MHR 523 Chapter Notes - Chapter 2: Job Rotation, Absenteeism, Job Enrichment

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MHR - Chapter 2 - job analysis and design

Making the right selection decision is the most crucial decisions a manager has to

make

Knowledge about jobs and their requirements must be collected through job

analysis

A job consists of a group of related activities and duties

A position is a collection of tasks and responsibilities performed by an individual

Human Resource information system (HRIS) permits easy retrieval of relevant job

details, provides variety of information about the job, jobholders and past

performance standards

Job analysis has three phases: preparation, collection and job information, and use

of job information for improving organization effectiveness

Phase 1: Preparation for Job analysis

Step 1: Familiarization with the organization and its jobs

oImportant to have an awareness of an organization’s objectives,

strategies, structures, inputs and desired outcomes

Step 2: Determine uses of job analysis information

oSelection process, training, designing performance appraisal,

compensation systems, eliminate discrimination, or assist in job

redesign

Step 3: Identify jobs to be analyzed

oTargets of job analysis are jobs that are critical to the success of an

organization, jobs that are difficult to learn or perform, jobs in which

the firm continues to hire new employees, or jobs that exclude

member of the protected classes (in chp. 4)

oAlso be analyzed if there’s new technology or altered environments

Phase 2: Collection of job analysis information

Step 4: determine sources of job data

oSources of job data figure 2-3 pg. 79

oMaterials publish in professional journals/magazines

Step 5: data collections instrument design

oJob analysis questionnaires - seek to collect job information

uniformly, uncover duties, responsibilities, human abilities and

performance standards of the jobs investigated

Step 6: choice of method for data collection

oAnalysts must evaluate tradeoffs between time, cost and accuracy

oInterviews - slow and expensive process, can explain unclear

questions, high level of accuracy

oFocus groups - useful to allow ideas to build off one another, might not

be as willing to share around other workers

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Document Summary

Mhr - chapter 2 - job analysis and design. Making the right selection decision is the most crucial decisions a manager has to make. Knowledge about jobs and their requirements must be collected through job analysis. A job consists of a group of related activities and duties. A position is a collection of tasks and responsibilities performed by an individual. Human resource information system (hris) permits easy retrieval of relevant job details, provides variety of information about the job, jobholders and past performance standards. Job analysis has three phases: preparation, collection and job information, and use of job information for improving organization effectiveness. Step 1: familiarization with the organization and its jobs: important to have an awareness of an organization"s objectives, strategies, structures, inputs and desired outcomes. Step 2: determine uses of job analysis information: selection process, training, designing performance appraisal, compensation systems, eliminate discrimination, or assist in job redesign.

Related Questions

Q1. Members are most likely to experience role conflict and divided loyalties in:
a. a cross-functional project team
b. a self-managed operational team
c. a traditional work team
d. an executive team

Q2. Which of the following was not mentioned as a primary determinant of performance for a functional team?
a. how long the current leader has been in that position
b. trust and cooperation among the team members
c. the organization and coordination of activities
d. member agreement about objectives and strategies

Q3. Which is not likely to improve the effectiveness of a self-managed team?
a. let members share in financial gains from improved performance
b. change the membership frequently to give the team fresh ideas
c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills

Q4. Which process is most likely to occur in an after-activity review?
a. determination of responsibility for errors and mistakes
b. recognition of members for their contributions to the team
c. analysis of what was done well and what needs to be changed
d. selection of the most qualified team leader for the next activity

Q5. Which type of activity is least likely to be delegated to a self-managed team?
a. evaluating each team member's task performance
b. firing a team member who has unsatisfactory performance
c. determining the work procedures to be used by the team
d. determining which team member will carry out each task

Q6. The primary responsibility of the leader of a decision group is to:
a. suggest good ideas for solving the problem
b. ensure that everybody has equal influence
c. encourage group members to reach an agreement quickly
d. structure the discussion in a systematic manner

Q7. The primary purpose of a dialogue session is to:
a. debate competing proposals and identify the best one for the team
b. help members learn more about each other's interests and aspirations
c. encourage members to express their dissatisfaction with each other openly
d. increase understanding of implicit assumptions and mental models

Q8. What was found in research on the effectiveness of self-managed teams?
a. productivity and quality improved substantially
b. organizational commitment usually increased
c. turnover and absenteeism were lower
d. the results were inconsistent across studies

Q9. Which condition is least important for the success of a new strategy?
a. it is based on the core competencies of the organization
b. it is compatible with significant changes in the external environment
c. it has a few clear themes relevant to the shared values of the members
d. it is similar to a strategy that was previously successful

Q10. Which of the following actions by the CEO is not likely to improve the effectiveness of an executive team?
a. clearly define objectives consistent with shared values of team members
b. talk with individuals whenever possible to reduce time in meetings
c. give the team considerable discretion but specify limits of team authority
d. rely more on advice from members with the most expertise

Q11. Which statement about institutionalization in organizations is most accurate?
a. it describes how subunits with expertise gain power in organizations
b. it makes it easier for organizations to adapt to a changing environment
c. it describes how people use power to gain more power
d. it demonstrates why political tactics are unnecessary to maintain power

Q12. What is the best summary of findings in research on leadership succession?
a. chief executives have little influence on organization performance due to the overwhelming influence of economic and market conditions
b. chief executives have a strong impact on organization performance and are the primary determinant of whether the organization prospers or declines
c. chief executives have a moderate impact on organizational performance when measured over a period of several years
d. chief executives influence stock prices but have little or no influence on the firm's actual economic performance

Q13. What pattern of behavior is least likely during the first few months on the job for the new CEO in an organization that is prosperous?
a. the CEO will quickly select a new strategy and make major changes in the organization to look like a confident and dynamic leader
b. the CEO will make changes in the functional areas in which he or she has the most prior experience
c. the CEO will attempt to demonstrate some small successes in dealing with immediate problems to build a favorable image and gain more discretion
d. the CEO will gather and analyze information about the organization and environment in order to determine an appropriate strategy

Q14. Which of the following was not given as a guideline for external monitoring?
a. examine a wide range of developments and trends in the environment
b. make an extra effort to learn what clients and customers want and need
c. identify both the strengths and weaknesses of competing products
d. rely primarily on your own intuition to analyze the environment

Q15. In what situation are executive teams least likely to be useful?
a. the organization includes several business units with diverse products
b. there is intense competition among executives to become the next CEO
c. the organization has a complex and turbulent environment
d. the executives in the team have very diverse backgrounds and perspectives

Q16. Which is not a core performance determinant in the flexible leadership theory?
a. process reliability and efficiency
b. leader experience and technical skills
c. human resources and relations
d. innovation and adaptation

Q17. Research at CCL indicates that the least amount of learning occurred for managers who had:
a. assignments for which they were well prepared
b. challenges they had to face alone
c. opportunities to make mistakes
d. diverse experiences with different types of challenges

Q18. Which statement about leadership development in organizations is least likely to be accurate:
a. leadership development should be consistent with organization strategy
b. developmental activities should be coordinated with formal training
c. self development activities should be maximized to reduce costs
d. leadership development should be integrated with succession planning

Q19. Which of the following usually includes a mix of formal training and learning from experience working on management projects?
a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling

Q20. Which developmental method is most useful for helping managers to understand their inner feelings and values?
a. outdoor challenge programs
b. personal growth programs
c. mentoring programs
d. multisource feedback workshops

Q21. Which approach is used most often for improving leadership?
a. multi-source feedback workshops
b. formal mentoring programs
c. job rotation programs
d. formal training programs

Q22. What two methods are most useful for improving conceptual skills?
a. case analysis and behavior role modeling
b. feedback workshops and simulations
c. simulations and case analysis
d. behavior role modeling and feedback workshops

Q23. In most feedback workshops for management development, the primary source of information about a manager's behavior is:
a. other managers in the workshop who fill out a checklist
b. observers who record the person's behavior during a simulation
c. observation of a videotape taken of the manager doing regular work
d. questionnaires filled out by people with whom the manager works

Q24. Training programs to enhance leadership skills:
a. are widely used for managers in organizations
b. are seldom used for effective managers
c. are used mostly for department supervisors
d. are used mostly for top executives in large organizations

Q25. Which is least likely to be a reason for the "glass ceiling" in large organizations?
a. differences in leadership behavior displayed by men and women
b. implicit theories about the attributes required for effective leadership
c. popular stereotypes about the skills and traits of men and women
d. less encouragement and developmental opportunities for women

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MHR 523 Chapter Notes - Chapter 2: Job Rotation, Absenteeism, Job Enrichment

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