Chapter 4 Job Analysis and Competency Modelss3.amazonaws.com/prealliance_oneclass_sample/GJYqnaedgM.pdfChapter 4 Job Analysis and Competency Models MULTIPLE CHOICE 1. Why is a job

Chapter 4 Job Analysis and Competency Models

MULTIPLE CHOICE

1. Why is a job analysis important for recruitment and selection?a.

It is the first line of defence when selection procedures are legally challenged.

b.

It emphasizes selection skills and responsibilities while de-emphasizing effort and working conditions.

c.

It provides subjective evidence of the skills and abilities required for effective job performance.

d.

It establishes the worth of a job and defines it in measurable terms.

ANS: A PTS: 1 REF: 111 OBJ: 1BLM: Higher Order

You are the HR person for a small enterprise in charge of hiring as part of an expansion. You want to be sure that you hire the right people for the new positions. The first question that comes to mind is how to identify exactly who you are looking for. A job analysis will help you get the necessary information. Job analyses procedures can be very elaborate; however, a job analysis is nothing more than finding answers to a series of questions about the job. Ask yourself a series of questions that will help you find the right person.

2. In this situation, which of the following questions would you NOT ask to collect information in a job analysis?a.

Will there be any differences in the job in the future relative to the past?

b.

What do you wish your new hires to accomplish?

c.

What do people who hold similar jobs think about the knowledge, skills, abilities and other attributes needed?

d.

Will the employees do different things on different days?

ANS: A PTS: 1 REF: 110 OBJ: 1BLM: Remember

3. Which concept describes the process of collecting information about jobs by any method for any purpose?a.

organizational analysis

b.

job analysis

c.

work analysis

d.

needs analysis

ANS: B PTS: 1 REF: 111 OBJ: 1BLM: RememberCopyright © 2013 Nelson Education Ltd. 4-1


4. Which of the following best defines work analysis?a.

the knowledge, skills, abilities, and other attributes that are needed by a job incumbent to do well on a job

b.

the process of collecting information about jobs for the purpose of recruitment and selection

c.

the systematic process for gathering, documenting, and analyzing data about the work required for a job

d.

a review of the whole job, not the constituent parts

ANS: C PTS: 1 REF: 110-111 OBJ: 1BLM: Remember

5. What source of data is NOT typically used in a job analysis?a.

employees

b.

managers

c.

shareholders

d.

supervisors

ANS: C PTS: 1 REF: 111 OBJ: 2BLM: Remember

6. Which of the following does NOT describe one of the three key considerations in job analysis?a.

A job analysis is a formal, structured process carried out under a set of guidelines established in advance.

b.

A job analysis refers to a single methodology.

c.

A job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole.

d.

A job analysis uses a range of techniques.

ANS: B PTS: 1 REF: 111 OBJ: 1BLM: Remember

7. Which of the following would NOT typically be used as data for a job analysis?a.

performance

b.

standards

c.

responsibilities

d.

knowledge

Copyright © 2013 Nelson Education Ltd. 4-2



8. What is the definition of job specifications?a.

a collection of positions with related job activities and duties

b.

the different duties and responsibilities performed by one employee

c.

the knowledge, skills, abilities, and other attributes required to perform work

d.

the tasks, duties, and responsibilities associated with work


9. A hospital employs a variety of individuals as nurses, doctors, technicians and so forth. How would these generic groups be classified?a.

by position

b.

by role

c.

by worker

d.

by job

ANS: D PTS: 1 REF: 112 OBJ: 1BLM: Remember


Chapter 4 Job Analysis and Competency Models10. What is the definition of a job?

a.

a collection of positions that are similar in their significant duties

b.


c.

the knowledge, skills, and abilities required to perform work

d.



11. What is the meaning of job family?a.


b.

a set of related jobs that rely on the same knowledge, skills, abilities and other attributes

c.


d.



12. What are NOT potential outcomes of the job analysis process?a.

job descriptions and job design

b.

job evaluation and performance measures

c.

organizational analysis and performance standards

d.

person–job fit and person–organization fit

ANS: C PTS: 1 REF: 111-112 OBJ: 3BLM: Higher Order

13. Why are subject-matter experts needed when conducting a job analysis?a.

They are an inexpensive source of information for an organization.

b.

They are the most knowledgeable about a job and how it is currently performed.

c.

They add external validity to the organization with external comparisons to jobs.

d.

They provide more accurate information than job incumbents and supervisors.



ANS: B PTS: 1 REF: 114 OBJ: 1BLM: Higher Order

14. According to Diedorff and Wilson, which group of individuals provides more accurate information for job analysis given their use of self-report and survey instruments?a.

human resources managers

b.

trained professional job analysts

c.

job incumbents

d.

supervisors


15. What is NOT a problem associated with job descriptions?a.

Duties may be prioritized and weighted.

b.

Job descriptions may be vague or poorly written.

c.

Specifications may include illegal requirements.

d.

Job descriptions may not be updated regularly.

ANS: A PTS: 1 REF: 112-113 OBJ: 3BLM: Remember

16. Which country has NOT been strongly influenced by Title VII of the 1964 Civil Rights Act in the United States?a.

Canada

b.

United Kingdom

c.

Australia

d.

New Zealand


17. Which of the following best defines a job position?a.


b the different duties and responsibilities performed by one employee


Chapter 4 Job Analysis and Competency Models.c.


d.



18. What is the term for a written description of what job occupants are required to do, how they are supposed to do it, and the rationale for any required job procedures?a.

a job

b.

a job description

c.

a job specification

d.

a job analysis


19. What would you include in the job requirements section of the job descriptions?a.

a description of the competency framework

b.

the responsibilities of and results to be accomplished in the job

c.

the specific performance requirements and tasks required to perform the job

d.

the knowledge, skills, abilities, or other attributes or competencies that employees must possess in order to perform the duties and responsibilities

ANS: D PTS: 1 REF: 123 | 126 OBJ: 4BLM: Remember

20. According to Harvey, which of the following should NOT be considered when choosing a job analysis method?a.

The job analysis should not include personal characteristics or attributes of the current employees.

b.

The job specifications must be well linked to the incumbent’s knowledge, skills and abilities.

c.

The job analysis must describe observable work behaviours.

d.

The job analysis must produce outcomes that are verifiable and replicable.

ANS: B PTS: 1 REF: 115-116 OBJ: 3


Chapter 4 Job Analysis and Competency ModelsBLM: Higher Order


Chapter 4 Job Analysis and Competency Models21. What job analysis method is adopted by organizations that operate in a rapidly changing environment

in which jobs change regularly?a.

dynamic job analysis

b.

competency-based analysis

c.

team-based analysis

d.

work-oriented analysis


22. What job analysis technique emphasizes the characteristics of successful performers rather than standard duties?a.

dynamic job analysis

b.

worker-based analysis

c.

team-based analysis

d.



23. What job analysis technique emphasizes general aspects of the jobs, and describes perceptual, interpersonal, sensory, cognitive, and physical activities?a.


b.

self-monitoring analysis

c.

structured analysis

d.

worker-oriented analysis


24. What job analysis technique would you use in a traditional organization where employees’ tasks are routine?a.

self-oriented analysis

b.


c worker-oriented analysis


Chapter 4 Job Analysis and Competency Models.d.

group-oriented analysis


25. What does the acronym KSAO mean?a.

knowledge, skills, attributes, and other abilities

b.

know-how, skills, abilities, and organizational alignment

c.

know-how, skills, attributes, and organizational fit

d.

knowledge, skills, abilities, and other attributes



Chapter 4 Job Analysis and Competency Models26. Which of the following is NOT typically characterized as job context?

a.

education

b.

work schedules

c.

organizational culture

d.

non-financial incentives


27. What source compiled by the Canadian government contains systematically standardized and comprehensive job descriptions in the labour market?a.

National Occupational Classification (NOC)

b.

Occupational Information Network (O*NET)

c.

Dictionary of Occupational Titles (DOT)

d.

Canadian Classification Dictionary of Occupations (CCDO)

ANS: A PTS: 1 REF: 116-117 OBJ: 3BLM: Remember

28. Which of the following is NOT a suggested guideline for a job analysis interview?a.

Conduct interviews in a private location.

b.

Guide the session without being authoritative or overbearing.

c.

Ask open-ended questions, using relevant language to the interviewee.

d.

Seek a directive from top management making interviews mandatory for all employees.


29. What job analysis method utilizes work sampling and employee diaries/logs?a.

interview

b.

questionnaire

c.

observation

d.

combination



ANS: C PTS: 1 REF: 123 OBJ: 3BLM: Higher Order

30. What is the structured job analysis questionnaire that focuses on the general worker behaviours that make up a job, and includes 195 items and job elements organized into six dimensions?a.

Common-Metric Questionnaire

b.

Work Profiling System

c.

Position Analysis Questionnaire

d.

Functional Job Analysis

ANS: C PTS: 1 REF: 128 | 131-132OBJ: 3 BLM: Higher Order


Chapter 4 Job Analysis and Competency Models31. What type of interview method is recommended for job analysis purposes?

a.

behavioural

b.

situational

c.

structured

d.

unstructured


32. What job analysis technique is worker-oriented?a.

Position Analysis Questionnaire

b.

Critical Incident Technique

c.

Functional Job Analysis

d.

Task Inventory


33. What is the objective of the critical incident method of job analysis?a.

to prioritize job duties and responsibilities

b.

to generate behaviour-focused descriptions of work activities

c.

to identify critical job duties, tasks, and competencies

d.

to provide information for job evaluation


34. What term defines groups of related behaviours that are needed for successful job performance in an organization?a.

traits inventories

b.

job elements

c.

competencies

d.

specializations




35. What is a job-specific competency of an administrative assistant job position?a.

time management

b.

relevant knowledge

c.

written communication

d.

self-image

ANS: B PTS: 1 REF: 140-141 OBJ: 5BLM: Higher Order

36. What is a core competency of a technical support job position?a.

oral and written communications

b.

knowledge of customer service

c.

information gathering

d.

applying principles and procedures

ANS: A PTS: 1 REF: 140-141 OBJ: 5BLM: Higher Order

37. What might be a concern if an organization decides to use a competency-based job analysis?a.

that characteristics and behaviours of successful performers cannot be defined

b.

that the unprecedented change in today’s workplace requires clear measurable job descriptions

c.

the difficulty in predicting future job needs and the lack of validity and legal defensibility

d.

the expectation that all employees should possess core competencies that relate to the organization’s goals


38. If the competency of an accounting job position was organizing and executing, what is the predictor of the competency?a.

extroversion

b agreeableness



conscientiousness

d.

emotional stability


Scenario 4-1You have recently been hired as the HRM for Scribe Engineering, a Canadian software development company. Scribe’s product is information systems. The company’s environment is competitive and constantly changing. There continues to be an increased demand for customized computer systems that improve the flow of information in a wide range of small Canadian businesses. Due to Scribe’s growth in sales, the company is anticipating requiring an increase from 150 to 200 employees. The company requires highly skilled software designers, computer programmers, sales professionals, and support staff. The majority of employees, from younger technical support staff to senior management, stated that work–life balance is important to them and that they want more flexibility in how and when their work gets done. Job demands are changing constantly because of the dynamic environment. There are concerns of sex, age, and family status discrimination with the office administration employees. The CEO stated that Scribe has a few outdated job advertisements, but that the company has never had time to write job descriptions. Managers have expressed concerns that job descriptions are of limited value because positions need to adapt to the high speed of change and that they limit their flexibility in supervising employees’ tasks.

39. Refer to Scenario 4-1. How might you begin to deal with human rights issues of sex, family, and age discrimination with the office administration employees at Scribe Engineering?a.

File a complaint immediately with the Human Rights Tribunal or Commission.

b.

Conduct a job analysis as it would be a legally acceptable way of determining job-relatedness.

c.

Ensure management practices do not have a negative effect on employees.

d.

Modify any discriminatory employment practices.



Chapter 4 Job Analysis and Competency Models40. Refer to Scenario 4-1. Why would it be important for Scribe Engineering to conduct a job analysis?

a.

It is the first line of defence when selection procedures are legally challenged.

b.

It emphasizes selection skills and responsibilities, and de-emphasizes effort and working conditions.

c.

It provides subjective and objective evidence of the skills and abilities required for effective job performance.

d.

It establishes the worth of a job and defines it in measurable terms.


41. Refer to Scenario 4-1. What process can you use to ensure the job analysis is anchored into the context of Scribe Engineering’s organizational mission and goals?a.

person analysis

b.

needs analysis

c.

organizational analysis

d.

task analysis


42. Refer to Scenario 4-1. What major strategic focus in employee selection could distinguish Scribe Engineering as a high-performing organization rather than an underperformer?a.

a linkage between organizational goals and short-term organizational needs

b.

a linkage between organizational goals and long-term organizational needs

c.

a linkage between organizational and human resource planning needs

d.

a linkage between long-term organizational and human resource goals

ANS: A PTS: 1 REF: 110-112 OBJ: 1BLM: Higher Order

43. Refer to Scenario 4-1. What are the expected changes in Scribe Engineering’s external environment that may affect the company’s recruitment and selection process?a.

organizational mission and goals

b.

job design

c.

organizational strategy


Chapter 4 Job Analysis and Competency Modelsd.

competition

ANS: D PTS: 1 REF: 110 OBJ: 1BLM: Higher Order

44. What internal influences are affecting the jobs and human resources at Scribe Engineering?a.

the labour market

b.

customers

c.

the competition

d.

job design



Chapter 4 Job Analysis and Competency Models45. Refer to Scenario 4-1. Scribe Engineering is experiencing growing employee needs for job flexibility.

What are some flexible work options that Scribe Engineering could consider to retain its employees?a.

job sharing and tele work

b.

ergonomically designed work stations

c.

elimination of routine jobs

d.

competency-based jobs


46. Refer to Scenario 4-1. How would you distinguish a job analysis from a job description for the managers at Scribe Engineering?a.

A job analysis is the knowledge, skills, abilities, and other attributes that are needed by a job incumbent to do well on a job.

b.

A job analysis is the process of collecting information about jobs for the purpose of recruitment and selection.

c.

A job analysis is a systematic process for gathering, documenting, and analyzing data about the work required for a job.

d.

A job analysis is a review of the whole job, not the constituent parts.


47. Refer to Scenario 4-1. What would NOT be one of your key guidelines while conducting the job analysis?a.

A job analysis is a formal, structured process carried out under a set of guidelines established in advance.

b.

A job analysis refers to a single methodology.

c.

A job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole.

d.

A job analysis uses a range of techniques.


48. Refer to Scenario 4-1. The managers at Scribe Engineering cannot clearly distinguish between a position and a job. Which of the following best defines a job?a.


b.


c the knowledge, skills, and abilities required to perform work


Chapter 4 Job Analysis and Competency Models.d.




Chapter 4 Job Analysis and Competency Models49. Refer to Scenario 4-1. What is an example of an administrative assistant position at Scribe

Engineering?a.

the administrative assistant to the CEO of Scribe Engineering

b.

all administrative assistants at Scribe Engineering who are performing similar duties

c.

a set of different but related administrative jobs that require the same knowledge, skills, abilities, or other attributes or competencies

d.

the work that is done by administrative assistants


50. Refer to Scenario 4-1. Since job analysis data has the potential for many uses, it is important for Scribe Engineering to know how the company will use the information before deciding on an approach or method. What would be some recruitment and selection outcomes of Scribe Engineering’s job analysis process?a.

a job summary and job description

b.

a job description and job specification

c.

a job evaluation and performance criteria

d.

a job design and evaluation


51. Refer to Scenario 4-1. What would NOT be potential outcomes of Scribe Engineering’s job analysis process?a.

job descriptions and job design

b.

job evaluation and performance measures

c.

organizational analysis and performance standards

d.

person–job fit and person–organization fit


52. Refer to Scenario 4-1. Who would be responsible for collecting the job analysis data at Scribe Engineering?a.

the HRM and operating managers

b a diverse group of subject-matter experts



only job incumbents and their supervisors

d.

only trained professional job analysts


53. Refer to Scenario 4-1. The administrative assistant job description states “the ability to use Excel and Word level II with a proficiency of 90%.” What is this an example of?a.

main duties

b.

a job specification

c.

a job responsibility

d.

a performance standard


54. Refer to Scenario 4-1. The technical support job description states “take initiative to resolve customer concerns.” What is this an example of?a.

a job summary

b.

a competency

c.

a job specification

d.

a job responsibility


55. Refer to Scenario 4-1. What job analysis technique should you utilize at Scribe Engineering?a.

self-oriented

b.

work-oriented

c.

worker-oriented

d.

group-oriented

ANS: C PTS: 1 REF: 120 OBJ: 3


Chapter 4 Job Analysis and Competency ModelsBLM: Higher Order

56. Refer to Scenario 4-1. What data would not need to be considered in the job analysis?a.

job performance standards

b.

job responsibilities and tasks

c.

job predictor criteria and data

d.

job conditions and mental effort


57. Refer to Scenario 4-1. How might you approach the managers at Scribe Engineering who are not receptive to a job analysis process?a.

Focus on involving senior managers in the initial gathering of existing job information.

b.

Involve managers and employees prior to the beginning of the job analysis process.

c.

Ensure that the completion of questionnaires is mandatory.

d.

Include all the hesitant managers in job analysis focus groups.


58. Refer to Scenario 4-1. In this situation, what is the most important consideration before you begin the job analysis?a.

Identify objectives and ensure management support and employee buy-in.

b.

Decide on a job analysis method.

c.

Gather existing job-related data.

d.

Communicate and explain the job analysis process to all employees.



Chapter 4 Job Analysis and Competency Models59. Refer to Scenario 4-1. Which of the following will help Scribe Engineering decide to use a

competency framework if it needs to ensure that the assessed competency is a skill or ability associated with a high level?a.

salary

b.

job performance

c.

communication

d.

job analysis


60. Which of the following defines the concept comprises work-oriented surveys that break down jobs into their component tasks?a.

task specifications

b.

task inventories

c.

task variety

d.

task statements


61. Which of the following is NOT a dimension in the Position Analysis Questionnaire?a.

work outcomes

b.

mental processes

c.

job context

d.

information input


62. Which of the following is NOT a drawback of the Position Analysis Questionnaire?a.

It requires a postsecondary-level reading ability.

b.

It increases the time and costs of administration.

c.

It eliminates the need to survey the disabled differently.


Chapter 4 Job Analysis and Competency Modelsd.

It is more suitable for blue-collar jobs.


63. Which of the following is NOT a job analysis method?a.

work profiling system

b.

threshold traits analysis system

c.

job element analysis

d.

cognitive task analysis



Chapter 4 Job Analysis and Competency Models64. Wei and Salvendy found that cognitive task methods fall into all of the following categories except

one. Which category does NOT describe cognitive task methods?a.

secondary procedures

b.

process tracing

c.

observations and interviews

d.

conceptual techniques


65. Which of the following is NOT a criterion for choosing a job analysis method?a.

validity

b.

availability

c.

standardization

d.

reliability


66. Which characteristics is every member of an organization expected to possess?a.

core competencies

b.

functional competencies

c.

job-specific competencies

d.

knowledge-based competencies


67. Which of the following is NOT considered to be a general area in best practices in competency modelling?a.

analyzing competency information

b.

using competency information

c.

organizing competency information

d modifying competency information


Chapter 4 Job Analysis and Competency Models.


68. In their research, what organization did Bonder and his colleagues study regarding the development of a competency-based framework?a.

Air Canada

b.

Service Canada

c.

Canada Post

d.

Canadian Pacific



Chapter 4 Job Analysis and Competency ModelsTRUE/FALSE

1. Extroversion is a predictor for the competency of adapting and coping.

ANS: F PTS: 1 REF: 150 OBJ: 7

2. Emotional stability is a predictor for the competency of interacting and presenting.


3. Recruitment and selection should be examined only in the context of the job and not in the context of the organization.


4. Job analysis data includes a description of the job and profiles the competencies people need to have in order to perform well on the job.

ANS: T PTS: 1 REF: 111 OBJ: 1

5. Job analysis involves a single methodology to analyze jobs.


6. Job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole.


7. The job description indicates job duties and organizational level requirements.


8. Work analysis involves techniques that emphasize work outcomes and descriptions of the various tasks performed to accomplish these outcomes.


9. The first step in job analysis is to interview job incumbents.


10. The interview is the least commonly used technique for gathering job facts and establishing the tasks and behaviours that define a job.


11. Competency-based selection systems take the view that employees must be capable of moving between jobs and carrying out the associated tasks for different positions.

ANS: T PTS: 1 REF: 140-142 OBJ: 8


Chapter 4 Job Analysis and Competency Models12. Job analysis and competency management frameworks are the means by which job and person

variables are identified for the purpose of recruitment and selection.

ANS: T PTS: 1 REF: 140-142 OBJ: 9

13. Core competencies are the characteristics that every member of an organization, regardless of position, function, job, or level of responsibility within the organization, is expected to possess.


14. Leadership, motivation, trust, communication, and interpersonal skills are examples of competencies.


15. A best practice in competency modelling for analyzing competency information might include considering previous job requirements.


SHORT ANSWER

1. What is a job analysis? What data is included in a job analysis? What are three key considerations in job analysis?

ANS:Job analysis refers to the process of collecting information about jobs “by any method or purpose.” Job analysis is a systematic process for gathering, documenting, and analyzing data about the work required for a job. Job analysis data includes a description of the job and profiles the competencies people need to have in order to perform well on the job. They include the following:• job identification and context• job responsibilities and tasks• KSAOs• working conditions• physical and mental effort• performance standards

Three key points about job analysis are that • a job analysis does not refer to a single methodology but rather a range of techniques• a job analysis is a formal, structured process carried out under a set of guidelines established in advance• a job analysis breaks down a job into its constituent parts, rather than looking at the job as a whole

PTS: 1 REF: 110-115 OBJ: 1


Chapter 4 Job Analysis and Competency Models2. What is the difference between a job, position, and job family? Give examples of each.

ANS:A job is a collection of positions that are similar in their significant duties (e.g., professor, nurse, electrician etc.). A position is a collection of duties assigned to individuals in an organization at a given time (e.g., administrative assistant to the director of physical resources and administrative assistant to the director of human resources). A job family is a term used to refer to a set of different, but related, jobs that rely on the same set of KSAOs.

PTS: 1 REF: 112 OBJ: 1

3. What is the difference between a job description and a job specification? What are KSAOs?

ANS:A job description is a written description of what job occupants are required to do, how they are supposed to do it, and the rationale for any required job procedures. A job specification is the knowledge, skills, abilities, and other attributes that are needed by a job incumbent to do well on the job.

Refer to Recruitment and Selection Today 4.1—Job Description for a CIBC Customer Service Representative on page 113, and Recruitment and Selection Today 4.2—Occupational Description for Veterinarians on page 117.

KSAOs are the knowledge, skills, abilities, and other attributes necessary for a new incumbent to do well on the job; they are also referred to as a job, employment, or worker specifications. KSAOs are used to describe the job:• Knowledge: a body of information, usually of a factual or procedural nature, that makes for successful performance of a task.• Skill: an individual’s level of proficiency or competency in performing a specific task, expressed in numerical terms.• Ability: a more general, enduring trait or capability an individual possesses at the time he or she first begins to perform a task.• Other attributes: include personality traits and other individual characteristics that are integral to job performance.

Refer to Table 4.1—Task Statement and Associated KSAOs with Rating Scales on page 127.

PTS: 1 REF: 112-113 OBJ: 1


Chapter 4 Job Analysis and Competency Models4. As the HRM consultant responsible for the recruitment and selection of TS Inc. aviation employees,

what suggestions would you make to the CEO to ensure that the following job description adequately reflects the responsibilities and KSAOs that the aircraft maintenance engineer will need to perform his or her job well? What specific changes should be made to ensure the job description is measurable, valid, reliable, and legally defensible?

AIRCRAFT MAINTENANCE ENGINEER,TS Inc., Sydney, B.C.

TS Inc. is a young growing aviation company headquartered in Sydney, BC. We are looking for an aircraft maintenance engineer to become part of our team. The applicant must be licensed by Transport Canada to inspect and certify that work done on our aircrafts complies with written airworthiness standards. You must be at least 21 years of age and provide proof of Canadian citizenship. You must be able to work and communicate effectively in a small business team environment and maintain effective interpersonal working relationships with engineers, pilots, and other technical and professional employees and clients

ANS:Job Identity SectionEnsure that the information is correct in the identification of position title, position code, department, division, location, reporting relationship, status (exempt or non-exempt), wage category, job category, NOC classification, or any other identifiers used. Include the name of the job analyst and the date analyzed. Ensure that the title or status of job does not contradict the Position Summary or Responsibilities sections (i.e., clearly indicates the job duties and organizational level).

Position SummaryBe careful not to record a list of duties but rather a concise summary of “what the job is, how it is done, and why.” The position summary should be only a few sentences (e.g., 3–4 lines) describing the primary purpose of the job, its organizational context, and/or key challenges it will face as a result of growth or some other aspect of the organization context. This summary can be used in advertisements, internal postings, and company brochures.

OrganizationThis portion describes the superior and subordinate reporting relationships of the position. Formal (upward, downward, and lateral) communication channels should be complete and agree with the organizational chart. Ensure that line, staff, or functional relationships are clear and included (i.e., title and their function). Titles of peers who also report to the same superior can be included. This section can also mention any contacts required with other departments, and the nature and extent of the contacts. Frequently used external and internal channels of communication with stakeholders should be included. Committee memberships should be listed with a description of the committee purpose or role expected. Authority should be defined using concise language with numbers and examples about the level of decision making.

Key Accountabilities and ResponsibilitiesThis section should list and describe the 5–9 major deliverables (essential duties and functions) for which the position is accountable. Focus on results, not activity. The expected results need to be action-oriented, begin with an action verb; be concise, direct, and simply worded (i.e., not be vague); and finish with what must be achieved. Specific responsibilities should be arranged in descending order of importance. These tasks should be arranged into meaningful categories to make the job description easier to read and understand. The category labels are convenient to use in the summary. Describe any challenges such as the complexity of the service or product provided and/or the largest problems and challenges faced by the position.



Initial ObjectivesThis section may not apply for all positions, but for many, particularly at senior levels, it outlines the focus of the position during the initial few months or first year. Objectives will need to be updated regularly but can be useful in conveying the essence of a position to a candidate. Also, if carefully prepared, they form the basis for initial performance planning with the successful incumbent.

Job Specifications and Requirements Describe the knowledge, skills, abilities (education and experience), and other (KSAOs) characteristics (such as interest, personality, training) that are necessary to be successful on the job. Clearly describe the competencies and expertise that the incumbent must demonstrate in performing the position to the company standards. This section can be divided into two sections. The first contains KSAOs that an employee must have at the time of hiring (e.g., licenses, certifications). The second subsection contains the KSAOs that are an important part of the job but can be obtained after hiring. Include physical conditions such as lifting, carrying, kneeling, pushing, and pulling as well as environmental conditions that increase the risk of accident or health problems (e.g., temperature extremes, dust, fumes, and hazardous materials). Include mental conditions that cause anxiety, stress, or other types of mental discomfort (e.g., isolation, continual disruption, repetition, and pressure of deadlines). Document business travel required by the job and indicate the extent of this travel. List hours of work that are not the standard 40-hour week, 8-hour day (e.g., shorter work weeks such as 10-hour days, 4 workdays, flex time, job sharing, part-time, telecommuting, contract, or other work shifts).

Standards of PerformanceDescribe expected results of the job: what is expected to be accomplished, and how much, how fast, and to what level.

ApprovalsDetails of the position description need to be negotiated with the supervisor or manager and updated annually or more frequently if required.

PTS: 1 REF: 111-114 OBJ: 4

5. TS Ltd. has 30 employees. As the HRM, would you suggest that the company conduct a job analysis? What questions could you ask in gathering job information that would help TS Ltd. write a job description and job specifications for its aircraft maintenance engineers?

ANS:You would want to suggest using provincial and federal job profiles and Canadian occupational data banks such as the NOC and legal statutes and certifications governing aircraft maintenance engineers.

Some questions you could ask include the following:• What identifies your position within the organization (e.g., title, position code, department, location, reporting relationship, status, wage)?• What is the purpose of your position (i.e., why does your job exist)?• What are your most important responsibilities and specific tasks for your position (priority and weight)?• What are your working conditions (e.g., safety, location)?• What mental and physical effort is required (frequency, duration)?• What KSAOs are required to perform well on the job?• What are your performance standards?

PTS: 1 REF: 112-121 OBJ: 3



6. Job analysis can be categorized into work-oriented job analysis or worker-oriented job analysis depending on the nature of the jobs and how the work is changing. Describe both methods and give an example of when an organization may choose that method.

ANS:Worker-oriented job analyses are job analyses techniques that emphasize general aspects of jobs by describing perceptual, interpersonal, sensory, cognitive, and physical activities. In some high technology industries, employees work in cross-functional team projects and shift projects regularly. This type of environment with rapidly changing work would want to focus more on employees’ KSAOs needed to perform well on their job rather than on specific job tasks. You would want to recruit and select employees on their competencies.

Work-oriented job analysis is a job analysis technique that emphasizes work outcomes and descriptions of the various tasks performed to accomplish those outcomes. A work environment that is stable with jobs that are repetitive with a limited number of tasks would want to focus more on the task each worker performs.


7. Describe a job analysis technique (data collection method) you would use for a particular organization and job position of your choice. Summarize what the method would involve. Discuss its advantages and how you would deal with the disadvantages of the technique.

ANS:Interviews are the most commonly used technique for gathering job facts and establishing the tasks and behaviours that define a job. • It is most effective to question individuals or small groups of employees and supervisors about the work that gets done.• A structured format is recommended for inter-observer reliability but interviews can be unstructured.• All interviews are asked the same job-related questions.• Interviews should be well planned and carefully conducted.• The job analyst should record the incumbent’s and supervisor’s responses by taking notes or by taping the interview.• Interviews should elicit information about job tasks, physical activities involved in the job, and environmental conditions (physical and social) under which the work occurs.• Disadvantages of interviews are that they are expensive and time consuming, and can distort information.

Refer to Recruitment and Selection Notebook 4.1—Guidelines for a Job Analysis Interview on page 121.

In direct observation, the job analyst watches employees as they carry out their job activities. Another term for this is “job shadowing.” This method allows the analyst to come into direct contact with the job; the data are firsthand.• It is most useful when the job analysis involves easily observable activities (e.g., landscaper as opposed to poet).• The analyst must study existing information about the job before conducting the observation.• The analyst must determine if the job involves easily observable activities and if the observation can be done unobtrusively. • Observations are recorded using a customized checklist or worksheet.


Chapter 4 Job Analysis and Competency Models• Different jobs require different observation methods.• Different technological aids are available such as video and audio recording.• Some disadvantages that are the presence of an observer may change the employee’s behaviour.

Self-monitoring is less time consuming and less expensive, and can provide information that is not observable. A disadvantage is that the employee may not be a reliable observer.

After the interview, observational or self-monitoring data are collected, and the analyst uses the resulting notes and tally sheets to identify critical task statements, which are used to generate employee specifications. Critical components of the job are described in terms of the actions performed; the person, data, or things affected by the actions; the intended outcome or product of the action; and the materials, tools, and procedures used to perform the action. KSAOs and tasks are rated according to importance, difficulty, and frequency.

KSAOs are used to describe the job:Knowledge: a body of information, usually of a factual or procedural nature, that makes for successful performance of a task.Skill: an individual’s level of proficiency or competency in performing a specific task, typically expressed in numerical terms.Ability: a more general, enduring trait or capability an individual possesses at the time he or she first begins to perform a task.Other attributes: personality traits and other individual characteristics that are integral to job performance.

Refer to Table 4.1—Task Statement and Associated KSAOs with Rating Scales on page 127, and Table 4.2—Task Statement by KSAO Matrix on page 128.

PTS: 1 REF: 123-128 OBJ: 3

8. Describe one job analysis method.

ANS:Structured job analysis questionnaires and inventories (worker-oriented) require workers and other subject-matter experts to respond to written questions about their jobs. Respondents are asked to make judgments about activities, tasks, tools, and equipment, and working conditions involved in the job. The Position Analysis Questionnaire (PAQ) is a structured job analysis questionnaire that focuses on the general behaviours that make up a job. It assumes that all jobs can be characterized in terms of a limited number of human abilities. The PAQ includes 195 items, called job elements. The first 187 describe general work activities and the remaining items relate to compensation. The job elements are organized into six dimensions: information input, mental processes statements, work output, relationships, job context, and other job characteristics. The Common Metric Questionnaire (CMQ) is an alternative to the PAQ developed by Harvey. It is a structured, off-the-shelf job analysis questionnaire that captures important context variables. It promises up-to-date job analysis information corresponding to what people actually do at work and a database describing jobs in terms of observable aspects of the work rather than subjective rating systems. Refer to http://cmqonline.com. The Work Profiling System (WPS) developed by Holdsworth consists of three versions applicable to managerial, service, and technical occupations. It is a computer-administered questionnaire that can be completed and scored online in the workplace.


Chapter 4 Job Analysis and Competency ModelsTask inventories are work-oriented surveys that break down jobs into their component tasks. They permit workers to define their jobs in relation to a subset of tasks appearing in the inventory. The criteria the job analysis should assess are the duties performed, level of difficulty of job duties, job context, and criticality of duties to the job. The functional job analysis distinguishes between what a worker does and what is accomplished. This defines task statements as verbal formulations of activities that make it possible to describe what workers do and what gets done so that recruitment, selection, and payment can be efficiently and equitably carried out. Well-written task statements clearly describe what an employee does so that an individual unfamiliar with the job should be able to read and understand each statement. Task statements contain four elements: a verb describing the action being performed; an object of the verb that describes to whom the action is being done; a description of tools, equipment, work aids, and processes required for the successful completion of the task; and an expected output describing the result of the action. The critical incident technique comprises examples of effective and ineffective work behaviours that are related to superior or inferior performance. This technique generates behaviourally focused descriptions of work activities, originally developed as a training needs assessment and performance appraisal tool.

Worker trait inventories methods are used to infer employee specifications from job analysis data; they are commonly included in the job analysis literature. The Threshold Traits Analysis System is designed to identify worker traits that are relevant to the target job. It assumes that work behaviours encompass the position functions, the worker traits, and the resulting job performance. A trait is a set of observable characteristics that distinguishes one person from another (e.g., stamina, oral expression, adaptability to pressure, tolerance etc.). The Fleishman Job Analysis Survey (F-JAS) is developed as a system for identifying employee characteristics that influence job performance. It assumes that job tasks differ with respect to the abilities required to perform them successfully. All jobs can be classified according to ability requirements (e.g., multi-limb coordination, night vision). The job element method attempts to distinguish between superior and inferior workers on the basis of job-related abilities. Elements describe the range of employee specifications in terms of KSAOs.

PTS: 1 REF: 120-128 OBJ: 3

9. The evolution toward rapidly changing jobs and organizations that demand flexibility of their workers has led some HR practitioners to search for alternatives to traditional job analysis techniques. What factors are impinging on traditional job analysis? What are competencies? List three important elements of competencies. What role do competencies have in recruitment and selection?

ANS:Many factors impinge on traditional job analysis:

• unprecedented change in today’s workplace• global competition• rapid advances in information technology• multitasking• changing workforce demographics• routine jobs are being done more and more by machines• more emphasis on the management of technology• workers are required to apply a wider range of skills to an ever-changing series of tasks• individuals face 3–4 career changes in a lifetime


Chapter 4 Job Analysis and Competency ModelsOne approach that HR practitioners are using in a rapidly changing environment is selecting employees through work-related competencies related to successful job performance. Competency-based selection systems take the view that employees must be capable of moving between jobs and carrying out the associated tasks for different positions. KSAOs that distinguish superior performers from others are identified. Competencies are groups of related behaviours that are needed for successful performance in an organization. They include three elements: competencies are the KSAOs that underlie effective or successful job performance; KSAOs must be observable or measurable; and KSAOs must distinguish between superior and other performers.



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Chapter 4 Job Analysis and Competency Modelss3.amazonaws.com/prealliance_oneclass_sample/GJYqnaedgM.pdfChapter 4 Job Analysis and Competency Models MULTIPLE CHOICE 1. Why is a job