CH 4 & 5: job analysis & job based structures

essential functions

refers to the fundamental job duties of the employment position the individual with a disability holds or desires

essential elements of a job

requires that essential elements of a job—those that cannot be reassigned to other workers—must be specified for jobs covered by the legislation

job description

summary of the job. contains: Job title, summary, relation to other jobs, essential responsibilities, job specifications or qualifications. Job specifications refer to the knowledge, skills, and abilities required to adequately perform the tasks

job analysis

systematic process of collecting information that identifies similarities and differences in the work

what does task data reveal

the actual work performed and its purpose or outcome

where can HR get this info from

- current job holders and supervisors

what are the two critical uses for a job analysis

- Establishes similarities and differences in the work contents of the jobs - Helps establish an internally fair and aligned job structure

what info needs to be collected for a job analysis

- identification (job titles, departments, number of people who had the job) - content (tasks of the job, the purpose of each task) - employee data (type of employees behaviors, characteristics, internal and external relationships)

what are the ways to create internal structure?

- job based structures - skill and competency

What are the job evaluation methods?

- ranking - classification - point

what determines where HR gets the info from

- stability of the job - ease of collecting info

classification method

-A series of classes covers the range of jobs -A job description is compared to the class descriptions to decide which class is the best fit -Jobs within each class are considered to be equal work and will be paid equally

how do you judge a job analysis

-Reliability (Measure of consistency of results among various analysts, various methods, various sources of data, or over time) -Validity (Examines the convergence of results among sources of data and methods) -Acceptability (Potential for subjectivity and favoritism) -Currency (Job information must be up to date) -Usefulness (Practicality of information collected. Can be used for multiple purposes)

point method: step 3

-scale the factors. -Scales reflecting different degrees within each factor are constructed -Most scales consist of four to eight degrees ◦Also include undefined degrees such as plus and minus around a scale number -Major issue: Interval scaling

illusion of validity

Belief that furtherly acquired information generates additional relevant data for predictions, even when it evidently does not.

small numbers

If even one job has a certain characteristic, it is used in the entire work domain

what is internal alignment most influenced by

Internal alignment is most influenced by fair and equitable treatment of employees doing similar work in the same skill/knowledge group

ranking method

Orders job descriptions from highest to lowest based on a global definition of relative value or contribution to the organization's success.

point method

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

who collects the info for a job analysis

a job analysis is performed by HR generalists and supervisors

what is the final result of a job analysis -> job description -> job evaluation process?

a job structure

advantage and disadvantage of classification method

advantage: can group a wide range of work together in one system disadvantage: descriptions may leave too much room for manipulation

advantage and disadvantage of point method

advantage: compensable factors call out basis for comparisons. compensable factors communicate what is valued. disadvantage: can become bureaucratic and rule bound

advantage and disadvantage of ranking method

advantage: fast, simple. easy to explain disadvantage: cumbersome as number of jobs increases. basis for comparisons is not called out.

what are the advantages and disadvantages for quantitative methods of gaining data for a job analysis

advantages: practical and cost effective disadvantages: important aspects of a job may be omitted. can be faulty

point method: step 1 what is it and what are the content of these jobs a basis for?

conduct job analysis a representative sample of jobs is drawn for analysis. content of these jobs are a basis for: defining, scaling, and weighing factors

organizations commonly have multiple structures derived from what?

derived from multiple approaches that apply to different functional groups or units

point method: step 2

determine compensable factors. Compensable factors are those characteristics in the work that the organization values, that help it pursue its strategy and achieve its objectives

what is the process to make a job structure

job analysis -> job description -> job evaluation -> job structure

structure based on job value orders

jobs on the basis of the relative contribution of the skills, duties, and responsibilities of each job to the organization's goals

structure based on content orders

jobs on the basis of the skills, duties, and responsibilities associated with the jobs

job based structures

look at what people are doing and the expected outcomes. is the most common.

skill and competency

looks at the person

job evaluation

the process of systematically determining the relativeworth of jobs to create a job structure for the organization

point method: step 4

weight the factors according to importance. -Different weights reflect differences in importance attached to each factor by the employer -Determination of factor weights: Advisory committee allocates 100 percent of the value among factors

major decisions for job evaluations

•Establish purpose •Decide whether to use single or multiple plans •Choose among Alternative approaches •Obtain involvement of relevant stakeholders •Evaluate plan's usefulness

Who should be involved in the process of creating a job structure?

•Managers and employees with a stake in the results •Committees, task forces, or teams that include: -Representatives from key operating functions •Union representatives •Compensation professionals

What is job evaluation based on?

◦ Job content (skills, duties, responsibilities) ◦ Skills requiredj ◦ Value to the organization ◦ Organizational culture ◦ External market

select criterion pay structure

◦Committee members recommend the criterion pay structure ◦Statistical modeling techniques are used to determine the weight for each factor ◦Statistical approach is termed policy capturing to differentiate it from the committee a priori judgment approach ◦Weights also influence pay structure

what are the common characteristics of the point method

◦Compensable factors ◦Factor degrees numerically scaled ◦Weights reflect relative importance of each factor

what are the six steps of the point method

◦Conduct job analysis ◦Determine compensable factors ◦Scale the factors ◦Weight the factors according to importance ◦Communicate the plan, train users; prepare manual ◦Apply to non benchmark jobs

what does it mean "single vs multiple plans" as a major decision

◦Different evaluation plans are used when the work content is too diverse to be evaluated by one plan

what is the criteria for scaling factors

◦Ensure number of degrees is necessary to distinguish among jobs ◦Use understandable terminology ◦Anchor degree definitions with benchmark-job titles and/or work behaviors ◦Make it apparent how degree applies to job ◦Clear definition for each degree is needed

what should the compensable factors be based on

◦Strategy & values of the organization ◦Work performed ◦Acceptable by all stakeholders