Job Analysis and Performance Evaluation: Key Concepts
I. True or False
(1 point each) Justify each choice marked FALSE.
- The recruitment process is a comparison that involves the requirements of the position and the profile characteristics of the candidates applying. TRUE
- The analysis of the position is concerned only with the functions the candidate should play. FALSE – It also considers the necessary skills, qualifications, and experience.
- An office is a set of functions (tasks and responsibilities) previously determined. TRUE
- A contribution is the gathering of all activities carried out by a group of people. FALSE – A contribution is the individual’s input or effort towards a goal.
- A task is the set of individual activities to be implemented in a particular job. TRUE
- Attribution is the set of individual activities to be run by the person occupying the position. TRUE
- A position is a set of tasks or duties that the occupant of the position exercises systematically and consistently. TRUE
- For a set of tasks or duties to constitute a function, there is no need for repetition in performance. FALSE – Repetition and consistency are key to defining a function.
- The workflow analysis notes how work moves through the organization. TRUE
- Traditionally, performance evaluation is done by the qualified subordinate. FALSE – Traditionally, it is done by a superior or manager.
- There are absolutely objective evaluation methods. FALSE – All evaluation methods have some degree of subjectivity.
- Assessment methods vary depending on the organizational development of each company. TRUE
- Performance evaluation renews its force at times when it is necessary to motivate staff. TRUE
- In personnel selection, simulation tests are used to analyze various personality traits, whether character or temperament. TRUE
- The job description refers only to the tasks of the position. FALSE – It also includes responsibilities, required skills, and qualifications.
II. Multiple-Choice Questions
(3 points each)
- Locating an office within the following chart indicates:
- a) Hierarchical level, area or department, superiors, and subordinates.
- b) Area or department supervisor, level of authority.
- c) Superior, subordinate, area.
- d) Subordinate hierarchical level and degree of dependency.
- The charge is based on the following fundamentals:
- a) Allocation, assignment, authority.
- b) Responsibility, authority, task.
- c) Role, responsibility, attribution.
- d) Task, Attribution, Function.
- The position analysis must consider:
- a) Intellectual requirements, physical requirements, responsibilities included, working conditions.
- b) Responsibilities included, working conditions, area or department supervisor.
- c) Intellectual responsibilities, subordinates, and responsibilities.
- d) Intellectual requirements, area or department, officers, and headquarters.
- Intellectual requirements of the position are:
- a) Effort, concentration.
- b) Basic instructions, previous experience.
- c) Work environment, risks.
- d) Necessary initiative, necessary complexion.
- Responsibilities included in the office are:
- a) Necessary initiative and skills.
- b) Confidential information, methods, and processes.
- c) Previous experience, necessary initiative.
- d) Necessary skills, work environment.
- Position Analysis Stages:
- a) Planning, Management, and Control.
- b) Leadership, Preparation, Execution.
- c) Planning, Preparation, Execution.
- d) Planning, control, and alignment.
- Methods of Description and Analysis of Cargo:
- a) Observation, Questionnaire, Interview.
- b) Planning, Monitoring, Control.
- c) Address, Interview, Questionnaire.
- d) Observation, Questionnaire, Interview, Mixed.
- The preparation includes Cargo Analysis:
- a) Recruitment, selection, and training of analysts.
- b) Observation, data collection.
- c) Provision, environment, interviews, and questionnaires.
- d) Data collection, interviews.
- Objectives of the description and analysis of charges:
- a) Describe how work moves through the organization.
- b) Determine the ideal profile of the occupant, which helps the selection.
- c) Identify weak points in the organization.
- d) Improving job performance.
- Approaches to job design:
- a) Specialization of work, Classic model, Situational model.
- b) Job enrichment, job design in terms of equipment.
- c) Classic, Humanistic, and Situational or Contingency.
- d) Human Relations, Classics, and Humanities.
- Models of Job Design:
- a) Humanistic, Contingency, and Human Relations.
- b) Classic, Humanistic, and Situational or Contingency.
- c) Human Relations, Classics, and Humanities.
- d) Contingency, Situational, and Classic.
- In Performance Evaluation:
- a) Only responsibility is assessed in people at work.
- b) Subjectivity is always present, and the best method is one that minimizes it.
- c) The informal measure aims to reduce subjectivity in the assessment.
- d) In the formal evaluation, there is no subjectivity.
- Performance Evaluation:
- a) It is only an opportunity to identify weaknesses in the organization.
- b) It identifies opportunities for improvement.
- c) It is a different media.
- d) Detects emerging needs.
- Stages of the Performance Evaluation process:
- a) Establish standards.
- b) Measuring the performance.
- c) Identify and correct variations.
- d) All of the above.
- Types of Standard Performance Evaluation:
- a) Physical, cost, capital.
- b) Income, sales.
- c) Programs, capital, absenteeism.
- d) Units, cost of production.
- Utilities of Performance Evaluation:
- a) Detect bad elements and reward.
- b) Serves as a control and is used to grant promotions, rewards, and incentives.
- c) Identify people of high efficiency, to better train them or fire them.
- d) Evaluates work methods to calculate future company profits.
- Objectives of performance evaluation:
- a) Improving the performance of the laboratory.
- b) Placing collaborators in positions compatible with their knowledge, skills, and abilities.
- c) Salary adjustment, rotation, and promotion of staff.
- d) The evaluators score with the highest marks to facilitate the process.
- Main methods of performance evaluation:
- a) Graphic scales, physical, and capital costs.
- b) Forced choice, critical incidents, graphic scales, and peer comparison.
- c) Neighbor, capital, absenteeism.
- d) Field research, forced choice, graphic scales, objectives, and results.