Section (2)

Chapter (2), Job Analysis

True or False:
1) Job analysis produces information for writing job descriptions and
job specifications. ( )
2) Job specifications is a list of what the job entails and job descriptions
is what kind of people to hire for the job. ( )
3) Job analysis provides information about what duties the job entails
and what human characteristics are require to perform these activities.
( )
4) Training (such as salary and bonus) usually depends on the job's
required skill and education level, degree of responsibility, and so on all
factors you assess through job analysis. ( )
5) The job description lists the job's specific duties and required skills-
and therefore the training-that the job requires. ( )
6) The job specification may be in a separate document or in the same
document as the job description. ( )
7) A performance appraisal compares each employee's actual
performance with his or her performance standards. ( )
8) Interviews, questionnaires, observations, and diary/logs are the most
popular methods for gathering job analysis data. ( )
9) There're only one type of interviews which is structured interviews. (
)
10) Whichever kind of interview you use; you need to be sure the
interviewee fully understands the reason for the interview. ( )

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11) Unstructured or checklist format that guide the interview includes a
series of questions regarding matters like the general purpose of the
job; job duties; and education, experience, and skills required. ( )
12) Structured lists are just for interviews. ( )
13) Interviews considered simple and quick way to collect information
but it also has Distortion of information. ( )
14) All questionnaire are very structured checklists. ( )
15) The questionnaire can be open-ended and simply ask the employee
to "describe the major duties of your job." ( )
16) In practice, the best questionnaire often falls between these two
extremes. A job analysis questionnaire might include several open-
ended questions as well as structured questions. ( )
17) A questionnaire is a quick and efficient way to obtain information
from a large number of employees; it's less costly than interviewing and
not a time-consuming method. ( )
18) Direct observation is especially useful when jobs consist mainly of
mental activities On the other hand, observation is usually not
appropriate when the job entails a lot of physical activity (lawyer,
design engineer). ( )
19) Managers often use direct observation and interviewing together.
One approach is to observe the worker on the job during a complete
work cycle, here you take notes of all the job activities. Then, after
collecting as much information as practical, you interview the worker. (
)
20) In direct observation the employee records the activity (along with
the time) in a log. ( )

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21) In Logs/ diary the employee, of course, might try to exaggerate
some activities and under- play others. ( )
22) The position analysis questionnaire (PAQ) is probably the most
popular quantitative job analysis tool, and consists of a detailed
questionnaire containing 194 items. ( )
23) Interviews, questionnaires, observations, and diary/logs are
quantitative job analysis tool unlike PAQ which is qualitative job
analysis tool. ( )
24) Methods such as questionnaires and interviews present some
drawbacks. For example, face-to-face interviews and observations can
be time-consuming. And collecting the information from geographically
employees can be challenging so that many companies now uses job
analysis via the Internet. ( )
25) The job analysis via the Internet is an online methodologies for
surveys. ( )
26) Standards of Performance and Working Conditions: This lists the
standards the company expects the employee to achieve under each
the job description's main duties and responsibilities. ( )
27) Writing job specifications for untrained employees is relatively
simple unlike when you're filling jobs with trained people which are
more complex. ( )
28) When you Writing job specifications for trained employees you are
looking for previous service, quality and previous job performance
unlike when you're filling jobs with untrained people such as physical
traits, personality and interests. ( )

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MCQ:
1) …….…….. is the procedure through which you determine the duties of
job positions and the characteristics of the people to hire for them?
A. Job analysis
B. Job descriptions
C. Job specifications
2) ………………………. summarizes the personal qualities, traits, skills, and
background required for getting the job done.
A. Job analysis
B. Job descriptions
C. Job specifications
3) ………………… is a written statement that describes the activities and
responsibilities of the job. as well as its important features, such as
working conditions.
A. Job analysis
B. Job descriptions
C. Job specifications
4) The supervisor or human resources specialist collects information
about the job's actual work, such as selling. This information called
…………………
A. Work activities
B. Human behaviors
C. Performance standards
D. Job context
5) The employer may also want information about the job's
performance (in terms of quantity or quality levels for each job duty).
This information called ……………….
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 A. Work activities
B. Human behaviors
C. Performance standards
D. Job context
6) The specialist may collect information about the job requires, like
sensing, communicating, deciding, and writing. This information called
…………...
A. Human requirements
B. Human behaviors
C. Performance standards
D. Job context
7) The specialist may collect information about the job requires, such as
job related knowledge or skills (education, training, work experience)
and required personal (personality interests). This information called
………….
A. Human requirements
B. Human behaviors
C. Performance standards
D. Job context
8) ………….. is information such as physical working conditions and work
schedule.
A. Human requirements
B. Human behaviors
C. Performance standards
D. Job context
9) ……………. show the organization-wide division of work, how the job in
question relates to other jobs, and where the job fits in the overall
organization.
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 A. Organization charts
B. Job descriptions
C. Job specifications
D. A process chart
10) .……………. provides a more detailed picture of the work flow. It
shows the flow of inputs to and outputs from the job you're analyzing.
A. Organization charts
B. Job descriptions
C. Job specifications
D. A process chart
11) …………….. Contains several types of information. The job title (the
name of the Job), the location of the job in department/section,
information regarding salary and the grade/level of the job.
A. Job summary
B. Job identification
C. Relationships
D. Responsibilities and duties
12) …………… shows the job-holder's relationships with others inside and
outside the organization, for example (reports to, supervises, work with
and outside the company).
A. Job summary
B. Job identification
C. Relationships
D. Responsibilities and duties
13) …………. should of course summarize the core of the job, and include
only its major functions or activities.
A. Job summary

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 B. Job identification
C. Relationships
D. Responsibilities and duties
14) ……………. This section may define the limits of the jobholder's
authority, including his or her decision-making authority and direct
supervision of other personnel.
A. Job summary
B. Job identification
C. Relationships
D. Responsibilities and duties
15) ……………. means assigning workers additional same-level activities.
A. Competencies
B. Job enrichment
C. Job enlargement
D. Job rotation
16) ……………. means moving workers from one job to another.
A. Competencies
B. Job enrichment
C. Job enlargement
D. Job rotation
17) ……………. means redesigning jobs in a way that increases the
opportunities for the worker to experience feelings of responsibility,
achievement, growth, and recognition. It does this by empowering the
worker, by giving the worker the skills and authority to inspect the
work.
A. Competencies
B. Job enrichment

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 C. Job enlargement
D. Job rotation
18) ……………. are characteristics of the person that make performance
possible such as (knowledge, skills, and/or behaviors).
A. Competencies
B. Job enrichment
C. Job enlargement
D. Job rotation