Book of Employment

Introduction to Employment (hereinafter, the Lecture) is a lecture introducing the learners to employment. The Lecture is the second of four lectures of Careerprise Orientation (hereinafter, the Orientation).

Outline

Welcome to Friends Of CNM is the predecessor lecture.

1. Employment. The condition of having paid work.
   • KSA (or knowledge, skills, and abilities). A series of narrative statements that are particularly required when applying to United States Federal government job openings. KSAs are used to determine, along with résumés, who the best applicants are when several candidates qualify for a job.
   • Self-employment.

Interests Preferences for work environments and outcomes. Realistic — Realistic occupations frequently involve work activities that include practical, hands-on problems and solutions. They often deal with plants, animals, and real-world materials like wood, tools, and machinery. Many of the occupations require working outside, and do not involve a lot of paperwork or working closely with others. Investigative — Investigative occupations frequently involve working with ideas, and require an extensive amount of thinking. These occupations can involve searching for facts and figuring out problems mentally. Artistic — Artistic occupations frequently involve working with forms, designs and patterns. They often require self-expression and the work can be done without following a clear set of rules. Social — Social occupations frequently involve working with, communicating with, and teaching people. These occupations often involve helping or providing service to others. Enterprising — Enterprising occupations frequently involve starting up and carrying out projects. These occupations can involve leading people and making many decisions. Sometimes they require risk taking and often deal with business. Conventional — Conventional occupations frequently involve following set procedures and routines. These occupations can include working with data and details more than with ideas. Usually there is a clear line of authority to follow.

Work Context — Structural Job Characteristics This category involves the relationships or interactions between the worker and the structural characteristics of the job Consequence of Error — How serious would the result usually be if the worker made a mistake that was not readily correctable? Degree of Automation — How automated is the job? Duration of Typical Work Week — Number of hours typically worked in one week. Freedom to Make Decisions — How much decision making freedom, without supervision, does the job offer? Frequency of Decision Making — How frequently is the worker required to make decisions that affect other people, the financial resources, and/or the image and reputation of the organization? Impact of Decisions on Co-workers or Company Results — What results do your decisions usually have on other people or the image or reputation or financial resources of your employer? Importance of Being Exact or Accurate — How important is being very exact or highly accurate in performing this job? Importance of Repeating Same Tasks — How important is repeating the same physical activities (e.g., key entry) or mental activities (e.g., checking entries in a ledger) over and over, without stopping, to performing this job? Level of Competition — To what extent does this job require the worker to compete or to be aware of competitive pressures? Pace Determined by Speed of Equipment — How important is it to this job that the pace is determined by the speed of equipment or machinery? (This does not refer to keeping busy at all times on this job.) Structured versus Unstructured Work — To what extent is this job structured for the worker, rather than allowing the worker to determine tasks, priorities, and goals? Time Pressure — How often does this job require the worker to meet strict deadlines? Work Schedules — How regular are the work schedules for this job?

Work Context — Interpersonal Relationships This category describes the context of the job in terms of human interaction processes Contact With Others — How much does this job require the worker to be in contact with others (face-to-face, by telephone, or otherwise) in order to perform it? Coordinate or Lead Others — How important is it to coordinate or lead others in accomplishing work activities in this job? Deal With External Customers — How important is it to work with external customers or the public in this job? Deal With Physically Aggressive People — How frequently does this job require the worker to deal with physical aggression of violent individuals? Deal With Unpleasant or Angry People — How frequently does the worker have to deal with unpleasant, angry, or discourteous individuals as part of the job requirements? Electronic Mail — How often do you use electronic mail in this job? Face-to-Face Discussions — How often do you have to have face-to-face discussions with individuals or teams in this job? Frequency of Conflict Situations — How often are there conflict situations the employee has to face in this job? Letters and Memos — How often does the job require written letters and memos? Public Speaking — How often do you have to perform public speaking in this job? Responsibility for Outcomes and Results — How responsible is the worker for work outcomes and results of other workers? Responsible for Others' Health and Safety — How much responsibility is there for the health and safety of others in this job? Telephone — How often do you have telephone conversations in this job? Work With Work Group or Team — How important is it to work with others in a group or team in this job?

Introduction to Career Administration is the successor lecture.