7+$-!) iscuss the major challenges a$$ecting job design.
Answers will vary

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !,'

1+&. (p. 77$7-) What problems might arise in a company that designed jobs $or the purpose o$ ma,imi%ing
e$$iciency without thoroughly considering individual employee needs?
Answers will vary

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !,*

1+(. (p. 7-) What are the advantages and disadvantages o$ highly speciali%ed jobs?
Answers will vary

Difficulty: (ediu)
Objective: 5
Sc"#ind $ C"apte% &' !,+

c" Aummary
Cate/o%y of 4uestions
i$$icultyF !asy *4
i$$icultyF :ard 16
i$$icultyF /edium 4(
BbjectiveF I1 "*
BbjectiveF I" *"
BbjectiveF I", ( 1
BbjectiveF I& "4
BbjectiveF I( 1&
BbjectiveF I* ((
Achwind ) Chapter 6" 1+(