1
Q
- managers may conduct individual interviews with each employee,
group interviews with groups of employees who have the same job, and/or - supervisor interviewswith one or more supervisors whoknowthejob.-It is a simple and quick way to collect information
A
Interview
2
Q
- it includes questions regarding matters like the general purpose of the job; supervisory responsibilities; job duties;
and education, experience, and skills required
A
STRUCTURED INTERVIEWS
3
Q
- a quick and efficient way to obtain information from a large number of
employees; it’s less costly
A
Questionnaires
4
Q
- Direct observation is especially useful when jobs consist mainly of
observable physical activities (ex. assembly line, accounting clerk). - Managers often use direct observation and interviewing together.
- Observation One approach is to observe the worker on the job during a complete work cycle.
(The cycle is the time it takes to complete the job (it could be a minute, an
hour, a day or longer for the complex jobs)
A
Observation
5
Q
daily listings made by workers of every activity in which they engage along with the time each activity takes
A
Participants Diary/Logs
6
Q
- A very popular quantitativejob analysis tool, consisting of a questionnaire
containing 194 items.- A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs.- The 194 items (such as “written materials”) each represent a basic element that may play a role in the job. The items each belong to one of five PAQ basic activities: (1) Having Decision-Making/Communication/Social Responsibilities, (2) Performing Skilled Activities,(3) Being Physically Active, (4) Operating Vehicles/Equipment, and (5) ProcessingInformation
.- One of the PAQ’s strengths is in assigning jobs to job classes for pay purposes
A
Quantitative Job Analysis Techniques
o Position Analysis Questionnaire (PAQ)
7
Q
- Arevised version of PAQ was developed by Patrick and Moore (1985).
- It include item content and style, new items to increase the discriminatory power of the intellectual and decision
making dimensions, and an emphasis on having a job analyst, - developers indicates that the instrument is reliable, but little research has been conducted on the
since 1985.
A
Job Structure Profile (JSP)
8
Q
- Another structured job analysis alternative to the PAQ; developed by Cornelius and Hakel (1978).
- It contains 153 items and has a readability level appropriate for an employee with only a tenth-grade education. Research indicates that
the scores from JEI and PAQ are very similar thus, the JEI may be a better replacement for the difficult-to- read
PAQ
A
Job Elements Inventory(JEI)
9
Q
- a job analysis method developed by Fine that rates the extent to which a job incumbent is involved with functions in then categories of data, people, and things. This could be used by the federal
government to analyze and compare thousand of jobs. - The FJA process starts with a small group of experts identifying the main tasks of a job. What makes FJA different is that the experts then estimate how much time an employee spends on three areas:
data (information), people (clients and coworkers), and things (tools and equipment). An analyst has 100 points to divide amonG these areas, usually in multiples of 5, with each area getting at
least 5 points
A
Functional Job Analysis (FJA
10
Q
- structured job analysis technique that concentrates on worker requirements for performing a job rather than on specific tasks.
-The JCI consists of more than 400 questions covering five major categories:
tools and equipment, perceptual and physical requirements, mathematical requirements, communication
requirements, and decision making and responsibility. It is the only job analysis method containing a detailed section on tools and equipment.
A
Job Components Inventory(JCI)
11
Q
- Anergonomic job analysis method
developed in Germany - theAETis a 216-item, standardized questionnaire that analyzes a job along
the dimension
A
Arbeitswissenschaftliches
Erhebungsverfahren zur
Tätigkeitsanalyse (AET)
12
Q
- national job analysis system created by the federal government to replace the Dictionary of Occupational Titles
(DOT), which had been in use since the 1930s.
-major advancement in understanding the nature of work, in large part because its developers understood that jobs
can be viewedat four levels: economic,
organizational, occupational, and individual.- Includes information about such economic factors as labor demand, labor supply, salaries, and
occupational trends
A
Occupational Information Network(O*NET)
13
Q
- the job analysis method developed by John Flanagan that uses written
reports of good and bad employee behavior - this is used to discover actual incidents of job behavior that make the difference between a job’s successful or unsuccessful performance is an excellent addition to a job analysis because the actual critical incident can be used for future activities such as performance appraisal and training.
-The CIT’s greatest drawback is that its emphasis on the difference
between excellent and poor performance ignores routine duties. Thus, the CIT cannot be used as the sole method of job analysis.
A
Critical Incident Technique(CIT)
14
Q
an approach similar to JCI; a 33
item questionnaire developed by Lopez that identifies traits necessary to successfully perform ajob.
-The 33 items cover five trait categories: physical, mental, learned, in motivational,
and social. Since it focuses on the traits, its main uses are the development of an employee selection system or a career plan
- Advantage: it is short and reliable and
can correctly identify important traits-Disadvantage: it is not available commercially
A
Threshold Traits Analysis(TTA)
15
Q
- ajob analysis method in which jobs are rated on the basis of the abilities needed to perform them.
- These ratings are performed for 73 distinct cognitive, physical, psychomotor, sensory-perceptual, and social/interpersonal abilities and knowledge
- is easy to use by incumbents or trained analysts, demonstrates acceptable levels of reliability, and is supported by years of
research. - Its advantages over TTA are that it is more detailed, is commercially available, is available in several languages and can
be completed online
A
Fleishman Job Analysis Survey(F-JAS)
16
Q
- a 132-inventory that taps the extent to which a job involve
eight types of adaptability. - It has eight dimensions: Handling emergencies or crisis situations, handling work stress, solving problems creatively, dealing with uncertain and unpredictable work situations, learning work tasks, technologies, and procedures, demonstrating interpersonal adaptability,
demonstrating cultural adaptability, and demonstrating physically oriented adaptability.
A
Job Adaptability Inventory (JAI)
17
Q
- a job analysis instrument that helps to identify the personality types needed to perform job-related tasks.
- It consists of 107 items tapping 12 personality dimensions that fall under the “Big 5” personality dimensions (openness to experience, conscientiousness, extroversion, agreeableness, and
emotional stability).
A
Personality-Related Position Requirements
Form(PPRF)
18
Q
- a job analysis instrument similar to PPRF, the 48 questions on the PIC help determine which of the seven main personality traits are needed to perform a given job.
- Research on the PIC indicates that it has acceptable reliability and is able to differentiate between jobs
A
Performance Improvements
Characteristics (PIC)
19
Q
The process of determining a job’s
worth.
* It is done in two stages:
* Determining internal pay equity
* Determining external pay equit
A
JOB EVALUATION
20
Q
- it involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid
accordingly
Step1: Determining Compensable Job Factors- possible compensable job factors include the following:
* Level of responsibility
* Physical demands
* Mental demands
* Education requirements
* Training and experience requirements
* Working conditions
A
Determining Internal Pay Equity
21
Q
it involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly
A
Determining Internal Pay Equity
22
Q
A
23
Q
A
24
Q
A questionnaire sent to other
organizations to see how much they are paying their employees in positions similar to those in the organization
sending the survey.
- Important to determine market position
- Worth of the job itself, not the worth of ta person in the job- Direct and indirect compensation
A
Salary surveys
25
The amount of money paid to
an employee (does not count benefits, time off, and so forth).
Direct compensation
26
- refers to the fairness of an individual’s pay as compared with what his or her coworkers are earning for the same or very similar jobs within the company, based on each person’s performance.
Determining Individual Equity (Dessler)
27
- refers to the “perceived fairness of the processes and procedures used to make decisions regarding the allocation of pay
Determining procedural equity
28
- Looking at pay rates of employees within positions with identical duties (equal pay for equal work)
- Looking at pay
rates of employees in jobs
of similar worth and responsibility
Determining Sex and Race Equity
29
- The idea that jobs requiring
the same level of skill and responsibility should be paid the same regardless of supply and demand. ).
comparable worth
30
-all forms of pay or rewards going to employees and arising from their employment
Employee Compensation
31
2Components of Employee compensation:
❑______- Pay in the form of wages, salaries, incentives, commissions, and bonuses
❑it can be based on increments of time
❑Based on performance
❑______- Pay in the form of financial benefit such as insurance.
Direct financial payment
Indirect financial payment
32
- creating compensation package that produces the employee behaviors the firm needs to achieve its competitive
strategy
Aligned reward Strategy
33
- Encompasses traditional pay, incentives, and benefits, but also “rewards” such a more challenging jobs (job design),
career development, and recognition
Total Rewards
34
- it postulates that people are motivated to maintain a balance between what they perceive as their contributions
and their rewards.
Equity Theory of Motivation
35
states that if a person perceives an equity, a tension or drive will develop that motivates him or her to reduce the tension and perceived inequity
Equity Theory
36
“Jobs that require greater qualifications, more responsibilities,
and more complex job duties should receive more pay than
jobs with lesser requirements."
36
- a formal and systematic comparison done in order to determine the worth of one job relative to another.
- it eventually results in a wage or salary structure or hierarchy
Job Evaluation
37
-involve assigning values to each of the company’s jobs.
- this process helps produce a pay plan in which each job’s pay is
equitable based on what other employers are paying for these
jobs and based on each job’s value to the employer
Job Evaluation Methods
38
Pay plan where pay rates are equitable both internally (based on each job’s relative value) and externally (in other words when compared with what other employers are paying)
Market-competitive pay plan
39
the simplest method of job evaluation that involves ranking each job relative to all other jobs, usually based on
overall difficulty.
Ranking Method
40
a special ranking method. It requires ranking each of a job’s “factors” (such as education required, experience, and
complexity), and then adding up the points representing the number of “degrees” of each factor each job has. Employers seldom use it today
Factor Comparison Method
41
a method for categorizing jobs into groups
Job Classification or Job Grading
42
– Grouping jobs based on a set of rules for each group or class, such as amount of independent judgment, skill, physical
effort, and so forth, required. Classes usually contain similar jobs.
Classes
43
- A job classification system like the class system, although grades often contain dissimilar jobs, such as secretaries, mechanics, and firefighters. Grade descriptions are written based on compensable factors listed in classification systems
Grades
44
- a method for categorizing jobs into groups
Job Classification or Job Grading
45
– Written descriptions of the level of,
say, responsibility and knowledge required by jobs in each grade. Similar jobs can then be combined into
grades or classes.
Grade Definition
46
The job evaluation method in which a number of compensable factors are identified and then the degree to
which each of these factors is present on the job is determined.
- This is the most popular job evaluation method today
Point Method
47
Writing job specifications for trained and experienced employees is relatively straightforward. It focuses on the factors
such as length of previous service, quality of relevant training, and
previous job performance.
- Filing jobs with untrained employees requires identifying the personal traits that predict performance (physical traits, personality, interests, or sensory skills that imply potential for performing the job or for trainability)
Specifications for Trained vs. Untrained Personnel
48
refers to the “perceived fairness of the processes and procedures used
to make decisions regarding the allocation of pay
Determining procedural equity
49
Job specifications often rely on the educated judgments of supervisors and HR managers, who estimate the skills, education, intelligence, and other
attributes needed for a role by analyzing its duties
Specifications Based on Judgment
50
1.analyze the job and decide how to measure job performance;
2.select personal traits like finger you believe should predict performance;
3.test candidates for these traits;
dexterity that
4.measure these candidates’ subsequent job performance; and
5.statistically analyze the relationship between the human trait (finger dexterity) and job performance
Job Specifications Based on Statistical Analysis
51
- A more complete description of what the worker does and how and why he or she does it; it clarifies each task’s
purpose and each duty’s required knowledge, skills, abilities, and other characteristics.
Job-Requirement Matrix
52
The main step in creating a job-requirements matrix involves writing the task statements (Written item that shows
what the worker does on one particular job task; how the worker does it; the knowledge, skills, and aptitudes required to do it; and the purpose of the task.)
Job-Requirement Matrix
53
Describing the job in terms of measurable, observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee doing that
job must exhibit to do the job well
Competency-based Job Analysis
I/O PSYCH
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Decks in class (7)
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