Chapter 5: Job Analysis, Job Design and Quality of Work Life
Multiple Choice Questions
1.Ensuring a proper match between work and employee capabilities is now b
considered:Und
M
(a)better for employee morale
(b)an economic necessity
(c)well intentioned, but unrealistic
(d)impossible because of rapid and continuous change
2.The process by which jobs are divided to determine what tasks, duties andc
responsibilities they include, their relationship to other jobs, the conditions under Fac
which work is performed, and the personal capabilities required for satisfactory M
performance is known as:
(a)task differentiation
(b)human resource analysis
(c)job analysis
(d)position classification
3.Job analysis provides information about:d
Fac
(a)job content and job requirements onlyM
(b)job description
(c)job enrichment
(d)job content, job requirements, and job context
4.The job oriented approach to job analysis is most likely to be concerned with:c
App
(a)job enrichmentH
(b)performance appraisal
(c)sequencing, time and motion involvement
(d)career planning and development
5.Which of the following is not an occasion when job analysis is generallya
undertaken:App
M
(a)when an employee is not performing their role adequately
(b)when a new job is created
(c)when a job is changed significantly as a result of new methods, new procedures, or new technology
(d)when the organisation commences and the job analysis program is started
6.Identifying what work must be performed, how it will be performed, where it is to d
be performed and who will perform it is.Fac
M
(a)human resource planning
(b)division of labour
(c)organisation structure and design
(d)job design
7. “A written statement explaining why a job exists, what the job holder actually does, c
how he or she actually does it, and under what conditions the job is performed” is a Fac
definition of:M
(a)job specification
(b)job analysis
(c)job description
(d)job enrichment
8.An explanation of which of the following is included in most job descriptions:b
Fac
(a)staff social activitiesM
(b)problem solving
(c)staff morale
(d)superannuation options
9.A job specification identifies:d
Und
(a)the most essential tasks of each positionM
(b)the most appropriate personality type for a person holding that position
(c)the experience, qualifications, skills, abilities and knowledge required to successfully perform the job
(d)(b) and (c)
10.Traditional job descriptions have been criticised for being:c
Fac
(a)inaccurate and inflexibleH
(b)out of date wish lists
(c)straitjackets suitable only for repetitive work
(d)vague performance guidelines
11.Traditional job descriptions are not seen as appropriate for jobs that are:a
Und
(a)project-basedH
(b)routine and repetitive
(c)varied and autonomous
(d)changing rapidly
12.The purpose of the job analysis, the types of information to be collected, the sources b
of information, and the way in which the data are to be analysed and reported Und
determines:H
(a)who gathers the information
(b)the most appropriate data collection method
(c)the importance of accuracy in the data collected
(d)how the process is received and supported by employees
13.Job analysis for standardised, repetitive short job cycle, or manual jobs will b
primarily use which of the following data gathering methods:App
M
(a)interviews
(b)observations
(c)questionnaires
(d)employee diary
14.When using a questionnaire to gather data for a job analysis which of the following d
should be avoided:App
M
(a)using a short questionnaire
(b)explaining how the questionnaire results are to be used
(c)using simple, easy to understand language
(d)using a long questionnaire to gather as much detail as possible
15.Functional Job Analysis is an approach to job analysis that:a
Und
(a)uses standardised statements and terminology to describe the nature of jobs and H
to prepare job descriptions and job specifications
(b)uses unique descriptions of each position to emphasise the importance or significance of all positions within the organisation
(c)relies upon the position holder to correctly identify all tasks related to their position and the relevance of these tasks to the achievement of the organisation’s objectives
(d)requires a job analysis to be undertaken at an agreed upon time every year so that the job description and job specification documents are always up-to-date
16.The job analysis instrument and scoring/reporting service that is marketed b
commercially is:Fac
L
(a)the Job Review Service
(b)the Position Analysis Questionnaire
(c)the Job Orientation Review
(d)the Position Description Report
17.Which of the following is not a generally accepted method of data collection for the d
purposes of job analysis:Fac
M
(a)Position Classification Inventory
(b)Position Analysis Questionnaire
(c)Hay Guide Chart Profile
(d)Job Profile Analysis
18.The usefulness of task-oriented approaches to job analysis has been reduced by all c
of the following except:Und
M
(a)widespread corporate downsizing
(b)flexible job design
(c)employee turnover
(d)project assignments
19.The approach to job analysis that is based upon identifying the skills and behavioursb
needed to perform a job is described as a(n):Und
M
(a)behavioural approach
(b)people-oriented approach
(c)task-oriented approach
(d)employee centered approach
20.Which of the following job-related competencies are described as visible c
competencies:Fac
M
(a)self-concept
(b)traits
(c)knowledge
(d)motives
21.The essential characteristics that everyone in a job needs to be minimally effectived
are:Fac
L
(a)differentiating competencies
(b)required competencies
(c)specific competencies
(d)threshold competencies
22.The advantages of the Behaviour-Event Interview method includes all of the b
following except:Und
H
(a)identification of how superior performers handle specific tasks or problems
(b)identification of personality characteristics essential for a position involving a large amount of customer contact
(c)freedom from racial, gender and cultural bias
(d)empirical identification of competencies
23.Competency profiling has been criticised for:c
Und
(a)only dealing with employee attitudesM
(b)promoting a mismatch between organisation needs and employee skills
(c)emphasising technical competencies
(d)not addressing the real issues facing employee performance
24.Job analysis helps to establish organisational adherence to EEO requirements by:a
Und
(a)providing hard evidence of job relatednessH
(b)allowing an organisation to give preference to a particular group of employees
(c)identifying clear lines of promotion and career development that are communicated to all employees
(d)ensuring that job descriptions and job specifications are accurate
25.A problem with job analysis might be that:c
Und
(a)multiple methods of job analysis are usedL
(b)there is management support for the job analysis
(c)employees are not made aware of the importance of job analysis
(d)multiple sources are used for collecting job information
26.Specification of the content of a job, the material and equipment required to do the b
job, and the relation of the job to other jobs is:Fac
L
(a)job description
(b)job design
(c)job ranking
(d)job specification
27.Job specialisation, job enlargement, and job rotation are all methods of:d
Fac
(a)job enrichmentL
(b)job description
(c)job analysis
(d)job design
28.Problems with job specialisation might be:d
Und
(a)no sense of identifiable end product, and training costs are increasedM
(b)vertical loading, and no employee involvement
(c)higher absenteeism, increased turnover, and increased skill variety
(d)repetition, mechanical pacing, and little social interaction
29.Job enlargement involves:b
App
(a)the vertical expansion of a job by adding planning and decision makingH
responsibilities
(b)the horizontal expansion of a job by adding similar level responsibilities
(c)increasing task variety by moving employees from one task to another
(d)the use of standardised work procedures and having employees perform repetitive, precisely defined and simplified tasks
30.A possible drawback of job rotation is:a
Und
(a)demotivation of intelligent and ambitious traineesH
(b)lack of suitable jobs that can be included in the rotation
(c)difficulty of maintaining an accurate record of employee performance
(d)inability to ensure consistent quality of output
31.Job enrichment builds motivating factors into the job content by:c
App
(a)opening feedback channels, combining tasks, and loading jobs horizontallyH
(b)establishing client relationships, creating natural work units, and performing precisely defined and repetitive tasks
(c)combining tasks, creating natural work units, and expanding jobs vertically
(d)both (a) and (b)
32.Job enrichment can lead to:b
Und
(a)the development of specialised skillsM
(b)improvements in job performance and job satisfaction
(c)increased training and development costs
(d)limited opportunities for social interaction among employees
33.Socio-technical enrichment aims to:d
Fac
(a)change the technology of existing operationsH
(b)improve the environment to allow increased social interaction among employees
(c)design production processes that are viewed as more acceptable by society
(d)integrate people with technology
34.Autonomous work teams are a form of:b
Fac
(a)quality circleM
(b)job enrichment
(c)workforce flexibility
(d)task diversification
35.Hackman and Oldham identified five core job characteristics that are especially c
important for job design. Which of the following is not included in their list of core Und
characteristics?M
(a)task significance
(b)skill variety
(c)task specialisation
(d)feedback
36.The critical psychological states; experienced meaningfulness of work, experienced a
responsibility for work outcomes, and knowledge of results determine:App
H
(a)the level of employee motivation, job satisfaction and performance
(b)the extent to which an employee has a good understanding of the requirements of their position
(c)whether or not tasks are completed on time
(d)the likelihood of an employee remaining with the organisation
37.Before the HR manager or line manager attempts to change the job characteristics ofd
a position it is important to:App
H
(a)make employees aware of the impending changes
(b)trial the changes to see if they are appropriate
(c)change job titles to reflect job changes
(d)assess the personality and situation of employees to ensure that desired outcomes will be achieved
38.Quality of work life involves the quality of supervision, working conditions, pay anda
benefits, and the nature of the job. It aims to:Und
H
(a)integrate employee needs and wellbeing with the organisation’s desire for higher productivity
(b)increase productivity at the lowest possible cost to the organisation
(c)provide an environment where employees like coming to work
(d)develop a culture which attracts and retains high quality staff
39.Factors that can be addressed to improve quality of work life include all of the c
following except:Und
M
(a)social integration
(b)remuneration
(c)product quality
(d)development of capabilities
40.Where were quality circles developed and refined:d
Fac
(a)United States of AmericaL
(b)Germany
(c)United Kingdom
(d)Japan
41.Identify problems as a group, process suggestions and examine alternatives forb
improving productivity, raising product and service quality and increasing worker Und
satisfaction is the objective of:M
(a)participative management
(b)quality circles
(c)job autonomy and feedback
(d)job enrichment
42.Quality circles often fail because:c
Und
(a)leaders provide poor guidanceM
(b)they are introduced in the wrong type of organisation
(c)managers often feel threatened
(d)employees resist change to current work practices
43.Which of the following is not necessary for successful quality circles:a
Und
(a)restricted number of meetingsM
(b)union support
(c)provision of adequate training
(d)use of quality circle suggestions
44.Employee participation which involves a redistribution of decision-making powerb
from management to employees is:Fac
H
(a)decentralised decision-making
(b)industrial democracy
(c)quality circles
(d)participative decision-making
45.Industrial democracy is often confronted with:c
Fac
(a)lack of employee interestL
(b)union resistance
(c)management resistance
(d)poor understanding of its purpose
True/False Questions
1.Job analysis focuses attention on what employees are expected to do.T
Fac
L
2.The job analysis provides information on two basic aspects of the job: job contentF
and job context.Und
M
3.A job analysis is only conducted when there have been significant changes inF
technology adopted by the organisation.Und
M
4.The information collected during the job analysis is used extensively by the HRT
manager in relation to all other HR functions.Und
M
5.When new employees join an organisation the job analysis provides valuable T
information that helps them to understand the requirements of the job.App
M
6.A job description does not contain information on trade union membership.F
Fac
L
7.“Provide policy guidance to senior management regarding the acquisition, F
development, reward, maintenance and exit of the division’s human resources so as App
to promote the status of the company as an ethical and preferred employer of H
choice”, would be a statement included in the job description under the heading of relationships with other positions.
8.Job descriptions have been criticised because as written descriptions they often T
ignore the dynamics of the job.Und
M
9.Using interviewing to obtain information from the job holder allows for the F
collection of information about a large number of jobs within a relatively short time.Und
M
10.Critical incident reports provide valuable information about the most essential tasks F
and responsibilities associated with a position.Und
M
11.Competency profiling has been criticised as being too generic ‘off-the-shelf’ inT
nature.Fac
M
12.Job specialisation is closely associated with Frederik Taylor’s theories of scientificT
management.Fac
L
13.Lack of flexibility, limited social interaction and no employee involvement are T
problems of job specialisation.Und
M
14.A disadvantage of incorporating job enrichment into the design of jobs is that itF
introduces more and better ways for giving employees performance feedback.App
M
15.Many research studies have found that job enrichment results in improved worker T
attitudes, reduced absenteeism and lower costs.Und
M
16.Hackman and Oldham argued that an employee’s motivation, job satisfaction and T
performance are a result of their psychological state that derives from the core job Und
characteristics.H
17.Quality of Work Life programs emphasise cooperative relationships among T
employees, unions and management.Fac
M
18.Quality circles usually consist of fifteen to twenty-five workers who meet on an F
annual basis.Fac
L
19.Quality circles frequently fail in organisations that experience high labour turnover T
and frequent job changes.Und
M
20.Many unions fear that employee participation schemes will undermine their T
authority and reduce their power in the workplace.Fac
H
Essay Questions
1.Critically discuss the role that job analysis plays in the successful implementation of other HRM policy decisions.
2.Identify and explain the different approaches used to gather job related information, and provide examples of the situations in which each approach could be used.
3.Choose a job/position with which you are familiar, and examine how the organisation has used the five core characteristics in designing the job.
4.Stone has identified three occasions on which job analysis is undertaken. Critically discuss why it is essential that a job analysis is undertaken at these times, and how reviewing jobs benefits both the organisation and the employee.