Job Analysis, Talent Management, and Descriptions

Chapter 4: Job AnalysisAND Talent management
What is talent management and why it’s important?
Talent management is the strategic deployment of HR resources to help reach business goals,
specifically by hiring, developing and retaining the best employees in the market for a specific
industry.
Talent management is an integral part of a healthy organization on many levels. Competition is
fierce in today’s corporate world, with many HR professionals agreeing that there’s an ongoing
“war for talent” —many open positions with not enough high-quality candidates to fill them.
Talent management also works to keep current employees and advance them to higher
positions in the organization. This saves money that could otherwise be lost to high employee
turnover. “It makes much more sense to develop and retain key talent than source, hire and
train new ones.
What is Job analysis and the importance of job analysis?
Job analysis is the procedure for determining the duties and skill requirements of a job and the
kind of person who should be hired for it.
Job Analysis plays an important role in recruitment and selection, job evaluation, job designing,
deciding compensation and benefits packages, performance appraisal, analyzing training and
development needs, assessing the worth of a job and increasing personnel as well as
organizational productivity. Job analysis is an essential prerequisite for the effective
management of the human resources of an organization. It is the process of gathering relevant
information about a job. It actually specifies the tasks involved in a job and the factors that
influence the performance of that job. Job analysis can be used to plan a workforce, strategize
future needs of the company and help fill key roles that can lead the company to success. It can
also assist human resources in identifying experience levels in new and current employees
enabling necessary training.
How to collect job analysis information/method of collecting job analysis information:
1) Questioner: Structured or unstructured questionnaires may be used to obtain job analysis
information. Questionnaires can be a quick, efficient way of gathering information from a large
number of employees. But, developing and testing a questionnaire can be expensive and time
consuming.
2) Personal interview: personal interview of the job holder is an important method for
collecting information about the job analysis. For this purpose the job analyst can use a
questionnaire. Here the job analyst tries to draw out a description of the job as the respondent
sees it.
3) Observation method: under this method the job analyst observes the individual while
performing the job and takes notes to describe the tasks and duties performed. If the job is
simple one then the observation is the only technique for data collection.
Explain how you would write a job description, and what sources you would use.
A job description is a written statement of what the worker actually does, how he or she does
it, and what the job’s working conditions are. . For example, for parents who want the best care

for their kids, writing up a job description before hiring a child-care worker could be quite
useful. For instance, because what children learn when they’re very young predicts their future
academic and career success, facilitating early-childhood learning is a crucial task for many care
givers.
There is no standard format for writing a job description. However, most descriptions contain
sections that cover:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specification
Explain how to write Job specification:
Job Specification. Also known as employee specifications, a job specification is a written
statement of educational qualifications, specific qualities, level of experience, physical,
emotional, technical and communication skills required to perform a job, responsibilities
involved in a job and other unusual sensory demands.
The clearer, organized and thorough your job specification is, the better job candidates will
understand what you’re looking for in an employee. Follow these steps when creating job
specifications:
1. List the job qualifications
A job specification should include the minimum qualifications employees need to meet. This
could include education, experience, required skills and more. Consider breaking out your job
qualifications into a list of must-haves vs. nice-to-haves to attract a wider range of candidates.
2. Add any special demands
Include any extraordinary conditions that come with the job. For example, if the employee will
be required to stand for a long period of time, work in dangerous conditions or extreme
temperatures, lift heavy machinery or experience other special demands, include those in the
job spec.
3. Proofread and organize your job spec
Before finalizing your job specification, proofread it by checking for spelling, grammar and tone.
Read through the job specification and organize it so it makes the most sense for applicants.
4. Update your job specification when needed
Job requirements may change over time. That’s why it’s important to keep your job
specifications updated. This will ensure the applicants are meeting the new qualifications rather
than the old ones.
What is job analysis?

job analysis The procedure for determining the duties and skill requirements of a job and the
kind of person who should be hired for it.
What is job descriptions?
A list of a job’s duties, responsibilities, reporting relationships, working conditions, and
supervisory responsibilities—one product of a job analysis.
What is job specifications?
A list of a job’s “human requirements,” that is, the requisite education, skills, personality, and
so on—another product of a job analysis
Job enlargement: Assigning workers additional same-level activities.
Job rotation: Systematically moving workers from one job to another.
Job enrichment: Redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
Job summary: The job summary should summarize the essence of the job, and should include
only its major functions or activities.
Explain how job analysis provides information useful in recruitment and selection,
compensation, and performance appraisal.
Answer: Job analysis provides information for recruitment and selection by laying out what the
job entails and what human characteristics are required to perform these activities. This
information helps management decide what sort of people to recruit and hire. Job analysis
information is also crucial for estimating the value of each job and its appropriate
compensation. A performance appraisal compares each employee’s actual performance with
his or her performance standards. Managers use job analysis to determine the job’s specific
activities and performance standards.
List the steps in conducting a job analysis.
Answer: There are six steps in doing a job analysis.
Step 1 is to decide how one will use the information.
Step 2 is to review relevant background information such as organization charts, process charts,
and job descriptions.
Step 3 is to select representative positions.
Step 4 is to analyze the job by collecting data on job activities, required employee behaviors,
working conditions, and human traits and abilities needed to perform the job.
Step 5 is to verify the job analysis information with the worker performing the job and with his
or her immediate supervisor. Step 6 is to develop a job description and job specification.
Explain how a job analysis typically involves a joint effort by an HR specialist, the worker, and
the worker’s supervisor.
Answer: The HR specialist might observe and analyze the job and then develop a job description
and specification. The supervisor and worker may fill out questionnaires listing the
subordinate’s activities. The supervisor and worker may then review and verify the job analyst’s
conclusions regarding the job’s activities and duties.

What are the advantages and disadvantages of using interviews to collect job analysis
data?
Answer: Interviews are relatively simple and quick way to collect data. Skilled interviewers can
gather information that might otherwise go undiscovered. Some activities might occur only
occasionally or be more informal in nature. Interviews can discover these types of activities.
The interview also offers an opportunity to explain the need for a job analysis. The biggest
drawback is the chance for information to be distorted either to outright falsification or honest
misunderstanding.
Explain the advantage of using a position analysis questionnaire to analyze a job.
Answer: The advantage of the PAQ is that it provides a quantitative score or profile of any job in
terms of how that job rates on five basic activities: 1) having decision-making/ communication/
social responsibilities, 2) performing skilled activities, 3) being physically active, 4) operating
vehicles/ equipment, and 5) processing information. Its real strength is in classifying jobs. Jobs
can then be compared quantitatively.
When is a job function essential?
Answer: A job function is essential when it is the reason the position exists or when the
function is so specialized that the firm hired the person doing the job for his or her expertise or
ability to perform that particular function. Essential job functions are the job duties that
employees must be able to perform.
What job-related behaviors are considered generic and important to all jobs?
Answer: Regardless of the job, the following work behaviors are important to all jobs:
industriousness, thoroughness, schedule flexibility, attendance, off-task behavior (reverse),
unruliness (reverse), theft (reverse), and drug misuse (reverse).
What are the five steps for establishing job specifications based on statistical analysis?
Answer: Step 1: Analyze the job and decide how to measure job performance.
Step 2: Select personal traits like finger dexterity that you believe should predict successful
performance.
Step 3: Test candidates for these traits.
Step 4: Measure these candidates’ subsequent job performance.
Step 5: Statistically analyze the relationship between the human trait and job performance.
Explain the difference between job enlargement and job enrichment.
Answer: Job enlargement means assigning workers additional same-level activities to increase
the number of activities they perform. Job enrichment means redesigning jobs in a way that
increases the opportunities for the worker to experience feelings of responsibility,
achievement, growth, and recognition
Multiple Choice
1. _____ is the procedures through which one determines the duties associated with positions
and the characteristics of people to hire for those positions.
a. Job description

b. Job specification
c. Job analysis
d. Job context
e. None of the above
(c; easy)
2. The information resulting from job analysis is used for writing _____.
a. job descriptions
b. work activities
c. work aids
d. job context
e. performance standards
(a; easy)
3. Which of the following types of information can be collected via a job analysis?
a. work activities
b. human behaviors
c. performance standards
d. job context
e. all of the above
(e; moderate)

4. Information regarding job demands such as lifting weights or walking long distances is
included in the information about _____ an HR specialist may collect during a job analysis.
a. work activities
b. human behaviors
c. machines, tools, equipment, and work aids
d. performance standards
e. job context
(b; moderate)
5. Information regarding how, why, and when a worker performs each activity is included in the
information about _____ an HR specialist may collect during a job analysis.
a. work activities
b. human behaviors
e. job context
(a; moderate)
6. Information regarding the quantity or quality levels for each job duty is included in the
information about _____ an HR specialist may collect during a job analysis.
a. work activities
b. human behaviors

e. job context
(d; moderate)
7. Information regarding job-related knowledge or skills and required personal attributes is
a. work activities
b. human behaviors
c. human requirements
e. job context
(c; moderate)
8. Information regarding matters such as physical working conditions and work schedule is
a. work activities
b. human behaviors
e. job context
(e; moderate)
9. There are _____ steps in doing a job analysis.

a. three
b. four
c. five
d. six
e. ten
(d; easy)
10. Deciding how to use the resulting information is the _____ step in doing a job analysis.
a. first
b. second
c. third
d. fourth
e. fifth
(a; moderate)
11. The first step in conducting a job analysis is _____.
a. deciding how to use the information
b. reviewing relevant background information
c. selecting representative positions
d. collecting data on job activities
e. developing a job description and job specification

(a; moderate)
12. 12. Reviewing relevant background information such as organization charts, process charts,
and job descriptions is the _____ step in doing a job analysis.
a. first
b. second
c. third
d. fourth
e. fifth
(b; moderate)
13. The second step in conducting a job analysis is _____.
(b; moderate)
14. Selecting representative positions to use in the job analysis is the _____ step in the process.
a. first
b. second
c. third

d. fourth
e. fifth
(c; moderate)
15. The third step in conducting a job analysis is _____.
(c; moderate)
16. Collecting data on job activities, required employee behaviors, working conditions, and
human traits and abilities needed to perform the job is the _____ step in the job analysis
process.
a. first
b. second
c. third
d. fourth
e. fifth
(d; moderate)
17. The fourth step in conducting a job analysis is _____.

(d; moderate)
18. Verifying the job analysis information with the worker performing the job and with his or
her immediate supervisor is the _____ step in the job analysis process.
a. first
b. second
c. third
d. fourth
e. fifth
(e; moderate)
19. The fifth step in conducting a job analysis is _____.
c. verifying the job analysis information
(c; moderate)

20. Developing a job description and job specification is the _____ step in the job analysis
process.
a. second
b. third
c. fourth
d. fifth
e. sixth
(e; moderate)
21. The final step in conducting a job analysis is _____.
(e; moderate)
22. A(n) _____ shows the flow of inputs to and outputs from the job being analyzed.
a. organization chart
b. process chart
c. value chain
d. job preview

e. job description
(b; moderate)
23. Which term refers to a written statement that describes the activities and responsibilities of
the job?
a. job specification
b. job analysis
c. job report
d. job description
e. job context
(d; moderate)
24. A _____ summarizes the personal qualities, traits, skills, and background required for
getting the job done.
b. job analysis
c. job report
d. job description
e. job context
(a; moderate)
25. Which of the following is included in the job specifications?
a. personal qualities
b. traits

c. skills
d. required background
e. all of the above
(e; easy)
26. Which of the following methods is used to gather job analysis data?
a. interviews
b. questionnaires
c. observation
d. all of the above
e. none of the above
(d; moderate)
27. Who is interviewed by managers collecting job analysis data?
a. individual employees
b. groups of employees with the same job
c. supervisors who know the job
d. all of the above
(d; moderate)
28. Which of the following is not an advantage of using interviews to collect job analysis data?

a. it is simple to use
b. some information may be exaggerated or minimized
c. it is quick to collect information
d. it can identify uncommon, but important activities
e. it can be used to explain need for job analysis
(b; moderate)
29. Interviews often include questions about _____.
a. supervisory responsibilities
b. job duties
c. education
d. experience
e. all of the above
(e; easy)
30. In addition to identifying the specific duties associated with a job, a job analysis should also
seek to identify the _____.
a. length of time an employee has held the position
b. order of importance
c. frequency of occurrence
d. all of the above

e. b and c only
(e; difficult)
31. For which of the following jobs is direct observation not recommended to collect data used
in a job analysis?
a. assembly-line worker
b. accounting clerk
c. engineer
d. receptionist
e. salesperson
(c; difficult)
32. A _____ is the time it takes to complete a job.
b. work cycle
c. work week
d. shift
(b; moderate)
33. The average cycle time is a(n) _____.
a. minute
b. hour

c. day
d. week
e. it depends on the specific job
(e; easy)
34. When workers change what they would normally do because they are being watched,
_____ has occurred.
a. proactivity
b. reactivity
c. cycling
d. diverting
(b; moderate)
35. Which two data collection methods are frequently used together?
a. direct observation and interviewing
b. questionnaires and direct observation
c. interviewing and questionnaires
d. diaries and interviewing
e. most are used individually
(a; difficult)

36. Jin records every activity she participates in at work along with time in a log. This approach
to data collection for job analysis is based on _____.
a. diaries
b. interviews
c. direct observation
d. questionnaires
e. supervisor verification
(a; easy)
37. Which of the following is considered a qualitative approach to job analysis?
a. position analysis questionnaire
b. interviews
c. Department of Labor approach
d. functional job analysis
e. all are qualitative approaches
(b; difficult)
38. Which of the following is considered a quantitative approach to job analysis?
a. interviews
b. diaries
c. Department of Labor Procedure
d. direct observation
e. questionnaires

(c; difficult)
39. What form of data collection involves recording work activities in a log?
a. interviews
b. diaries
c. direct observation
d. questionnaires
(b; easy)
40. Which of the following is not one of the basic activities included in a position analysis
questionnaire?
a. performing skilled activities
b. being physically active
c. operating equipment
d. processing information
e. all are included in a position analysis questionnaire
(e; moderate)
41. The _____ assigns a quantitative score to each job based on its decision-making, skilled
activity, physical activity, equipment operation, and information-processing characteristics.
a. Department of Labor Procedure
b. position analysis questionnaire

c. functional job analysis
d. log approach
e. all of the above
(b; moderate)
42. Which quantitative job analysis technique can be conducted online?
a. position analysis questionnaire
b. Department of Labor Procedure
d. all of the above
(a; difficult)
43. Which of the following is included in a functional job analysis?
a. the extent to which specific instructions are necessary to perform the task
b. the extent to which reasoning and judgment are required to perform the task
c. the mathematical ability required to perform the task
d. the verbal and language facilities required to perform the task
e. all of the above
(e; moderate)
44. Most job descriptions contain sections that cover _____.

a. job summary
b. standards of performance
c. working conditions
d. all of the above
(d; easy)
45. One uses information from the _____ to write a job specification.
a. job summary
b. job identification
c. job description
d. standards for performance
e. job advertisement
(c; moderate)
46. What type of information is contained in the job identification section of a job description?
a. job title
b. job summary
c. relationships statement
d. major functions or activities
e. all of the above
(a; difficult)

47. Which section of a job description should define the limits of the jobholder’s authority,
direct supervision of other personnel, and budgetary limitations?
a. job identification
b. job summary
c. relationships
d. responsibilities and duties
e. pay levels
(d; moderate)
48. When is an employer required to make a “reasonable accommodation” for a disabled
individual?
a. any time a disabled individual applies for a position
b. employers are only encouraged to make reasonable accommodations
c. when a disabled individual has the necessary skills, education, and experience to perform the
job, but can’t because of the job’s current structure
d. when it would present an undue hardship
e. when the job function is essential
(c; moderate)
49. Job duties that employees must be able to perform, with or without reasonable
accommodation, are called _____.
a. essential job functions
b. job requirements
c. primary job activities

d. work activities
e. all of the above
(a; easy)
50. The job specification takes the job description and answers the question, _____?
a. What human traits and experience are required to do this job well
b. When will the supervisor be completely satisfied with a worker’s work
c. What are the four main activities making up this job
d. How many other employees are available to perform job functions
e. What are the performance standards for the job
(a; difficult)
51. When filling jobs with untrained people, the job specifications may include _____.
a. quality of training
b. length of previous service
c. previous job performance
d. physical traits
e. all of the above
(d; moderate)
52. Which of the following work behaviors is considered “generic” or important to all jobs?

a. industriousness
b. intelligence
c. experience
d. morality
e. motivation
(a; moderate)
53. All of the following work behaviors are considered “generic” or important to all jobs except
_____.
a. thoroughness
b. attendance
c. experience
d. schedule flexibility
e. industriousness
(c; moderate)
54. _____ means assigning workers additional same-level activities, thus increasing the number
of activities they perform.
a. Job rotation
b. Job enrichment
c. Job assignment
d. Job enlargement
e. Job adjustment
(d; easy)
_____ means systematically moving workers from one job to another.

a. Job rotation
b. Job enrichment
c. Job assignment
d. Job enlargement
e. Job adjustment
(a; easy)
______ means redesigning jobs in a way that increases the opportunities for the worker to
experience feelings of responsibility, achievement, growth, and recognition.
a. Job rotation
b. Job enrichment
c. Job assignment
d. Job enlargement
e. Job adjustment
(b; easy)
Who argued that the best way to motivate workers is to build opportunities for challenge and
achievement into their jobs via job enrichment?
a. Adam Smith
b. Frederick Taylor
c. Frederick Herzberg
d. Abraham Maslow
e. Milton Friedman
(c; moderate)
_____ refers to broadening the responsibilities of the company’s jobs, and encouraging
employees not to limit themselves to what’s on their job descriptions.
a. Job rotation
b. Job enrichment
c. Job assignment
d. Job enlargement
e. Dejobbing
(e; easy)
Dejobbing can be described as _____.
a. assigning workers additional work at the same level
b. redesigning jobs to increase opportunities for responsibility
c. moving workers from one job to another
d. encouraging employees not to limit themselves to what’s on their job descriptions
e. focusing workers on highly specialized jobs
(d; moderate)
Job enrichment can be described as _____.
a. assigning workers additional work at the same level
b. redesigning jobs to increase opportunities for responsibility
c. moving workers from one job to another
d. encouraging employees not to limit themselves to what’s on their job descriptions
e. focusing workers on highly specialized jobs
(b; moderate)

Jon works at Hotel International. Some weeks he works in catering but he also works in
housekeeping, and in reservations periodically. This is an example of _____.
a. job enlargement
b. job rotation
c. job enrichment
d. dejobbing
e. job specialization
(b; easy)
The fundamental rethinking and radical redesign of business processes to achieve dramatic
improvements in performance is called _____.
a. job redesign
b. reengineering
c. process engineering
d. job enlargement
e. outsourcing
(b; easy)
Describing the job in terms of the measurable, observable, and behavioral competencies
necessary for good job performance is called a _____.
a. competency-based job analysis
b. administrative procedure
d. standard classification system
(a; easy)
Competency analysis focuses on _____.
a. what is accomplished
b. how work is accomplished
c. when work is accomplished
d. who accomplishes the work
e. where the work is accomplished
(b; difficult)
Traditional job analysis focuses on _____.
a. what is accomplished
b. how work is accomplished
c. when work is accomplished
d. who accomplishes the work
e. where the work is accomplished
(a; difficult)
Job competencies are always _____.
a. measurable
b. observable
c. based on goals
d. both a and b
e. all of the above

(d; easy)
When a supervisor bases an employee’s training, appraisals, and rewards on the skills and
competences he or she needs to achieve his or her goals, the supervisor is using _____.
a. competency analysis
b. traditional analysis
c. performance management
d. functional systems management
(c; moderate)
True/ False
1) Job analysis produces information used for writing job descriptions and job
specifications. (T; easy)
2) The information gathered during a job analysis is primarily used for listing what jobs
entail and what kind of people to hire for the job. (T; easy)
3) A process chart shows the organization-wide division of work, how the job in question
relates to other jobs, and where the job fits in the overall organization. (F; moderate)
4) Conducting the job analysis is the sole responsibility of the HR specialist. (F; moderate)
5) The interview is the most widely used method for identifying job duties and
responsibilities. (T; easy)
6) Job analysis is often a prelude to changing a job’s pay rate. (T; moderate
7) Interviews used for job analysis typically follow an unstructured format. (F; easy)
8) After completing an interview, the data should be verified with the worker’s immediate
supervisor. (T; moderate)
9) Observation as a data collection method in a job analysis is most appropriate for jobs
entailing a lot of mental activity. (F; easy)
10) Employers may provide employees pocket dictating machines and pagers to record
activities at random times of the work day. (T; moderate)
11) Qualitative approaches are more appropriate than quantitative approaches when one
seeks to compare jobs for pay purposes. (F; moderate)
12) There is no standard format for writing a job description. (T; moderate)
13) The statistical analysis method for job specifications is more defensible than the
judgmental approach because equal rights legislation forbids using traits that can’t
distinguish between high and low job performers. (T; moderate)

14) Job enlargement refers to redesigning jobs in a way that increases responsibility and
achievement. (F; moderate)
15) Job rotation is another term for DE jobbing. (F; easy)
16) Boundary less organizations use teams and other mechanisms to make boundaries more
permeable. (T; moderate)
17) In reengineered situations, workers tend to become collectively responsible for overall
results rather than being individually responsible for just their own tasks. (T; difficult)
18) Job analysis experts are concerned that in high performance work environments in
which employers need workers to seamlessly move from job to job and exercise self-
control, job descriptions based on lists of job-specific duties may actually inhibit the
flexible behavior companies need. (T; moderate)
19) Organizations define competencies in the same way. (F; moderate)
20) Functional-based job analysis means describing the job in terms of the measurable,
observable, behavioral competencies that an employee doing that job must exhibit to
do the job well. (F; difficult)
21) Competency-based job analysis is more job-focused than traditional job analysis. (F;
difficult)
22) Competency analysis focuses on how the worker meets the job’s objectives or actually
accomplishes the work. (T; moderate)
23) Performance management means basing employee training, appraisals, and rewards on
the skills and competencies he or she needs to achieve his or her goals. (T; moderate)

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