Ch04 TB Catano 9e

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 work-
. ing conditions.
c It provides subjective evidence of the skills and abilities required for effective job per-
. formance.
d It establishes the worth of a job and defines it in measurable terms.
.
ANS: A PTS: 1 REF: 111 OBJ: 1
BLM: 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 infor-
mation. 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?
.
BLM: 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: 1
BLM: Remember
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 selec-
. tion
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: 1
BLM: 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: 2
BLM: 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 estab-
. lished 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.
.
BLM: 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
.
BLM: Remember
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
.
BLM: Remember
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: 1
BLM: Remember
10. What is the definition of a job?
a a collection of positions that are similar in their significant duties
.
.
c the knowledge, skills, and abilities required to perform work
.
.
BLM: Remember
11. What is the meaning of job family?

.
b a set of related jobs that rely on the same knowledge, skills, abilities and other attributes
.
.
.
BLM: Remember
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: 3
BLM: 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.
.
BLM: 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
.
BLM: Remember
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: 3
BLM: 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
.
BLM: Remember
17. Which of the following best defines a job position?

.
.
.
.
BLM: Remember
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
.
BLM: Remember
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: 4
BLM: 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 abil-
. ities.
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
BLM: Higher Order
21. 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
.
BLM: Higher Order
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 work-oriented analysis
.
BLM: Remember
23. What job analysis technique emphasizes general aspects of the jobs, and deescribes perceptual,
interpersonal, sensory, cognitive, and physical activities?
a work-oriented analysis
.
b self-monitoring analysis
.
c structured analysis
.
d worker-oriented analysis
.
BLM: Remember
24. What job analysis technique would you use in a traditional organization where employees’ tasks are
routine?
a self-oriented analysis
.
b work-oriented analysis
.
c worker-oriented analysis
.
d group-oriented analysis
.
BLM: Remember
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
.
BLM: Remember
26. Which of the following is NOT typically characterized as job context?
a education
.
b work schedules
.
c organizational culture
.
d non-financial incentives
.
BLM: Remember
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: 3
BLM: 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.
.
BLM: Remember
29. What job analysis method utilizes work sampling and employee diaries/logs?
a interview
.
b questionnaire
.
c observation
.
d combination
.
BLM: 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 | 131-132
OBJ: 3 BLM: Higher Order
31. What type of interview method is recommended for job analysis purposes?
a behavioural
.
b situational
.
c structured
.
d unstructured
.
BLM: Remember
32. What job analysis technique is worker-oriented?

a Position Analysis Questionnaire
.
b Critical Incident Technique
.
c Functional Job Analysis
.
d Task Inventory
.
BLM: Remember
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
.
BLM: Remember
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
.
BLM: Remember
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: 5
BLM: 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: 5
BLM: 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 de-
. scriptions
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
ANS: C PTS: 1 REF: 141-143 OBJ: 8
BLM: Higher Order
38. If the competency of an accounting job position was organizing and executing, what is the predictor of
the competency?
a extroversion
.
b agreeableness
.
c conscientiousness
.
d emotional stability
.
ANS: C PTS: 1 REF: 141-143 OBJ: 8
BLM: Higher Order
Scenario 4-1
You 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.
.
BLM: Higher Order
40. 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 effec-
. tive job performance.
d It establishes the worth of a job and defines it in measurable terms.
.
BLM: Higher Order
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
.
ANS: C PTS: 1 REF: 110-111 OBJ: 1
BLM: Higher Order
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: 1
BLM: 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
.
d competition
.
BLM: 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
.
BLM: Higher Order
45. 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
.
BLM: Higher Order
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 re-
. cruitment 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.
.
BLM: Higher Order
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 estab-
. lished 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.
.
BLM: Higher Order
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?
.
.
.
.
BLM: Higher Order
49. Refer to Scenario 4-1. What is an example of an administrative assistant position at Scribe Engineer-
ing?
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
.
BLM: Higher Order
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
.
BLM: Higher Order
51. Refer to Scenario 4-1. What would NOT be potential outcomes of Scribe Engineering’s job analysis
process?
a job descriptions and jzzob design
.
b job evaluation and performance measures
.
c organizational analysis and performance standards
.
d person–job fit and person–organization fit
.
BLM: Higher Order
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
.
c only job incumbents and their supervisors
.
d only trained professional job analysts
.
BLM: Higher Order
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
.
BLM: Higher Order
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
.
BLM: Higher Order
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
.
BLM: 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
.
BLM: Higher Order
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.
.
ANS: B PTS: 1 REF: 114-115 OBJ: 3
BLM: Higher Order
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.
.
BLM: Higher Order
59. Refer to Scenario 4-1. Which of the following will help Scribe Engineering decide to use a competen-
cy 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
.
ANS: B PTS: 1 REF: 141-142 OBJ: 6
BLM: Higher Order
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
.
BLM: Remember
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
.
BLM: Remember
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.
.
d It is more suitable for blue-collar jobs.
.
BLM: Remember
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
.
ANS: C PTS: 1 REF: 133-134 OBJ: 1
BLM: Remember
64. 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
.
ANS: C PTS: 1 REF: 134-135 OBJ: 10
BLM: Remember
65. Which of the following is NOT a criterion for choosing a job analysis method?
a validity
.
b availability
.
c standardization
.
d reliability
.
BLM: Remember
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
.
BLM: Remember
67. Which of the following is NOT considered to be a general area in best practices in competency
modelling?
a analyzing competency information0
.
b using competency information
.
c organizing competency information
.
d modifying competency information
.
BLM: Remember
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
.
BLM: Remember
TRUE/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
12. 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

2. 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, elec-
trician 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 sup-
posed 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 Repre-
sentative on page 113, and Recruitment and Selection Today 4.2—Occupational Description for Vet-
erinarians 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, ex-
pressed 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

4. 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 ef-
fective interpersonal working relationships with engineers, pilots, and other technical and professional
employees and clients
ANS:
Job Identity Section
Ensure 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 ana-
lyzed. Ensure that the title or status of job does not contradict the Position Summary or Responsibili-
ties sections (i.e., clearly indicates the job duties and organizational level).
Position Summary
Be 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.
Organization
This 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 or-
ganizational 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 con-
tacts. 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 Responsibilities

This 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 ac-
tion-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 Objectives
This 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 con-
ditions 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 haz-
ardous materials). Include mental conditions that cause anxiety, stress, or other types of mental dis-
comfort (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 Performance
Describe expected results of the job: what is expected to be accomplished, and how much, how fast,
and to what level.
Approvals
Details 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 de-
scription 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 technol-
ogy 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 em-
ployees on their competencies.
Work-oriented job analysis is a job analysis technique that emphasizes work outcomes and descrip-
tions 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 un-
structured.
• 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 observa-
tion can be done unobtrusively.
• Observations are recorded using a customized checklist or worksheet.
• 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 behav-
iour.
Self-monitoring is less time consuming and less expensive, and can provide information that is not ob-
servable. 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 re-
sulting 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 per-
son, data, or things affected by the actions; the intended outcome or product of the action; and the ma-
terials, tools, and procedures used to perform the action. KSAOs and tasks are rated according to im-
portance, 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 ex-
pressed 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 perfor-
mance.
Refer to Table 4.1—Task Statement and Associated KSAOs with Rating Scales on page 127, and Ta-
ble 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, relation-
ships, job context, and other job characteristics. The Common Metric Questionnaire (CMQ) is an al-
ternative 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 correspond-
ing 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.
Task 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 crite-
ria 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 under-
stand each statement. Task statements contain four elements: a verb describing the action being per-
formed; 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 ex-
pected 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 observa-
ble characteristics that distinguishes one person from another (e.g., stamina, oral expression, adaptabil-
ity 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 de-
scribe 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 ele-
ments 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
One approach that HR practitioners are using in a rapidly changing environment is selecting employ-
ees through work-related competencies related to successful job performance. Competency-based se-
lection 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 oth-
ers are identified. Competencies are groups of related behaviours that are needed for successful per-
formance 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 Models

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

4. Which of the following best defines work analysis?

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

8. What is the definition of job specifications?

11. What is the meaning of job family?

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

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

25. What does the acronym KSAO mean?

32. What job analysis technique is worker-oriented?

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

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

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

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.

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

ANS: F PTS: 1 REF: 111 OBJ: 1

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

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

ANS: F PTS: 1 REF: 111 OBJ: 1

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

ANS: F PTS: 1 REF: 112 OBJ: 1

ANS: F PTS: 1 REF: 110 OBJ: 1

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

ANS: F PTS: 1 REF: 111 OBJ: 2

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

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

ANS: T PTS: 1 REF: 142 OBJ: 6

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

ANS: F PTS: 1 REF: 148 OBJ: 10

Three key points about job analysis are that

PTS: 1 REF: 110-115 OBJ: 1

PTS: 1 REF: 112 OBJ: 1

PTS: 1 REF: 112-113 OBJ: 1

AIRCRAFT MAINTENANCE ENGINEER,

Key Accountabilities and Responsibilities

Job Specifications and Requirements

PTS: 1 REF: 111-114 OBJ: 4

Some questions you could ask include the following:

PTS: 1 REF: 112-121 OBJ: 3

PTS: 1 REF: 120 OBJ: 3

KSAOs are used to describe the job:

PTS: 1 REF: 123-128 OBJ: 3

8. Describe one job analysis method.

PTS: 1 REF: 120-128 OBJ: 3

• unprecedented change in today’s workplace

PTS: 1 REF: 150 OBJ: 6

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