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