Employment Regulation

Job analysis is a time consuming and often boring task to perform.

Questionnaires should be written at a level that is a little higher than the reading audience's comprehension level.

There is nothing that is as important to effective HR planning and practice as job analysis.

The person collecting the data in job analysis should always be internal, as an external consultant would not be able to identify with the company's needs effectively.

If not properly implemented, job analysis will waste time and resources.

Unlike interviews, questionnaires never have "double-barreled questions."

In many instances organizations fail to establish performance standards during the job analysis process.

Recent graduates with degrees in HRM are usually exposed to expert-level job analysis techniques.

The job specification identifies the conditions under which work is typically performed.

Job specifications are at the very core of minimal qualifications for a job.

It is a sound management practice to base hiring decisions on whether candidates possess sufficient KSA to get the job done.

If the job descriptions, job specifications, and performance standards do not convey meaningful job information they are worthless.

Job specifications do not articulate the minimal qualifications for a job.

The results of a job analysis should be formalized in written form.

Knowing the TDR of jobs is essential in both the design of jobs and their eventual redesign to gain productivity improvements.

Improper job analysis could result in the employer being oblivious to work hazards related to certain job positions.

If an employee's performance level falls below the performance standard, that means that the job is not being properly compensated.

Competency-based job analysis begins with identifying the TDR.

In job analysis the phrase "job description" can mean two things.

Job incumbents are more likely to provide information about how the job should be done.