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Management Position Description Questionnaire

The Management Position Description Questionnaire (MPDQ) is a standardized questionnaire used in human resource management to analyze management positions. It examines various dimensions of managerial work including decision making, supervision, planning, and problem solving. The MPDQ takes about 2 hours to complete and generates reports to aid in job evaluation, description, training, and other HR functions. It assesses over 250 questions across factors like decision making, problem solving, resource management, and internal/external contacts.

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3K views

Management Position Description Questionnaire

The Management Position Description Questionnaire (MPDQ) is a standardized questionnaire used in human resource management to analyze management positions. It examines various dimensions of managerial work including decision making, supervision, planning, and problem solving. The MPDQ takes about 2 hours to complete and generates reports to aid in job evaluation, description, training, and other HR functions. It assesses over 250 questions across factors like decision making, problem solving, resource management, and internal/external contacts.

Uploaded by

Sarfaraz
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Management Position Description Questionnaire

 Is a questionnaire used in human resource management for the purpose of


analyzing management positions.
 Allows HR departments to establish training requirements, salary bands and job
groupings for new posts.
 It examines a variety of managerial dimensions, including decision making and
supervising.
 MPDQ uses quantitative responses to standard items for the analysis of the job.
 The MPDQ was designed to use managers’ self-reports of their jobs. Advantages include
speed, lower cost of administration, and that the source of information is the person who
knows the job best. An obvious disadvantage is that if the results are used for job
evaluation , it will be in the incumbent’s financial interest to present a puffed-up picture
of the job.
 The MPDQ has been used for several different applications, including job evaluation, job
design, training and development, performance appraisal, staffing, and job description
 The MPDQ was one of the first computerized job analysis systems.
 MPDQ appears comprehensive, with about 250 questions and typically requiring more
than 2 hours to complete. Because it is standardized, results can be compared across
incumbents and managerial jobs. The MPDQ appears to have several applications,
including job descriptions, performance appraisal, and job evaluation.
 It also has software that allows users to generate professional, custom reports based on
the job analysis.
Work Factors of the MPDQ
 Decision Making. Evaluating information and options; taking appropriate considerations into
account in making decisions; making decisions that might have a substantial impact on the
organization.

 Planning and Organizing. Formulating long-term and short-term plans, including planning long-
range objectives, business activities, and strategic business plans as well as short-range planning
and scheduling, such as planning the design, development, production, and/or delivery of
products/services

 Administering. Preparing and maintaining records or documents; monitoring and implementing


action to ensure compliance with policies and regulations; obtaining and distributing
information; providing staff services to management.

 Controlling. Controlling and adjusting the allocation of human, financial, and material resources;
requisitioning materials, equipment, or services; establishing expense controls.

 Consulting and Innovating. Applying advanced techniques to address unique problems, issues,
or questions; providing decision makers with crucial inputs; identifying and developing new
products or markets; keeping up to date with the latest technical developments.

 Coordinating. Coordinating with other units to achieve organizational goals; directing and
integrating the efforts of others over whom you exercise no direct control; negotiating for
organizational resources; handling conflict or disagreements when necessary.

 Representing. Interacting with groups/individuals, such as customers, suppliers, government


and community representatives, stockholders, and applicants; promoting or selling the
organization’s products or services; negotiating contracts or terms.

 Monitoring Business Indicators. Monitoring key business indicators, such as total net income,
sales volume, international business and economic trends, and competitors’ product lines and
services.
Job Evaluation Dimensions of the MPDQ

 Decision Making. The level of authority in making decisions, considering the nature, magnitude,
and complexity of the decisions as well as the amount of autonomy exercised in making
decisions.

 Problem Solving. The level of analytical or creative thinking required to resolve problems that
arise, taking into account the nature and scope of the problems to be addressed and the
inventiveness of the solutions.

 Organizational Impact. The magnitude of organizational impact, including the extent to which
the position is critical for achieving organizational goals, developing or delivering products or
services, creating strategic or business plans, developing policies and procedures, and meeting
revenue, profit, and performance objectives.

 Human Resource Responsibility. The degree of supervisory responsibility as measured by the


number and level of employees reporting to the position, and the complexity of supervision
provided.

 Know-How. The degree to which the position requires knowledge and expertise that will solve
key organizational problems and the degree to which this knowledge and expertise must be
applied to special problems, issues, questions, or policies facing the organization. 6. Contacts.
The scope and level of internal and external contacts defined by the

 6. Contacts. The scope and level of internal and external contacts defined by the level of the
contact, the purpose of the contact, and the frequency with which contacts are made.

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