job & job analysis mcq + ans great

8/12/2019 job & job analysis mcq + ans great

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Chapter 6Jobs and Job Analysis

MULTIPLE CHOICE

1. Odd and unusual aspects of jobs that are unique to the employing organization

a

.

should be omitted from the job descriptions because they are not comparable across

companies and industries.b

.

are important job requirements and should be included in the job description.

c

.

should be eliminated because they introduce legal questions of discrimination or

differential treatment.

d

.

should be included in a job description only if they will make a difference in

compensation.

ANS ! "#S 1 $%& 'oderate ()& p. 1*1

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#O" ,onceptual

0. ork is defined asa

.

producti-e contribution to society either for pay or for a charitable cause.

b

.

effort directed toward producing or accomplishing results.

c

.

a collection of tasks and duties performed by one person.

d

.

labor directed by others.

ANS ! "#S 1 $%& )asy ()& p. 1*1


#O" $efinitional

2. An analysis is being conducted at OneStop "harmacy to track how prescription orders arri-e3 how they

are logged in3 how they are filled3 how they are stored3 how they are sold to customers3 etc. #he

analysis is considering all the inputs3 acti-ities3 and outputs associated with the prescription drugbusiness at the store. #his is an e4ample of

a

.

workflow analysis.

b

.

business process re5engineering

c

.

job analysis.

d

.

a time5and5motion study.

ANS A "#S 1 $%& 'oderate ()& p. 1*0

O!+ 1 NA# AA,S! Analytic O, /('

#O" Application


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6. ork and jobs in organizations are changing dramatically. #he primary dri-ers of this change are

technology and

a

.

globalization.

b

.

changing demographics of the workforce.

c

.

accelerating economic turbulence.

d

.

political instability worldwide.

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7. A8an 9999 is a grouping of tasks3 duties3 and responsibilities that constitutes the total work assignment

for employees.

a

.

project

b

.

position

c

.

:SA

d

.

job

ANS $ "#S 1 $%& )asy ()& p. 1*0


#O" $efinitional

*. 9999 studies the way work mo-es through the organization in order to impro-e efficiency.a

.

orkflow analysis

b

.

+ob analysis

c

.

(e5engineering

d

.

#ime5and5motion analysis

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;. A workflow analysis !)


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.

d

.

assessing the inputs3 i.e.3 the people3 material3 data3 equipment that are used.

ANS A "#S 1 $%& 'oderate ()& p. 1*0


#O" ,onceptual

=. /enry3 a manager for a floor co-ering manufacturing firm3 is attending a presentation by a consultantproposing a project to impro-e organizational producti-ity by changing the jobs themsel-es. >ooks

like the company is planning 9999.? says /enry to himself.

a

.

re5engineering

b

.

outsourcing

c

.

job re5design

d

.

workflow analysis

ANS A "#S 1 $%& 'oderate ()& p. 1*2 @ &igure *51


#O" Application

. (e5engineering is typically 'OS# successful with jobs that are

a

.

knowledge5based.

b

.

creati-e.

c

.

routine.

d

.

managerial.

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#O" ,onceptual

1C. #he three phases of business processes re5engineering are

a

.

analyze3 diagnose3 design

b.

unfreezing3 changing3 refreezing.

c

.

rethink3 redesign3 retool.

d

.

job analysis3 job description3 job specification.

ANS , "#S 1 $%& )asy ()& p. 1*6


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O!+ 1 NA# AA,S! (eflecti-e #hinking O, ,reation of Balue

#O" ,onceptual

11. ,lark3 the ,)O of Agonistics3 %nc.3 is studying a proposal for business process re5engineering D!"(E

for his firm. ,lark knows that without e4tensi-e communication3 planning and training of managers

the success rate of !"( is about

a.

zero.

b

.

1CF.

c

.

2CF

d

.

7CF

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O!+ 1 NA# AA,S! Analytic O, ,reation of Balue

#O" Application

10. :athleen is suffering from high blood pressure3 although she has a healthy lifestyle. hen she talkswith her co5workers in the department3 she finds that a number of them ha-e high blood pressure3 sleep

disorders and other stress5related medical problems. %t is possible that the medical health of the

employees and the companyGs cost in health benefits would be impro-ed with

a

.

outsourcing these jobs to eliminate these unhealthy workers.

b

.

enriching the jobs in this department.

c

.

introducing fle4ible scheduling.

d

.

e4amining the job design in this department.

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#O" Application

12. +ob 9999 refers to organizing tasks3 duties3 and responsibilities into a producti-e unit of work.

a

.

analysis

b

.

design

c

.

characteristics

d

.

e-aluation

ANS ! "#S 1 $%& )asy ()& p. 1*7


#O" $efinitional


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16. +ob design can affect all of the following )H,)"#

a

.

absenteeism.

b

.

job satisfaction.

c

.

organizational strategy.

d

.

job performance.

ANS , "#S 1 $%& )asy ()& p. 1*7


#O" ,onceptual

17. +oshua is an e4tremely successful salesperson for a hospital5products manufacturing company. /is

sales are appro4imately twice those of the a-erage salesperson in his category3 and he is a -ery

-aluable employee. !ut3 +oshuaGs administrati-e abilities are minimal. #his is causing problems with

orders3 customer follow5up3 and reporting. +oshuaGs boss is frustrated because significant training

e4penditures on +oshua ha-e resulted in minimal impro-ement in his administrati-e performance. #he

situation cannot continue. hich of the following would be the most useful solution for the companyI

a

.

+oshua should be con-erted from an employee to an independent contractor so that he

will be moti-ated to hire an assistant do his administrati-e work.

b.

#his is likely a person5job fit issue3 and +oshua must be mo-ed to a different job orterminated.

c

.

+oshuaGs compensation should be changed so that he is penalized for inadequate

administrati-e work.

d.

#his is probably a person5job fit issue3 and +oshuaGs job should be re5designed.

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O!+ 0 NA# AA,S! Analytic O, /('#O" Application

1*. +ob enlargement in-ol-es

a

.

broadening the scope of a job by e4panding the number of different tasks to be

performed.

b

.

increasing the depth of a job to pro-ide more autonomy.

c.

increasing the amount of impact the job has on other people.

d

.

shifting a person from job to job to increase -ariety.

ANS A "#S 1 $%& )asy ()& p. 1*7


#O" $efinitional

1;. hen the depth of a job is increased by adding responsibility for planning3 organizing3 controlling3 and

e-aluating the job3 9999 has occurred.

a job enlargement


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.

b

.

task significance

c

.

job enrichment

d

.

job enhancement

ANS , "#S 1 $%& )asy ()& p. 1**


#O" $efinitional

1=. All of the following are e4amples of enriching a job )H,)"#

a

.

allowing a component5assembler to work without close super-ision.

b

.

assigning grocery store employees to cashier positions one month3 stocking positions

another month3 and general maintenance positions another month with no change in pay.

c

.

gi-ing daily work station production reports to an assembly line worker.

d

.

assigning one hospital staff member to an in5patientGs entire mo-ement throughout the

hospital.

ANS ! "#S 1 $%& ,hallenging ()& p. 1**51*;


#O" Application

1. +ob 9999 is the process of shifting a person from job to job.

a

.

enlargement

b

.

scope

c

.

responsibility

d

.

rotation

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#O" $efinitional

0C. #he -eterinary assistants at a large -eterinary practice alternate between working at the reception desk3

working in the lab and H5ray department3 and assisting the -ets during office -isits with patients. #hisis a type of

a

.

job enrichment.

b

.

job rotation.

c

.

job enlargement.

d job re5design.


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.

ANS ! "#S 1 $%& 'oderate ()& p. 1*;


#O" Application

01. #he e4tent to which the work requires se-eral different acti-ities for successful completion indicates

itsa.

skill -ariety.

b

.

multi5tasking demands.

c

.

low task identity.

d

.

high autonomy.

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00. #he ability to do an entire unit of work from start to finish contributes to the workerGs 9999 the job.

a

.

knowledge of results of

b

.

e4perienced meaningfulness of

c

.

e4perienced responsibility for

d

.

sense of autonomy o-er

ANS ! "#S 1 $%& 'oderate ()& p. 1*; @ &igure *52

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#O" ,onceptual

02. >#he reason % lo-e my work3? remarked a nanny for two pre5school boys3 >is that % am able to make

sure they get the best start in life possible as far as affection3 nutrition3 and intellectual stimulation.

#hey enter the world as really well5adjusted children.? #his nanny feels her job has high

a

.

feedback.

b

.

autonomy.

c

.

task significance.

d

.

task identity.

ANS , "#S 1 $%& ,hallenging ()& p. 1*=

O!+ 0 NA# AA,S! Analytic O, 'oti-ation ,oncepts


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#O" Application

06. Amanda is responding to a job ad-ertisement that describes the companyGs employees as >crew

members.? #his company probably uses

a

.

work teams.

b.

project5based work design.

c

.

-irtual employees.

d

.

indi-idual producti-ity bonuses.

ANS A "#S 1 $%& )asy ()& p. 1*=


#O" Application

07. 'egan has been working with her super-isor on the &ilbertGs &ast &oods account for si4 months.

Jesterday3 'eganGs boss told her that she is capable of handling the &ilbertGs &ast &oods account on

her own from now on3 but she can come to him for ad-ice at any time. hich of the followingstatements is #(K)I

a

.

'egan will be able to use a greater -ariety of skills at her work now.

b

.

'eganGs job has more significance.

c

.

'eganGs job will pro-ide her more feedback than before.

d

.

'eganGs job now allows her more autonomy.

ANS $ "#S 1 $%& 'oderate ()& p. 1*=O!+ 0 NA# AA,S! Analytic O, 'oti-ation ,oncepts

#O" Application

0*. hich of the following is NO# a form of feedback as a job characteristicIa

.

customer complaints to a sales representati-e that the equipment purchased was not as

specified

b

.

the decline of the employerGs stock price

c

.

a dog owner who compliments the job the groomer has done on her ,ocker Spaniel

d

.

blank student faces as a professor lectures on plate tectonics

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O!+ 0 NA# AA,S! Analytic O, 'oti-ation ,oncepts

#O" Application

0;. An organizational team formed to address specific problems3 impro-e work processes3 and enhance

product and ser-ice quality3 is called a


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a

.

task force.

b

.

special5purpose team.

c

.

standing committee.

d

.

self5directed work team.

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#O" $efinitional

0=. #he 9999 is composed of indi-iduals who are assigned a cluster of tasks3 duties3 and responsibilities to

be accomplished. #his is the regular entity for the internal decision making process of the firm.

a

.

special5purpose team

b

.

quality circle

c

.

self5directed work teams

d

.

strategic work groups.

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#O" $efinitional

0. #he team leader of a self5directed team is in reality a

a

.

administrator.

b

.

super-isor.

c

.

bureaucrat.

d

.

facilitator.

ANS $ "#S 1 $%& )asy ()& p. 1*


#O" ,onceptual

2C. "otential benefits from redesigning work from indi-idual jobs to teams include all the following

)H,)"#

a

.

reduced le-els of interpersonal conflict.

b

.

increased employee in-ol-ement.

c

.

greater employee ownership of problems.


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d

.

increased employee learning.

ANS A "#S 1 $%& 'oderate ()& p. 1*


#O" ,onceptual

21. All of the following contribute to the success of work teams )H,)"#a.

the team has authority to make decisions.

b

.

the team works in complete harmony.

c

.

the team is composed of >group5oriented? employees..

d

.

the team members ha-e both indi-idual and team5based compensation.

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20. #he main causes of job5related stress include all the following )H,)"#

a

.

time pressure.

b

.

lack of job security.

c

.

fragmented work.

d

.

boring3 mind5numbing work.

ANS $ "#S 1 $%& 'oderate ()& p. 1;C


#O" ,onceptual

22. hich of the following is #(K)I

a

.

K.S. workers ha-e shorter work hours than most )uropean workers.

b

.

About half of K.S. workers would like to work another day a week to earn more money.

c

.

'ost K.S. workers feel under pressure to work too much.

d

.

'ost K.S. workers feel they ha-e enough time to spend with their families.

ANS , "#S 1 $%& 'oderate ()& p. 1;C


#O" ,onceptual


11/37

26. )urope has had high unemployment for years because

a

.

)uropeans would rather be on go-ernment welfare than work at routine and boring jobs.

b

.

most new jobs in )urope are of the short5term employment contract type3 so workers are

frequently laid off.

c.

employers resist hiring new employees because regulations make it difficult to let themgo once theyGre hired.

d

.

the poor education system does not pro-ide the )uropean economy with enough skilled

workers.

ANS , "#S 1 $%& 'oderate ()& p. 1;1


#O" ,onceptual

27.


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b

.

team scheduling

c

.

fle4time

d

.

shift work

ANS A "#S 1 $%& )asy ()& p. 1;1


#O" Application

2=. ,liff and Amanda ha-e come to their boss and to you3 the director of /(3 with a proposal that they

share one job. ,liff wants to return to school and needs the e4tra time to study and attend classes.

AmandaGs husband has become disabled and she needs more time to care for him. All the following

issues are rele-ant to your decision )H,)"#

a

.

ill denying this request e4pose the company to an A$A complaint because of

AmandaGs husbandGs statusI

b

.

Are ,liff and Amanda both competent in performing the jobI

c

.

,an ,liff and Amanda work effecti-ely togetherI

d

.

,an ,liff and Amanda be fle4ible enough to work more hours when one of them is sick

or is on -acationI

ANS A "#S 1 $%& 'oderate ()& p. 1;0O!+ 2 NA# AA,S! Analytic O, /('

#O" Application

2. hich of the following statements is #(K) about telecommutingI

a

.

A major problem with telecommuting is that employees tend to slack off since they are

not closely super-ised.b

.

)mployees must be focused on producing results and less on putting in time.

c

.

#he spread of workplace technology is so per-asi-e that most jobs that are conduci-e to

telecommuting ha-e already been con-erted.

d

.

A teleworker who works from home is technically considered an independent contractor.

ANS ! "#S 1 $%& 'oderate ()& p. 1;2


#O" ,onceptual

6C. #elecommuting employees tend to be e-aluated on the basis of

a

.

political influence.

b

.

electronic sur-eillance.

c

.

time spent on5task.

d results.


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.

ANS $ "#S 1 $%& 'oderate ()& p. 1;2


#O" ,onceptual

61. 9999 employees work from remote locations -ia electronic computing and telecommunications

equipment.a.

)lectronic

b

.

,omputer5based

c

.

#elecommuting

d

.

"seudo

ANS , "#S 1 $%& )asy ()& p. 1;2


60. A disad-antage for employees who telecommute is that they

a

.

are less producti-e than employees who work on5site because of lack of access to

company resources.

b

.

may not ad-ance as quickly as office5based employees because they are not present in

the workplace.

c

.

are assigned hea-ier workloads than employees who are directly super-ised3 so there is a

higher le-el of o-erwork.

d

.

are -iewed by managers as less committed to their work and the organization.

ANS ! "#S 1 $%& 'oderate ()& p. 1;6


#O" ,onceptual

62. )rica is a sales representati-e for a large technology firm. /er job is being changed from an in5office

job to a telecommuting position. Although )rica can see many ad-antages of this change3 she is also

concerned about negati-e effects. All of the following are potential negati-e effects of telecommuting

)H,)"#

a

.

results5based e-aluation.

b.

o-erworking.

c

.

time5management.

d

.

impact on career de-elopment.

ANS A "#S 1 $%& 'oderate ()& p. 1;6


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#O" Application

66. +ob analysis is a systematic way to

a

.

gather and analyze information about the content3 conte4t and human requirements of

jobs.

b.

analyze the distinct3 identifiable work acti-ities in-ol-ed in a specific job classification.

c

.

e-aluate the quality of job performance of employees.

d

.

break down jobs into their component parts in readiness for business process re5

engineering..

ANS A "#S 1 $%& 'oderate ()& p. 1;6


#O" $efinitional

67. +ob analysis has numerous functions in the organization3 but its primary purpose is to clearly

understand what is done on a job and 9999.

a. whether the job conforms to labor and employment laws.

b

.

what capabilities are needed to do it.

c

.

how the job contributes to the organizationGs strategic goals.

d

.

how the job holders should be compensated.

ANS ! "#S 1 $%& 'oderate ()& p. 1;6


#O" ,onceptual

6*. #he most basic building block of /( management functions is

a

.

job analysis.

b

.

organizational culture.

c

.

the human capital of the firm.

d

.

job design.

ANS A "#S 1 $%& )asy ()& p. 1;6


#O" ,onceptual

6;. A distincti-e3 identifiable work acti-ity composed of motions is aa

.

responsibility.

b job.


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.

c

.

task.

d

.

duty.

ANS , "#S 1 $%& )asy ()& p. 1;7


#O" $efinitional

6=. %ndi-idual capabilities that can be linked to enhanced performance by indi-iduals or teams3 are called

a

.

competencies.

b

.

talents.

c

.

specifications.

d

.

abilities.

ANS A "#S 1 $%& )asy ()& p. 1;7


#O" $efinitional

6. #he 9999 approach to job analysis considers how the employeesG knowledge and skills are used.

a

.

traditional

b

.

position analysis

c

.

competency

d

.

knowledge

ANS , "#S 1 $%& 'oderate ()& p. 1;7


#O" $efinitional

7C. All of the following are reasons to use the competency5based approach to job analysis )H,)"#

a

.

communicate -alued beha-iors to employees.

b.

raise competency le-els of employees.

c

.

emphasize peopleGs capabilities for enhancing the competiti-e ad-antage of the

organization.

d

.

to ha-e a sound legal precedent for job related decisions about employees.

ANS $ "#S 1 $%& ,hallenging ()& p. 1;7


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O!+ 6 @ 7 NA# AA,S! (eflecti-e #hinking O, /('

#O" ,onceptual

71. 9999 are obligations to perform certain tasks and duties.

a

.

'issions

b.

Assignments

c

.

+ob descriptions

d

.

(esponsibilities

ANS $ "#S 1 $%& )asy ()& p. 1;7


#O" $efinitional

70. !ecause your employerGs firm uses cross5functional project teams3 competency5based job analysis

makes the most sense from a recruiting standpoint. As director of /( you argue that

a. competency5based job analysis would also be a more logical basis for compensation thantask5based job analysis.

b

.

competency5based job analysis is better documented than task5based job analysis.

c

.

competency5based job analysis has more legal precedent than task5based job analysis.

d

.

traditional job descriptions can be easily con-erted from a task5basis to a competency

basis.

ANS A "#S 1 $%& ,hallenging ()& p. 1;*


#O" Application

72. hen /( staff rewrite job descriptions and job specifications3 it is important for managers to re-iew

these documents

a.

to make sure they comply with A$A and &SA requirements.

b

.

to ensure they are accurate and complete.

c

.

to assure that there is sufficient ambiguity and fle4ibility to allow for unusual job

demands.

d

.

so that managers fully understand the requirements of these jobs.

ANS ! "#S 1 $%& 'oderate ()& p. 1;*


#O" ,onceptual

76. A company 9999 would be most likely to use the competency5based approach of job analysis rather

than the task5based approach.

a ha-ing a traditional assembly line production facility


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.

b

.

that is a low5technology printer of magazines

c

.

making hea-y use of telecommuting employees

d

.

using cross5functional project teams

ANS $ "#S 1 $%& 'oderate ()& p. 1;*


#O" ,onceptual

77. %nez3 the -ice5president of /( for a chain of international lu4ury hotels3 is considering implementing a

competency5based approach to job analysis in her organization because of its ability to contribute to

organizational success. She e4pects that important competencies needed by managers in her hotel will

include all of the following )H,)"#

a

.

ha-ing good relations with hotel customers.

b

.

ha-ing financial awareness about the hotel operations.

c

.

e4pertise in statistical analysis.

d.

ha-ing the ability to resol-e complaints.

ANS , "#S 1 $%& ,hallenging ()& p. 1;*


#O" Application

7*. %n a typical di-ision of job analysis responsibilities3 a manager would

a. seek assistance from outside e4perts for difficult or unusual analyses.

b

.

use job analysis information to identify performance standards.

c

.

coordinate job analysis.

d

.

write job descriptions and specifications for re-iew.

ANS ! "#S 1 $%& 'oderate ()& p. 1;; @ &igure *5;


#O" ,onceptual

7;. $ata that should be re-iewed in the preparation stage of the job analysis process include all of the

following )H,)"#

a

.

e4isting job descriptions.

b

.

organizational charts.

c performance appraisals.


18/37

.

d

.

industry resources.

ANS , "#S 1 $%& 'oderate ()& p. 1;;


#O" ,onceptual

7=. Amanda is the director of /( for a chain of home impro-ement stores. Amanda knows that thecompanyGs job analysis data is outdated and a new analysis is urgently needed. #o sa-e money3

Amanda has decided to ha-e managers and employees write their own job descriptions. hen Amanda

asks you Dan e4pert in /(E your ad-ice3 you gi-e her all the following reasons why she should NO#

ha-e managers and employees write their job descriptions )H,)"#

a

.

it will reduce the amount of consistency in format and details.

b

.

it may result in the managers and employees recording what they actually do in their jobs

rather than what the job requires.

c

.

it may cause managers and employees to list their own personal qualifications rather than

the actual job specifications.

d

.

managers and employees tend to write job descriptions in a discriminatory manner

opening the company up to lawsuits.

ANS $ "#S 1 $%& 'oderate ()& p. 1;=


#O" Application

7. %deally3 in order to keep job descriptions and job specifications updated3 the organization should

a

.

conduct organization5wide job analysis e-ery two years.

b

.

conduct job analysis whene-er a job5based lawsuit is filed.

c

.

re-iew and re-ise job descriptions and specifications during each performance appraisal

inter-iew.

d

.

re-iew all job descriptions and job specifications whene-er the organization is

restructured.

ANS , "#S 1 $%& 'oderate ()& p. 1;=


#O" ,onceptual

*C. As director of /(3 you are organizing the process of analyzing all the jobs in the organization.

!ecause your employer is an oil e4ploration firm with many engineers and scientistsa

.

you will rely hea-ily on these employees to complete task diaries because knowledge

workers willingly cooperate with this type of request.

b

.

work sampling would be the most cost effecti-e3 unobtrusi-e and accurate method of

collecting task data.

c

.

much of the needed data can be collected by obser-ation because most of these jobs ha-e

an obser-able cycle.

d

.

you will ha-e to call on many subject matter e4perts for panel inter-iews.


19/37

ANS $ "#S 1 $%& ,hallenging ()& p. 1;


#O" Application

*1. ith respect to obser-ation as a job analysis technique3

a

.

the method is limited to jobs that ha-e a complete and obser-able job cycle.

b.

the job incumbent should be unaware that he8she is being obser-ed3 otherwise theincumbentGs beha-ior will not be normal.

c

.

almost all traditional jobs can be analyzed with this technique.

d

.

in order to be -alid and reliable3 obser-ation must be continuous3 not based on sampling.

ANS A "#S 1 $%& 'oderate ()& p. 1;


#O" ,onceptual

*0. #he work sampling type of obser-ation

a.

gi-es a more detailed picture of the work than continuous obser-ation.

b

.

is useful for both routine and non5routine jobs.

c

.

determines the content and pace of a typical workday through statistical sampling of

current actions.

d

.

is more e4pensi-e to conduct than continuous obser-ation because of the statistical

calculations in-ol-ed.

ANS , "#S 1 $%& 'oderate ()& p. 1;O!+ 6 NA# AA,S! (eflecti-e #hinking O, /('

#O" ,onceptual

*2. 'ark3 the director of /( for a large professional ser-ices firm3 wishes to do a job analysis of the

professional jobs in the firm. hich method would the employees find 'OS# intrusi-e and

burdensome to carry outI

a

.

employee diary8log

b

.

the OLNet technique

c

.

"osition Analysis Muestionnaire

d

.

panel inter-iews

ANS A "#S 1 $%& 'oderate ()& p. 1;


#O" Application


20/37

*6. hich of the following is true about the use of group inter-iews to gather job analysis informationI

#hey are

a

.

relati-ely ine4pensi-e.

b

.

appropriate for highly technical jobs.

c

.

less likely to result in job inflation because of the presence of peers.

d

.

useful if there are time constraints.

ANS ! "#S 1 $%& 'oderate ()& p. 1=C


#O" ,onceptual

*7. hat is a major ad-antage of the questionnaire method of gathering data on jobsI

a

.

#he questionnaire method can be used with all le-els and types of employees.

b. Muestionnaire data is more reliable and -alid than data gathered in other ways.

c

.

#he same questionnaire can be used for both hourly and managerial jobs.

d

.

%nformation on a large number of jobs can be collected in a relati-ely short period of

time.

ANS $ "#S 1 $%& 'oderate ()& p. 1=C


#O" ,onceptual

**. hich of the following is true of the "osition Analysis MuestionnaireIa

.

%t consists of checklists pertaining to job dimensions.

b

.

%t must be administered by an S') DSubject 'atter )4pertE.

c

.

%t focuses on job5oriented elements of the technical aspects of the work.

d

.

%t is one of the most time5consuming methods of gathering job data.

ANS A "#S 1 $%& 'oderate ()& p. 1=C51=1


*;. &or legal reasons3 Seneca &ilm "roduction3 %nc.3 wishes to ha-e a job analysis method that will

generate easily quantifiable data and lend itself to -alidity tests. #he company would be best ad-ised to

usea

.

panel inter-iews of S')s.

b employee logs.


21/37

.

c

.

obser-ation of employees on the job.

d

.

the "osition Analysis Muestionnaire.

ANS $ "#S 1 $%& 'oderate ()& p. 1=1


#O" Application

*=. #he "osition Analysis Muestionnaire D"AME focuses on the 9999 elements that describe beha-iors

necessary to do the job.

a

.

worker5oriented

b

.

organization5oriented

c

.

market5oriented

d

.

job5oriented

ANS A "#S 1 $%& 'oderate ()& p. 1=1


#O" ,onceptual

*. hich of the following is a characteristic of computerized job analysisI

a

.

difficulty in identifying mismatches between job scores and salary sur-ey data

b

.

lack of legal precedent

c. a reduction in the time and effort in-ol-ed in writing job descriptions

d

.

results cannot be used to de-elop job e-aluation weights

ANS , "#S 1 $%& 'oderate ()& p. 1=1


#O" ,onceptual

;C. #he &unctional +ob Analysis D&+AE method e4amines the three components of jobs

a

.

intellectual3 emotional3 physical

b

.

data3 people and things.

c

.

knowledge3 skills and abilities.

d

.

input3 throughput and output.


22/37

ANS ! "#S 1 $%& )asy ()& p. 1=1


#O" ,onceptual

;1. All of the following skills will be in demand for future jobs )H,)"#

a

.

acti-e listening

b

.

math

c

.

product inspection

d

.

stamina

ANS $ "#S 1 $%& )asy ()& p. 1=0


#O" ,onceptual

;0. +ob analysis can be stressful for managers and employees because

a. it is frequently conducted before major downsizing e-ents.

b

.

it may pinpoint that current job incumbents are not doing all the job tasks that should be

done.

c

.

of the fear that jobs will be upgraded and that the current incumbents will not be

qualified to hold them any longer.

d

.

of the concern that jobs will be outsourced.

ANS ! "#S 1 $%& 'oderate ()& p. 1=0


#O" ,onceptual

;2. /ow is OLNet useful to a manager or /( specialistI

a

.

%t is a time5sa-ing resource for writing job descriptions and specifications.

b

.

%t can eliminate the need to conduct a job analysis in a small organization.

c

.

#he OLNet can be used as a recruiting tool because it includes a national database of job5

seekers classified by occupational category.

d

.

Since it has been compiled by the $epartment of abor3 firms using the OLNet are

protected from job5related employee lawsuits.

ANS A "#S 1 $%& 'oderate ()& p. 1=0


#O" ,onceptual

;6. !ecause job analysis information is often used for compensation purposes3 employees and managersha-e a tendency to

a

.

cooperate with the job analyst.


23/37

b

.

e4aggerate their competencies.

c

.

use this as an opportunity to request raises.

d

.

inflate the importance and significance of their jobs.

ANS $ "#S 1 $%& 'oderate ()& p. 1=2


#O" ,onceptual

;7. #he most restricti-e job descriptions e4ist in

a

.

ser-ice industries.

b

.

white5collar jobs.

c

.

unionized workforces.

d

.

technical jobs.

ANS , "#S 1 $%& )asy ()& p. 1=2


#O" ,onceptual

;*. +ob tasks classified as >miscellaneous?

a

.

cannot be legally used as a basis for terminating an employee.

b

.

can be considered primary job duties if they take up at least 0CF of an employeeGs time.

c. place a straitjacket on management fle4ibility.

d

.

cannot be considered essential functions under the A$A.

ANS $ "#S 1 $%& 'oderate ()& p. 1=2

O!+ 7 NA# AA,S! (eflecti-e #hinking O, egal (esponsibilities

#O" ,onceptual

;;. hich of the following was identified as an organizational problem that often occurs as part of the job

analysis processI

a.

inflation of the importance of the incumbentGs job

b

.

non5reporting by employees of e4tra duties they ha-e taken on beyond their job

description

c

.

a focus on the job3 rather than on the job incumbent

d

.

an o-er5emphasis on the legal concerns


24/37

ANS A "#S 1 $%& 'oderate ()& p. 1=2


#O" ,onceptual

;=. ,ommon fears of managers and employees regarding job analysis include all of the following

)H,)"#

a

.

fear that managerial fle4ibility will be limited.

b

.

fear that the job will be redesigned in such a way that the current incumbent is no longer

qualified to hold it.

c

.

fear that employees will refuse to do work not in their job description.

d

.

fear that they ha-e done something wrong and are being in-estigated.

ANS ! "#S 1 $%& ,hallenging ()& p. 1=251=6


#O" ,onceptual

;. 9999 are the fundamental duties of a job.

a

.

)ssential job functions

b

.

'inimum job elements

c

.

"rimary requirements

d

.

$ominant :SAs

ANS A "#S 1 $%& )asy ()& p. 1=6O!+ 7 NA# AA,S! (eflecti-e #hinking O, egal (esponsibilities

#O" $efinitional

=C. A recommended way to allay employee an4ieties about job analysis is

a

.

to promise that no job reductions will occur in the ne4t 10 months.

b

.

to conduct wage and salary sur-eys at the same time3 because usually this will result in

an upward adjustment of employee pay.

c

.

include employees in the re-ision of job descriptions.

d

.

to use a consulting firm to conduct the job analysis3 thus remo-ing the process from

internal organizational politics.

ANS , "#S 1 $%& 'oderate ()& p. 1=6


#O" ,onceptual


25/37

=1. +ennifer3 a member of the /( department3 is working on the organizationGs job descriptions. She must

classify duties as essential or marginal for A$A purposes3 and she must also classify duties as primary

or non5primary for &SA purposes. hich of the following decision rules can +ennifer use in her taskI

a

.

%f a duty is an essential job function for A$A purposes3 it will also be a primary duty for

&SA purposes.

b

.

#here is no relationship between the requirements for essential functions and those for

primary duties.

c

.

%f a duty is marginal for A$A purposes3 it may still be considered primary for &SA

purposes.

d.

%f a duty is primary for &SA purposes3 it will also be an essential job function for A$Apurposes.

ANS $ "#S 1 $%& ,hallenging ()& p. 1=7 @ &igure *51CO!+ 7 NA# AA,S! Analytic O, egal (esponsibilities

#O" Application

=0. 'arginal functions are those duties that are part of a job

a

.

that a disabled person cannot perform.

b

.

that most disabled indi-iduals can perform with minor assistance.

c

.

that are infrequent and unimportant and take less than 1CF of an employeeGs time.

d

.

are required job functions that are co-ered under the >miscellaneous? clause in the job

description.

ANS , "#S 1 $%& 'oderate ()& p. 1=7 @ &igure *51C


#O" $efinitional

=2. At Ochre Automobile %nsurance3 the job of appraiser in-ol-es spending 6C percent of the timeconducing >dri-e5by? assessments of the damage to policy5holdersG -ehicles. #his task would be

considered a8an

a

.

performance standard.

b

.

essential job function.

c

.

job element.

d

.

job specification.

ANS ! "#S 1 $%& )asy ()& p. 1=7

O!+ 7 NA# AA,S! Analytic O, egal (esponsibilities

#O" Application

=6. hich of the following statements is &AS)I

a

.

#he percentage of time de-oted to a job duty is a good indicator of its importance.

b A task that is performed e-ery month would be considered an infrequently performed


26/37

. task and thus be considered marginal.

c

.

%f there are few negati-e consequences if a job task is not performed3 then that task is a

marginal function.

d

.

%f a task affects other jobs in the organization3 then the task is probably an essential

function.

ANS ! "#S 1 $%& ,hallenging ()& p. 1=7


#O" ,onceptual

=7. #he main considerations in determining whether a task is an essential function or a marginal function

of the job include all of the following )H,)"#

a

.

the number of employees performing the task.

b

.

the percentage of time spent on the task.

c

.

frequency of the task.

d

.

importance of the task.

ANS A "#S 1 $%& 'oderate ()& p. 1=7 @ &igure *51C


#O" ,onceptual

=*. A job description identifies the

a

.

knowledge3 skills3 and abilities an indi-idual needs to do the job satisfactorily.

b

.

tasks3 duties3 and responsibilities of a job.

c. contribution of the job to the strategic goals of the organization..

d

.

minimum performance standards for the job.

ANS ! "#S 1 $%& )asy ()& p. 1=*


#O" $efinitional

=;. A job 9999 identifies what is done3 why it is done3 where it is done3 and briefly3 how it is done.

a

.

analysis

b

.

performance standard

c

.

specification

d

.

description


27/37

ANS $ "#S 1 $%& )asy ()& p. 1=*


#O" $efinitional

==. Archie is de-eloping performance standards for the job of pediatric nurse practitioner for a pediatrics

medical practice. Archie should base these standards directly on

a.

the pediatric nurse practitioner job description.

b

.

the job specifications for pediatric nurse practitioner.

c

.

benchmark data from other pediatric medical practices.

d

.

the professional guidelines by the pediatric nurse practitioner accreditation organization.

ANS A "#S 1 $%& 'oderate ()& p. 1=*


#O" Application

=. 9999 indicate what the job accomplishes and how performance is measured in key areas of the jobdescription.

a

.

+ob specifications

b

.

+ob standards

c

.

"erformance standards

d

.

)mployee competencies

ANS , "#S 1 $%& )asy ()& p. 1=*O!+ * NA# AA,S! (eflecti-e #hinking O, /('

#O" $efinitional

C. hich of the following would be considered a performance standard for a clerk at a mo-ie rentalstoreI

a

.

Stocks coolers of food items and snack racks.

b

.

Operates cash register.

c

.


28/37

a

.

what the job accomplishes and how performance is measured in key areas of the job

description.

b

.

the knowledge3 skills3 and abilities an indi-idual needs to perform the job satisfactorily.

c

.

the tasks3 duties3 and responsibilities of a job.

d

.

all the duties of the job and whether they are essential or marginal according to the A$A.

ANS ! "#S 1 $%& )asy ()& p. 1=*

O!+ * NA# AA,S! (eflecti-e #hinking O, /('

#O" $efinitional

0. #he 9999 section of the job description gi-es the job title3 reporting relationships3 department3

location3 and date of analysis.

a

.

identification

b

.

general summary

c

.

essential functions and duties

d

.

specification requirements

ANS A "#S 1 $%& )asy ()& p. 1=*O!+ * NA# AA,S! (eflecti-e #hinking O, /('

#O" $efinitional

2. An e4ample of a 9999 for a secretary would be Ability to type 7C words per minute with no more

than two errors.

a. job description

b

.

job responsibility

c

.


d

.

job specification

ANS $ "#S 1 $%& 'oderate ()& p. 1=*

O!+ * NA# AA,S! Analytic O, /('

#O" Application

6. #he best source for the :SAs required for the job would be

a

.

the ideal candidate who could perform the job e4cellently.

b

.

the best5performing current job incumbent.

c

.

an a-erage5performing current job incumbent.


29/37

d

.

the job incumbent who is performing the job satisfactorily.

ANS $ "#S 1 $%& ,hallenging ()& p. 1=*


#O" ,onceptual

7. Jou are looking for a new job and you are scanning dozens of job descriptions in a large organizationwhere you hope to find a job. #he quickest place to look in the job description to find the generalresponsibilities and main distincti-e components of the job is in the

a

.

identification section.

b

.

general summary.

c

.

essential functions and duties section.

d

.

job specifications section.

ANS ! "#S 1 $%& 'oderate ()& p. 1=;

O!+ * NA# AA,S! Analytic O, /('

#O" Application

*. hat information should be pro-ided in the job specification to ensure compliance with A$A

regulationsI

a

.

identification of compensable and non5compensable factors.

b

.

disclaimer that the job description is not a legal contract

c

.

performance standards for all le-els of physical ability

d

.

information necessary to determine what accommodations might or might not be

possible

ANS $ "#S 1 $%& 'oderate ()& p. 1=;


#O" ,onceptual

;. ,lear3 precise statements on the major tasks3 duties3 and responsibilities performed are contained in the

9999 section of the job description.

a

.

identification

b

.

general summary

c

.

essential functions and duties

d

.

specification requirements


30/37

ANS , "#S 1 $%& )asy ()& p. 1=;


#O" $efinitional

=. An accurate 9999 gi-es the qualifications needed to perform the job satisfactorily.

a

.

job description

b

.

job specification

c

.

job standard

d

.


ANS ! "#S 1 $%& )asy ()& p. 1=;


#O" $efinitional

. #he duty statement of a job description should start with

a. a proper noun.

b

.

an ad-erb.

c

.

an action -erb.

d

.

an adjecti-e.

ANS , "#S 1 $%& )asy ()& p. 1=;


#O" ,onceptual

TRUE/AL!E

1. hen the 'useum of &ine Arts changed from a manual to a digital method of filing photographs of all

of the museumGs massi-e holdings3 it was not necessary to re5e4amine the workflow in the

"hotographic %mages $epartment because the function of the department remained the same.

ANS & "#S 1 $%& ,hallenging ()& p. 1*6


#O" Application

0. One of the important lessons of research on job design is that with attention to autonomy3 feedback3skill -ariety3 task identity3 and task significance3 a uni-ersally moti-ating job can be created for each

major function of the organization.

ANS & "#S 1 $%& 'oderate ()& p. 1*7O!+ 0 NA# AA,S! (eflecti-e #hinking O, 'oti-ation ,oncepts

#O" ,onceptual


31/37

2. +ob design in-ol-es the content of jobs and the effect of jobs on employees.

ANS # "#S 1 $%& )asy ()& p. 1*7


#O" $efinitional

6.


32/37

ANS # "#S 1 $%& )asy ()& p. 1;1


#O" ,onceptual

10. +ob sharing is usually implemented to reduce the number of employees laid off during an

organizationGs reduction in force.

ANS & "#S 1 $%& )asy ()& p. 1;0O!+ 2 NA# AA,S! (eflecti-e #hinking O, /('

#O" $efinitional

12. +ob analysis refers to organizing tasks3 duties3 and responsibilities into a producti-e unit of work.

ANS & "#S 1 $%& 'oderate ()& p. 1;6


#O" $efinitional

16. ithout the foundation of job analysis3 it is difficult for an organization to legally defend its recruiting

and selection procedures3 performance appraisal system3 employee disciplinary actions3 and pay

practices.

ANS # "#S 1 $%& 'oderate ()& p. 1;6


#O" ,onceptual

17. A task is a distinct3 identifiable work acti-ity composed of motions3 whereas a duty is a larger work

segment composed of se-eral tasks that are performed by an indi-idual.

ANS # "#S 1 $%& )asy ()& p. 1;7


1*. #he competency approach to job analysis focuses on the educational qualifications needed by potential

job candidates3 such as whether a job requires a bachelorGs or a masterGs degree.

ANS & "#S 1 $%& 'oderate ()& p. 1;7O!+ 7 NA# AA,S! (eflecti-e #hinking O, /('

#O" ,onceptual

1;. ,ompetencies are indi-idual capabilities that can be linked to enhanced organizational performance by

indi-idual employees or teams of employees.

ANS # "#S 1 $%& )asy ()& p. 1;7


1=. Ambrose3 the )4ecuti-e Bice "resident of /( for an international bank3 wishes to identify the hidden

factors that are critical to superior performance by commercial loan officers. /e should conduct a

competency5based job analysis.

ANS # "#S 1 $%& 'oderate ()& p. 1;*


33/37


#O" Application

1. #he competency5based approach to job analysis focuses entirely on beha-ioral competencies such as

customer focus and leadership.

ANS & "#S 1 $%& 'oderate ()& p. 1;*


#O" ,onceptual

0C. #here are two approaches to job analysis3 task5based and competency5based3 and both are equally

useful in legal defense.

ANS & "#S 1 $%& ,hallenging ()& p. 1;*


#O" ,onceptual

01. #he most important part of planning the job analysis process is identifying the objecti-es of the job

analysis.

ANS # "#S 1 $%& )asy ()& p. 1;;O!+ 6 NA# AA,S! (eflecti-e #hinking O, /('

#O" ,onceptual

00. ,lark has been required to keep a diary of his job duties3 noting how frequently they are performed andthe time required for each duty. ,lark belie-es this is a massi-e waste of time that he could be

spending in producti-e work. ,lark is correct in his belief that it is the /( departmentGs responsibility

to obser-e and record his work acti-ities3 rather than his responsibility.

ANS & "#S 1 $%& ,hallenging ()& p. 1;*51;; @ p. 1;


#O" ,onceptual

02. #he most accurate and uniform job descriptions and specifications are those written by managers and

super-isors.

ANS & "#S 1 $%& 'oderate ()& p. 1;=


#O" ,onceptual

06. 'ore legal precedent e4ists for task5based job analysis than for competency5based job analysis.

ANS # "#S 1 $%& 'oderate ()& p. 1;*


#O" ,onceptual

07. #he job analysis method of an employee diary8log would not be appropriate for an assembly lineworker.

ANS # "#S 1 $%& 'oderate ()& p. 1;


#O" Application


34/37

0*. A difficulty with the use of the "osition Analysis Muestionnaire is that it requires the use of S')s

Dsubject matter e4pertsE to conduct it.

ANS & "#S 1 $%& 'oderate ()& p. 1=C51=1


#O" ,onceptual

0;. #he "osition Analysis Muestionnaire D"AME focuses on worker5oriented elements that describebeha-iors necessary to do the job3 rather than on job5oriented elements that describe the technical

aspects of the work.

ANS # "#S 1 $%& 'oderate ()& p. 1=C51=1


#O" $efinitional

0=. A significant problem with using computerized job analysis methods is that job incumbents tend to

answer questions differently depending on whether they are using a paper questionnaire or a computer.

ANS & "#S 1 $%& 'oderate ()& p. 1=1


0. +ob titles tend to be comparable across industries.

ANS & "#S 1 $%& 'oderate ()& p. 1=2


#O" ,onceptual

2C. SusanGs job gi-es her a great deal of independence. She describes her official duties as >nebulous? and

>-ague.? Susan is worried about an upcoming organization5wide job analysis to be conducted by anoutside /( consulting firm. SusanGs negati-e reaction to job analysis is unusual for employees.

ANS & "#S 1 $%& ,hallenging ()& p. 1=2


#O" Application

21. #he current incumbents job qualifications are usually a good indication of what is necessary to

perform the job satisfactorily.

ANS & "#S 1 $%& )asy ()& p. 1=6


#O" ,onceptual

20. #he components of job specifications should pro-ide information necessary to determine whataccommodations might and might not be possible under A$A regulations.

ANS # "#S 1 $%& 'oderate ()& p. 1=651=7


#O" ,onceptual


35/37

22. #he A$A definition of an essential function uses the same percentage time spent on task as does the

&SA definition of a primary duty.

ANS & "#S 1 $%& ,hallenging ()& p. 1=651=7


#O" ,onceptual

26. +ob analysis can help determine whether someone should be classified as e4empt or none4empt under

wage8hour laws.

ANS # "#S 1 $%& )asy ()& p. 1=7


#O" ,onceptual

27. &or purposes of the &air abor Standards Act3 a primary duty is considered to mean that the duty

occurs at least 7CF of the time.

ANS # "#S 1 $%& 'oderate ()& p. 1=7

O!+ 7 NA# AA,S! (eflecti-e #hinking O, egal (esponsibilities#O" $efinitional

2*. #he job specification part of the job description should list the knowledge3 skills3 and abilities of the

ideal candidate who can perform the job at an e4cellent le-el.

ANS & "#S 1 $%& 'oderate ()& p. 1=;O!+ 7 NA# AA,S! (eflecti-e #hinking O, /('

#O" $efinitional

2;. #he disclaimer in a job description notifies the employee that the job description is not a contract

between the employee and the employer.

ANS # "#S 1 $%& 'oderate ()& p. 1=

O!+ * NA# AA,S! (eflecti-e #hinking O, /('#O" $efinitional

E!!A"

1. hat is an enriched jobI hy is it important for jobs to be enrichedI hat are common characteristics

of an enriched jobI

ANS

+obs that ha-e been too simplified are boring and lead to employee turno-er. An enriched job is one

that has depth. #his can be created by adding responsibility for planning3 organizing3 controlling or

e-aluating the job. )nriched jobs ha-e -ariety3 require skill and responsibility3 autonomy3 and

opportunities for personal growth. #he main characteristics of a job that determine its le-el ofenrichment are D1E skill -ariety3 D0E task identity Dwhere the employee does an entire unit of workE3 D2E

task significance Dperforming an important jobE3 D6E autonomy Dfreedom and discretionE3 and D7E

feedback Dknowledge of work resultsE. %f the job has these fi-e characteristics3 then the job is

meaningful and the employee feels responsible and has knowledge of his8her work results.

"#S 1 $%& ,hallenging ()& p. 1**51*= O!+ 1

NA# AA,S! (eflecti-e #hinking O, 'oti-ation ,oncepts


36/37

#O" ,onceptual

0. hat are some of the alternati-es to the traditional work schedule of a full5time3 eight5hour day at the

employerGs place of businessI hy ha-e these alternati-es become increasingly popularI

ANS

Alternati-es to the traditional work schedules ha-e become necessary and more popular for se-eral

reasons. Some jobs require e4tended hours or working weekends. %n addition3 many businesses must

operate 06 hours a day3 ; days a week. #his in-ol-es some -ariety of shift work to make sure all times

are staffed. #his can take the form of three = hour shifts3 or a compressed work week where the

employee works more hours a day3 but fewer hours a week. Also3 work schedules are -aried so that

staffing le-els can be matched to the le-el of work demand. +ob sharing allows two qualified people to

split one job. #his allows employees time to care for families3 pursue their education3 or participate in

other acti-ities. %t also allows the sharing employees to substitute for one another in emergencies.

&le4time allows employees to work a set number of hours a day3 but -ary the times they report in and

check out. (educed schedules Dfewer hours than 6CE are sometimes used3 with wages8salaries being

proportional. 'any of these work schedule alternati-es promote work5life balance for the employee3 aswell as benefiting the employer. %n addition to these schedule -ariations3 some employees may report

to work -ia computer all or part of the time. #hese telecommuters thus can work from home or while

tra-eling3 and telecommuting can also accommodate life demands.

"#S 1 $%& 'oderate ()& p. 1;C51;6 O!+ 2

NA# AA,S! (eflecti-e #hinking O, /(' #O" ,onceptual

2. $iscuss the statement +ob analysis is the most basic function of human resource management.

ANS

+ob analysis is the foundation for almost all /( functions and acti-ities since it generates job

descriptions and job specifications. ,onsequently3 job analysis is required to conform to legal

requirements such as A$A and &SA and defend against legal challenges. %t is required for /(

planning3 recruiting3 selection3 compensation3 training3 performance management3

health8safety8security3 and employee8labor relations. ithout proper job analysis data3 the organization

is e4posed to legal challenges and it loses a tool for effecti-eness and efficiency.

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#O" ,onceptual

6. ,ompare and contrast task5based job analysis and competency5based job analysis. hat are the

ad-antages and disad-antages of the two kinds of analysisI

ANS


37/37

#ask5based job analysis is the traditional and most common approach to job analysis3 while

competency5based job analysis is a more recent de-elopment. #ask5based job analysis focuses on

tasks3 duties and responsibilities of the job. ,ompetency5based job analysis considers the capabilities

of indi-iduals that can be linked to enhanced performance by the indi-iduals or teams. ,ompetencies

can be technical3 meaning specific knowledge and skills Or3 competencies can be beha-ioral.

,ompanies use competency5based job analysis when they need to 1E communicate -alued beha-iors

throughout the organization3 0E raise competency le-els throughout the organization3 and 2E emphasize

employeesG capabilities for enhancing the competiti-e ad-antage of the organization. %n addition3 a

competency5based approach may unearth the hidden factors that are critical to superior performance.

,ompetency5based analysis is useful for high5technology industries and in organizations whereemployees work in cross5functional teams. +ob5based analysis is more suited to traditional jobs.'oreo-er3 job5based analysis has been tested in court and has been long used to defend legal

challenges regarding &SA and A$A and other legal issues.

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NA# AA,S! (eflecti-e #hinking O, /(' #O" ,onceptual

7. hat impact has the Americans with $isabilities Act had on the job analysis processI

ANS

#he A$A requires that employers must identify the essential functions of each job. +ob analysis is

essential in categorizing job functions as essential or marginal. )ssential functions are those that take

up a significant percentage of the job holderGs time D0CF is a rule of thumb for >significant?E3

functions that are performed frequently Di.e.3 regularly daily3 weekly3 or monthlyE3 and functions that

are important in that they affect other parts of the job and other jobs in the organization. #ask5based

job analysis is most suitable to meeting A$A requirements. #he e4istence of the A$A requires

employers to ha-e a defensible job analysis process.

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NA# AA,S! (eflecti-e #hinking O, egal (esponsibilities

#O" ,onceptual

job & job analysis mcq + ans great

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