74) Organization charts show the division of work throughout the organization, how a job relates
to others, and where a job fits in the organization.
75) A process chart provides relevant background information during the job analysis process by
indicating job titles and lines of communication.
76) After identifying a business process to redesign, the next step in business process
reengineering is measuring the performance of the existing process.
77) Conducting the job analysis is the sole responsibility of the HR specialist.
78) Informal interviews provide quantitative job analysis information, which is why they are
frequently used by managers who need to determine the relative worth of a job for pay purposes.
79) The immediate supervisor of a group of workers being interviewed for job analysis purposes
is not allowed to attend the session due to concerns about workers failing to provide honest
responses to questions.
80) Studies suggest that employees are more likely to describe their job duties in the form of
simple task statements instead of as ability statements during job analysis interviews.
81) Questionnaires developed for the purpose of job analysis are always structured in the form of
checklists so that the information can easily be entered into a database.
82) Observation as a job analysis data collection method is most appropriate for jobs that involve
physical activities.
83) Some employers collecting job analysis information provide employees with pocket dictating
machines and pagers to record activities at random times of the work day.
84) Quantitative approaches for collecting job analysis data are more appropriate than qualitative
approaches when a manager seeks to compare jobs for pay purposes.
85) The FLSA status section of a job description permits quick identification of a job as exempt
or nonexempt from overtime and minimum wage provisions.
86) If a manager wants to know “should a job even exist,” a workflow analysis should be
performed.
87) The Americans with Disabilities Act (ADA) requires that organizations have job descriptions
that list the essential functions of all jobs.
88) O*NET has become an increasingly popular Web tool for creating and distributing position
analysis questionnaires to employees who are located throughout the world.
89) The statistical analysis method for developing job specifications is more defensible than the
judgmental approach because equal rights legislation forbids using traits that a firm cannot prove
distinguish between high and low job performers.
90) A conventional job description provides managers with a more comprehensive picture of
worker activities than a job requirement matrix, which fails to address how and why workers
perform specific job activities.
91) Job enlargement refers to redesigning jobs in a way that increases responsibility and
achievement.
92) In reengineered business processes, workers tend to become collectively responsible for
overall results rather than individually responsible for just their own tasks.
93) Many job analysts and employers assert that in today’s work environment, job descriptions
based on lists of job-specific duties inhibit the worker flexibility that companies need.
94) Competencies are observable and measurable behaviors, and organizations are required to
define competencies based on quantifiable standards developed by the Department of Labor.
95) Competency-based job analysis is more worker-focused than traditional job analysis.
96) Competency-based job analysis focuses on the knowledge, skills, and behavior of a worker
rather than the tasks associated with a particular job.
97) British Petroleum implemented a competency-based skills matrix for its employees. As a
result, employee training, appraisals, and rewards relate to the skills and competencies a worker
needs to accomplish the goals of the firm.
98) ABC Widgets, Inc. wants to develop a high-performance work system, so its HR department
should most likely develop traditional job descriptions rather than competency-based job
descriptions.
99) Writing a competencies-based job description typically involves compiling a list of job
duties.
100) Effective talent management focuses on developing employee competencies that align with
strategic goals.
101) How does job analysis support human resource management activities? Briefly describe one
of the methods commonly used for gathering job analysis data.
102) What are the steps involved in the job analysis process? Briefly discuss the methods
available for collecting job analysis information.
103) What time-saving options are available to a busy manager who needs to conduct a job
analysis and write job descriptions? Explain your answer in a brief essay.
104) What are the advantages and disadvantages of using interviews to collect job analysis data?
105) How has modern technology, such as the Internet, changed job analysis methods? How has
the Internet improved the ability of managers to write job descriptions?
106) In a brief essay, compare and contrast job descriptions and job specifications.
107) How does the ADA affect hiring practices? How does an HR manager determine whether
or not a job description complies with the ADA?
108) A human resource manager needs to develop job specifications for a new position at her
firm. She can either base the job specifications on statistical analysis or on common sense.
Briefly describe each method, and recommend which method the HR manager should use.
109) What is the difference between job enlargement, job rotation, and job enrichment?
110) What is a competency-based job analysis? Why should firms consider describing jobs in
terms of competencies instead of duties?