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21 Cards in this Set
- Front
- Back
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Define Job Analysis |
The process of collecting information on which job descriptions are based |
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Define Job Description |
A summary of the duties, responsibilities, and reporting relationships pertaining to a particular job |
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Define Job Specifications |
The employee qualifications deemed necessary to successfully perform the duties for a given job |
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Four principal methods of job analysis |
1. Observation 2. Interviews 3. Questionnaires 4. Functional Job Analysis |
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Common job families |
Executives Managers Professionals Technical Staff Sales Staff Production/Operations Workers Trades Support Staff |
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Pitfalls of Job Analysis |
Risk of analyzing jobholder instead of the job Job descriptions commonly contain gender bias Use of technical jargon Oversimplification Dynamic jobs that change frequently must be revised |
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Job Evaluation Methods |
1. Ranking 2. Classification or Grading 3. Factor Comparison 4. Statistical/Policy Capturing 5. Point Method |
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Define Ranking Method |
The relative values of different jobs are determined by knowledgeable individuals |
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Define Paired Comparison Method |
Every job is compared with every other job, providing a basis for a ranking of jobs |
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Define Classification/Grading Method |
The use of generic grade descriptions for various classes of jobs to assign pay grades to specific jobs. |
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Define Factor Comparison Method |
Assigns pay levels to jobs based on the extent to which they embody various job factors. |
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Define Statistical/Policy Capturing Method |
Combines the use of statistical methods and job questionnaires to derive job values based on prevailing external or internal pay rates |
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Define the Point Method |
Establishes job values by the application of points to each job, based on compensable factors |
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Three main purposes for conducting job evaluation |
1. to control wage costs 2. to create equitable pay structure 3. to create perceptions of equitable pay among those covered by the system |
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Before setting up the job evaluation process, what are the five key questions that must be answered? |
1. Who conducts the evaluations 2. How should the process be communicated 3. How should the job evaluation results be applied 4. What appeal/review mechanisms have been (or need to be) established 5. How should job evaluations be updated |
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Who conducts evaluations? |
committees composed of compensation manager, sample of supervisors, sometimes rank-and-file |
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Describe how communicating the evaluation process is important |
It fosters perceptions of equity when employees have an opportunity to understand the job evaluation process and its scope and parameters |
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Should employers reveal detailed results or simply present the outcome in terms of pay grade? |
Depends on the nature of the organization as well as the purpose of the job evaluation |
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How to apply job evaluation results |
Employees below range (green circled) - moved up to at least minimum and moved past minimum as soon as possible Employees above range (red circled) - offer severance - pay cut if voluntary acceptance (called mutual recession) - Freeze wage until salary scales catch up (good during high inflation times) - grant raises based on performance, not on base pay (still eligible for merit bonus, not merit raises) |
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What triggers need for updating job evaluations? |
1. The job itself changes significantly 2. The strategy changes 3. Signs that current job evaluation system is inefficient 4. Legislation requires it |
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Define job-to-job method of comparing jobs for pay equity purposes |
Establishes pay equity by comparing a female job class to a male class that is comparable in terms of job evaluation criteria |
