|
26. ergonomics B. work flow design C. utilization analysis D. Industrial engineering E. break-even analysis |
b |
|
27. the set of duties performed by a person B. a set of related duties fulfilled by many employees C. an aggregate of similar jobs D. the set of skills and abilities that is required of a person in a job E. the collection of tasks that constitute the complete organizational process |
A |
|
28. the processes that will be involved in manufacturing B. the number of people required for production C. the type of products that will need to be manufactured D. the special equipment, facilities, and systems needed for production E. the data and information needed by the work unit |
C |
|
29. Information cannot be considered to be an input because it is not tangible. B. All outputs must be strictly measured in terms of quantity. C. Outputs may be tangible or intangible products of the work processes. D. Quality standards are not a key criterion in the process of work flow analysis. E. Inputs and outputs are only the two stages required to represent a complete work flow cycle. |
C |
|
30. outputs B. inputs C. resources D. jobs E. processes |
A |
|
31. work processes B. task identities C. group dynamics D. job analyses E. ergonomic activities |
A |
|
32. the raw materials required B. the number of employees needed C. the work processes used to generate the end product D. an inventory of equipment, facilities, and systems E. the data and information required by the production unit |
C |
|
33. skills B. outputs C. work processes D. equipment E. activity |
D |
|
34. outputs B. jobs C. work processes D. operating procedures E. inputs |
E |
|
35. positions require more cognitive ability than at other hospitals B. most positions are structured around teamwork C. employees have broad authority for decision making D. employees work in teams to care for groups of patients E. positions are highly specialized |
E |
|
36. Management jobs are not affected by the organizational structure. B. The jobs mostly involve teamwork or broad responsibilities. C. The focus is primarily on products or customer groups within LRPN. D. The workers work alone at highly specialized jobs. E. The workers have more authority and are involved in decision making. |
D |
|
37. divisions focused on customer groups B. a highly centralized structure C. highly specialized departments D. employees grouped according to function E. authority concentrated in a few people at the top |
A |
|
38. experience in setting up divisions based on customer groups B. experience in leading employees with broad responsibilities C. skill in setting up structures and jobs D. the ability to align researchers’ work with the company’s strategy E. the ability to motivate employees to identify more heavily with their profession |
D |
|
39. employees in a functional department need to work in a team. B. broad responsibilities are assigned to employees working in a functional department. C. employees in functional departments tend to identify more with their own departments. D. employees expect their managers to empower them by allowing them to work in self-managing teams. E. employees in such departments tend to work in cross-functional teams. |
C |
|
40. job analysis B. job definition C. job training D. job swapping E. job rotation |
A |
|
41. job evaluation B. job description C. utilization analysis D. conjoint analysis E. job standardization |
B |
|
42. Job descriptions do not include the job title. B. Job descriptions focus on the qualities or requirements a person performing a job must possess. C. Job descriptions contain only a brief statement that represents the set of responsibilities. D. Job descriptions contain detailed specifications of the tasks involved in carrying out each duty. E. Job descriptions are lists of the knowledge, skills, abilities, and other characteristics that an individual must have to perform a job. |
D |
|
43. Mark should amend the original job descriptions to say they all will eventually take on flexible fuel responsibilities. B. Mark should take care to avoid including the titles of the jobs while formulating new job descriptions. C. Mark should wait until the new employees are hired before creating the new job descriptions. D. Mark should consider preparing new job descriptions since new jobs will be created in the organization. E. Mark should reuse the old job descriptions for the new jobs, instead of creating new ones. |
D |
|
44. job description B. job definition C. job evaluation D. job scope E. job specification |
E |
|
45. Job specifications define tasks, and job descriptions define responsibilities. B. Job specifications list observable actions, and job descriptions describe general qualities. C. Job specifications look at a job’s activities, and job descriptions look at the qualities needed to do the job. D. Job descriptions define tasks, and job specifications define responsibilities. E. Job descriptions look at a job’s activities, and job specifications look at the qualities needed to do the job. |
E |
|
46. job evaluation B. job analysis C. job description D. job specification E. job orientation |
D |
|
47. Its employees have previous experience in performing similar jobs. B. It has factual or procedural information that is necessary for successfully performing a task. C. Its employees have a significant level of proficiency required to perform a particular task. D. Its employees are highly motivated. E. Its employees have software certifications. |
C |
|
48. KSAOs are characteristics of people and are not directly observable. B. KSAOs and TDRs are the same thing. C. In developing job specifications, considering all elements of KSAOs is unimportant. D. The term stands for knowledge, skill, adaptability, and other characteristics. E. KSAOs detail the tasks, duties, and responsibilities of a job. |
A |
|
49. KSAOs will show engineers the work to be performed on the job. B. KSAOs will be a resource for writing job descriptions. C. KSAOs play a significant role in interviews and selection decisions. D. KSAOs will enable line managers to carry out job analysis. E. KSAOs should limit the number of factors listed in job specifications. |
C |
|
50. Incumbents are a logical source of information; however, they may not be able to provide precise information. B. Incumbents provide accurate estimates of the importance of job duties, whereas supervisors provide accurate information about the time spent on safety-related risk factors. C. Incumbents provide accurate information, but they may have an incentive to exaggerate what they do to appear more valuable to the organization. D. Depending on external job analysts to supplement incumbents’ information could be risky due to the relative inexperience of the analysts involved. E. Information provided by observers who look for a match between what incumbents are doing and what they are supposed to do may be unreliable. |
C |
|
51. HR executives B. incumbents C. supervisors D. line managers E. external job analysts |
E |
|
52. Career Development Facilitator (CDF) B. Dictionary of Occupational Titles (DOT) C. Occupational Information Network (O*NET) D. Standard Occupational Classification (SOC) E. Selected Characteristics of Occupations (SCO) |
B |
|
53. It provides listings of fixed job titles and narrow task descriptions. B. It uses a common language that generalizes across jobs to describe the abilities, work styles, work activities, and work context required for various occupations. C. It represents the first attempt made by the U.S. Department of Labor to match the demand and supply of labor. D. It uses an online platform to provide information about available federal jobs. E. It was created by the U.S. Department of Labor in the 1930s as a vehicle for helping the new public employment system link the demand and supply of skills in the U.S. workforce. |
B |
|
54. a utilization analysis B. the Fleishman Job Analysis System C. a work flow design D. a conjoint analysis E. the Position Analysis Questionnaire |
E |
|
55. It considers only the inputs of a work process, ignoring the outputs. B. PAQ reports are very useful for writing job descriptions or redesigning jobs. C. PAQ ratings cannot be used to compare dissimilar jobs. D. The descriptions in the PAQ reports are very clear and specific. E. The PAQ is meant to be completed only by job analysts trained in this method. |
E |
|
56. The PAQ considers the whole work process, from inputs through outputs. B. The PAQ can be easily scored without a computer. C. The PAQ is based on 52 categories of abilities. D. The PAQ can be completed by untrained personnel. E. A person who fills out the PAQ does not need college-level reading skills. |
A |
|
57. It applies exclusively to similar job profiles. B. It measures only the inputs of a work process. C. It fails to provide computerized reports. D. It only deals with the mental processes involved in performing a job. E. It results in abstract reports that are of limited use. |
E |
|
58. This method considers only the inputs of a work process, ignoring the outputs. B. This method relies on fixed job titles and narrow task descriptions. C. This method cannot be used to compare dissimilar jobs. D. This method allows people with very basic reading skills to fill out the questionnaire. E. This method provides descriptions that are rather abstract. |
E |
|
59. Work Sampling Technique B. Participant Observation Technique C. Fleishman Job Analysis System D. Position Analysis Questionnaire E. Conjoint Analysis Technique |
C |
|
60. subject-matter experts B. supervisors C. HR specialists D. external analysts E. CEOs |
A |
|
61. human resource planning B. performance appraisal C. job evaluation D. work redesign E. selection |
D |
|
62. job evaluation B. career planning C. job training D. performance appraisal E. selection |
A |
|
63. It is the set of duties performed by a particular team. B. It is the list of tasks, duties, and responsibilities (TDRs) that a particular job entails. C. It is a set of related duties for accomplishing work. D. It is the activity that a work unit’s members engage in to produce a given output. E. It is an area of personal capability that enables employees to perform successfully. |
E |
|
64. They help HR professionals ensure that all aspects of talent management are aligned with an organization’s strategy. B. They identify and describe a few competencies required for success in a particular occupation or set of jobs. C. They are only applicable to middle managers of an organization. D. They focus more on tasks and outcomes and not on how people work. E. They are only created for different occupational groups in an organization. |
A |
|
65. All-Best should have engaged in downsizing so fewer employees could get the work done. B. When hiring the new employee, All-Best failed to use the fixed job description found on O*Net. C. All-Best Milling wasn’t adaptable, although its environment was subject to change. D. Monica took on customer service duties, but the job description didn’t reflect the change. E. The company didn’t prevent Monica from changing her job based on personal preferences. |
D |
|
66. use of multiple analysis methods to obtain a detailed job analysis B. inputs from multiple sources such as incumbents and supervisors C. fixed and unchanging job descriptions for various jobs D. a combination of internal and external sources of information for job analysis E. the creation of comprehensive and detailed job descriptions |
C |
|
67. Errors in job analysis have multiple sources, but most result from outdated job descriptions. B. Today’s workplace is more or less inflexible and is not constantly subject to change. C. People imagine jobs to be unstable, whereas jobs actually do not change or evolve over time. D. Changes in jobs occur only when there is a change in the descriptions of jobs. E. Steve’s argument is incorrect because new jobs do not have job descriptions. |
A |
|
68. job rotation B. job evaluation C. job design D. job enrichment E. job extension |
C |
|
69. by reducing injuries among workers B. by giving employees feedback about performance effectiveness C. by simplifying work and increasing output per worker D. by motivating workers to do their best E. by enlarging employees’ jobs |
C |
|
70. increased efficiency B. increased complexity C. decreased repetitiveness D. increased skill requirements E. decreased specialization |
A |
|
71. Applying industrial engineering reduces the complexity of work. B. Applying industrial engineering makes jobs more dynamic. C. Organizations cannot combine industrial engineering with other approaches to job design. D. Applying industrial engineering makes training people extremely difficult and time consuming. E. Applying industrial engineering to a job increases its complexity. |
A |
|
72. defining work arrangements and reporting requirements B. streamlining jobs to make them simpler and more efficient C. designing jobs in such a way that they require minimal specialization D. exploring new and diverse ways of doing the same job E. creating complex and challenging jobs that require innovative employees |
B |
|
73. Industrial engineering will increase the complexity of the work. B. Industrial engineering will eliminate the need for specialization in the job. C. Industrial engineering will make jobs less specialized and less repetitive. D. Industrial engineering will provide measurable and practical benefits. E. Industrial engineering will represent the best way to make jobs more meaningful. |
D |
|
74. the Cognitive Dissonance Model B. the Situational Leadership Model C. the Job Characteristics Model D. the Fleishman Job Analysis Model E. the Motivation-Hygiene Model |
C |
|
75. the extent to which a job requires a variety of skills to carry out the tasks involved B. the degree to which a job allows an individual to make decisions about the way the work will be carried out C. the extent to which a person receives clear information about performance effectiveness from the work itself D. the degree to which a job requires completing a "whole" piece of work from beginning to end E. the extent to which a job has an important impact on the lives of other people |
D |
|
76. a job requiring a variety of skills to be performed B. a job requiring completion of the whole piece of work from beginning to end C. a job that has minimal impact on the lives of other people D. a job allowing individuals to make autonomous decisions about the job E. a job where a person receives clear information about performance effectiveness from the work itself |
C |
|
77. task knowledge B. task ability C. skill variety D. autonomy E. feedback |
D |
|
78. a job requires a variety of skills to carry out the tasks involved in the job and its duties B. employees are given the authority to make decisions C. performance appraisals are perceived as transparent and fair by employees D. a job requires a variety of skills to carry out the tasks involved E. a person receives clear information about performance effectiveness from the work itself |
E |
|
79. to make jobs less repetitive and more interesting B. to increase efficiency by identifying the best way to perform a job C. to decrease the burden of decision-making responsibilities for employees D. to assess the relative dollar value of each job to an organization E. to decrease the impact a job has on the lives of other people |
A |
|
80. job analysis B. job review C. job identification D. job evaluation E. job extension |
E |
|
81. a receptionist hired to perform the jobs of file clerk and typist B. support staff being trained in front-office functions through periods of alternating work arrangements C. members of the production team making decisions regarding how to resolve problems with customers D. a manager participating in a meeting while on vacation with his family E. a manager directing employees to stop production when quality standards are not met |
B |
|
82. empowers workers by adding more decision-making authority to their jobs. B. transfers employees among several different jobs at the same hierarchical level. C. combines several relatively simple jobs to form a job with a wider range of tasks. D. allows employees to mutually exchange work roles at the same organizational level. E. assesses the relative dollar value of each job to an organization. |
A |
|
83. job extension B. job rotation C. job enrichment D. job enlargement E. job sharing |
C |
|
84. meaningfulness of a job B. fringe benefits of a job C. shares of company stock D. salary and allowances E. periodic bonuses |
A |
|
85. Divide tasks among employees in greater detail. B. Carry out time-and-motion studies to identify the best way to perform a job. C. Make the tasks repetitive and simple to avoid errors. D. Give employees more authority to manage the production process. E. Establish a centralized decision-making process. |
D |
|
86. job sharing B. job extension C. job rotation D. job enrichment E. job evaluation |
D |
|
87. Self-managing teams are highly involved in decision making. B. Self-managing teams do not have the authority to schedule work or hire team members. C. Organizations do not have to incur additional training expenditures. D. Team members do not have to perform a wide variety of tasks, and they view their effort as significant. E. Self-managing teams consume more time and result in lower productivity. |
A |
|
88. Team members’ job duties are narrowly defined. B. Team members usually share work assignments. C. Team members’ joint responsibilities are minimal. D. Team members only have the authority to schedule work. E. Team members are only responsible for their individual tasks. |
B |
|
89. zero-hour contract B. flextime C. compressed workweek D. telework E. retroactive overtime |
B |
|
90. It is a work option in which two part-time employees carry out the tasks associated with a single job. B. It is a work option that allows full-time employees to choose start and end times within the guidelines specified by an organization. C. It is a work option that empowers individual workers by adding more opportunities for specialization in their current job duties. D. It is a work option that enlarges jobs by combining several relatively simple jobs to form a job with a wider range of tasks. E. It is a work option that enlarges jobs in an organization by moving employees among several different jobs. |
A |
|
91. a zero-hour contract B. a compressed workweek C. a flexible workweek D. retroactive overtime E. telework |
B |
|
92. Employees are required to be at work from 10:00 a.m. to 3:00 p.m. and can choose additional hours before or after this period. B. Two part-time employees work in different shifts and share the tasks of a specific job. C. Employees work in the office two days a week and work from home the other three days. D. Employees can choose to work away from a centrally located work area. E. Employees work 10 hours a day so that they work fewer days per week. |
E |
|
93. a zero-hour contract B. telework C. retroactive overtime D. flextime E. a compressed workweek |
E |
|
94. Telecommuting may support a strategy of corporate social responsibility. B. Organizations that use telecommuting require more office space. C. Employees telecommuting may have greater absences from work. D. A telework arrangement is easy to set up for manufacturing workers. E. A telework arrangement is difficult to set up for people in managerial, professional, or sales jobs. |
A |
|
95. They are the most difficult to implement for people in managerial or professional jobs. B. They are the easiest to set up for manufacturing workers. C. They support the strategy of corporate social responsibility by reducing an employee’s need to commute using a vehicle. D. They are limited to employees who are disabled or need to be available for children or elderly relatives. E. They are only provided for employees who hold key strategic positions in a company. |
C |
|
96. a study of the interface between individuals’ physiology and the characteristics of the physical work environment. B. a study of jobs to find the simplest way to structure work in order to maximize efficiency. C. a study of the tasks, duties, and responsibilities of employees in a new job. D. a study of the knowledge, skills, and abilities necessary to perform a job. E. a study of the relationship between intrinsic rewards and employee motivation in the context of human resource management. |
A |
|
97. Ergonomics empowers employees by giving them decision-making authority. B. Ergonomics reduces the physical strain on employees performing a job. C. Ergonomics reduces the number of reporting relationships in a job. D. Ergonomics enlarges jobs by moving employees among different jobs. E. Ergonomics increases a job’s mental demands. |
B |
|
98. telecommuting B. job enrichment C. ergonomic D. flextime E. job sharing |
C |
|
99. shoulder strain from carrying them around B. pain from the tactile feedback of pressing keys C. fatigue from taking frequent breaks to move around D. physical strain to wrists from improper positioning for typing E. distraction from paying attention to posture |
D |
|
100. issuing regulations rather than guidelines for industries B. penalizing companies that allow employee participation in ergonomic redesign C. enforcing violations of its requirement that employers have a general duty to protect workers from hazards, including ergonomic hazards D. levying fines on employers who issue computers with keyboards instead of touchscreen tablets E. working with organizations to design workspaces in such a manner that they meet the standards of ergonomics |
C |
|
101. allow employees to opt for a compact workweek schedule B. control autonomy and stress error-free work C. increase the amount of reporting requirements and documentation D. train employees to multitask and self-manage teams E. reduce the information-processing requirements of a job |
E |
|
102. Simplifying work is especially beneficial when jobs are challenging and the costs of error are severe. B. Simplifying work is especially important when jobs are challenging and employees are poorly trained. C. When jobs are complex and challenging, job design should focus on motivational issues such as autonomy. D. Simplifying the mental demands of the jobs may enable a hospital to replace high-priced physicians with technicians. E. Use of checklists will limit the amount of memorization and information required by a surgical team. |
A |
|
103. The employees face few challenges already. B. The costs of employee errors are severe. C. The scope for employee errors is minimal. D. The employees do not engage in multitasking. E. The information-processing requirements of the job are minimal. |
B |
|
104. imposing rigorous quality control standards B. training employees to multitask between different job responsibilities C. using software that helps with tracking progress D. providing comfortably designed office chairs E. increasing the information-processing requirements of the job |
C |
|
105. Email notifications popping up on a clerk’s screen while he is entering data B. Software that creates a graph of daily production levels for a supervisor C. Text messages arriving on a salesperson’s phone while she is meeting with a client D. Searches for office supplies that generate 12,000 results to compare E. Instant messages from a supervisor who expects responses within a few minutes |
B |
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