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CMS 2 > A3 - Job Analysis: Critical First Step in Job-Based Pay Systems > Flashcards

A3 - Job Analysis: Critical First Step in Job-Based Pay Systems Flashcards

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1
Q

Summary of job info gather during a job analysis that proved a word pic of a job

A

job description

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2
Q

smallest unit of analysis and specific stmt fo what a person does

A

task

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3
Q

grouping of related jobs w/ broadly similar content

A

job family

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4
Q

the movement of jobs to locations beyond a country’s borders

A

offshoring

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5
Q

process that examines how an org. does its work: activities pursued to accomplish specific objs. for specific custs.

A

supply chain analysis

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6
Q
  • the systematic process of collecting info that ID’s similarities and differences in the work
  • provides knowledge needed to define jobs and conduct job evals.
  • collecting info on essential responsibilities
A

job analysis

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7
Q

(4) purposes of job analysis

job-based structure

or

competency/skill- based

A

* collect, summarize work content info.

  • determine what to value
  • assess relative value
  • translate into structure
  • job-based - look at what ppl are doing and expected outcomes
  • skill-based - look at the person
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8
Q

major decisions to be made in designing a job analysis

A
  • why perform job analysis
  • what info is needed
  • how to collect info
  • who to involve
  • how useful are the results
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9
Q
  • summ. rpts that ID, define, and describe the job as it is actually performed
A

job descriptions

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10
Q
  • comparison of jobs w/in an org.
A

job evaluation

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11
Q
  • an ordering of jobs based on their content or relative value
A

job structure

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12
Q

Why perform job anaylsis?

A
  • type of data needed varies by function
  • ID’g skills/experience required to perform the work helps clarify the hiring and promotion standards and ID’s training needs
  • provides mgrs and EEs with job-related info that will give a work-related rationale for pay differences
    • EEs - if they understand, then can see where their work fits into the bigger pic. and can direct their behavior toward org. objs.
    • ERs - helps them defend their position on decisions when they are challenged.
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13
Q

compensation and job analysis

potential benefits of performing a job analysis

A
  • (2) critical uses
    1. establishes similarities and differences in the work contents of the jobs
    2. helps establish an internally fair and aligned job structure
  • still need to ensure that the data collected is useful and acceptable to the EEs and mgrs involved
  • EEs who understand this rationale can better direct their behavior toward org. objs.
  • helps mgrs defend their decisions when challenged
  • can also be used to ID the skills and experience req’d to perform the work, which clarifies hiring, promo, and training standards
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14
Q

Job Analysis Procedures

A
  • collects info about specific tasks or behaviors
    • task
    • position
    • job
    • job family
  • step-by-step approach to conducting conventional job analysis
    • develop prelim. info, interviewing jobholders/supers, using the info to create/verify job descripts.
    • jobs follow steady progression in a hierarchy of incresasing responsibility, and the relationship b/w jobs is clear
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15
Q
  • smallest unit of analysis, a specific stmt of what a person does
A

task

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16
Q

group of tasks perf’d by one person that make up the total work assignment of that person

A

job

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17
Q

group of tasks performed by one person

A

position

18
Q

grouping of related jobs w/ broadly similar content

A

job family

19
Q
  • methods that typically involve an analyst using a questionnaire in conjunction w/ structured interviews of jobholders and supers.
  • methods place considerable reliance on analysts’ ability to understand the work performed and to accurately describe it
A

conventional job analysis methods

20
Q

Job Analysis Procedures

A
  1. Develop prelim job info.
    • review existing docs in order to create initial overview of the job, its main mission, its major duties or functions and workflow patterns
  2. Conduct initial tour of worksite
    • get info on work layout, tools/equipment used, general conditions, mechanics assoc’d w/ end-to-end perf. of major duties
  3. Conduct interviews
    • first s/b done w/ the first-level super who is considered to be in a better postiion than the jobholders to provide an overview of job and how the major duties fit together
  4. Conduct 2nd tour of worksite
    • designed to clarify, confirm, and otherwise refine the info developed in the interviews
  5. Consolidate job info
    • piecing together into one comprehensive job descript. the data obtained from several sources: super, jobholders, on-site tours, and written materials about the job
  6. _Verify job info. _
    • bring all interviewees together for the purpose of determining if the consolidated job descript. is accurate and complete
21
Q

What information s/b collected?

A
  • review of info already collected to develop framework to make sure it is still accurate or if it needs to be updated.
  • good job analysis collects sufficient info to adequately ID, define, and describe a job
22
Q

Job Data: Identification

exps of info that ID’s a job

A
  • EXAMPLES: job titles, depts, # of ppl who hold the job, and whether it is exempt
  • not necessarily always straightfoward
23
Q

Job Data: Job Content

A
  • heart of the job analysis
  • involves the ID’g tasks or units of work, w/ emphasis on the purpose of each task
    • task data
  • compiling data on each task reveals the actual work perf’d and its outcome
  • other data gathered for job content purposes:
    • info on constraints on actions, perf. criteria, critical incidents, conflicting demands, working conditions and roles
24
Q
  • info. on the elemental units of work (tasks), w/ emphasis on the purpose of each task, collected for job analysis
  • work data describe the job in terms of actual tasks performed and their output
A

task data

25
Q

Employee Data

A
  • a look at the kinds of behaviors that will result in the outcomes
  • can categorize based on:
    • EE characteristics - classified as prof/tech. knowledge and manual, verbal, written, quantitative, mechanical, conceptual, managerial, leadership, and interpersonal skills
    • internal relationships - behavrior b/w the EE and his/her superiors, peers, and subordinates
    • external relationships - behavior w/ suppliers, custs, reg. personnel, prof/industry personnel, community, and the union/EE groups
  • use of Position Analysis Questionnaire (PAQ) to group work info into basic characteristics
    • can compare similarities and differences easily among jobs
26
Q
  • a structured job analysis technique that classifies job info into (7) basic factors:
    • info input
    • mental processes
    • work output
    • relationships w/ other persons
    • job context
    • other job characterisitcs
    • general dimensions
  • analyzes jobs in terms of worker-oriented data
A

position analysis questionnaire (PAQ)

27
Q
  • parts of a job that cannot be assigned to another EE
  • ADA - requires that if apps w/ disabilities can perform the essential elements of a job, reasonable accommodations must then be made to enable the qualified indivs. to perform the job
  • tech. chgs tend to make some tasks easier for all ppl, by reducing the physical strength or mobility req’d to do them
A

“essential elements”

28
Q

level of analysis

A
  • depending on the level analysis, jobs can be made to look similar (job family level) or made to look different (job level)
  • if job data suggests that jobs are similar, must be paid similarly
  • if job data suggests that jobs are different, can be paid differently
  • do not have to go to the microscopic level - unable to justify the time and expense of collecting task-level info
  • just need to collect enough data to make comparisons in the external mkt for setting wages
  • ADA requirements require more detail than required during pay decisions
  • designing career paths, staffing, and legal compliance may also require more detailed, finely grained info.
  • using broad, more generic descripts that cover a large # of related tasks are closer to job-family level - increases flexibility
29
Q

How can info be collected?

CONVENTIONAL METHODS

A
  • Types
    • questionnaires - most common
    • interviews with jobholders/supers - in order to understand the Q’s and that the info is correct
    • observation of the jobholder/super
  • Adv.
    • involvement of EEs increases their understanding of the process
  • Disadv.
    • subjectivity - open to bias and favoritism
    • results are only as good as the ppl that supplied them
    • hard for the analyst to understand a whole business’s processes
  • issues with these methods have given way to more quantitative data collection
30
Q
  • job analysis method that relies on scaled questionnaires and inventories that produce job-related data that are documentable, can be statistically analyzed, and may be more objective than other analyses
  • more data can be collected faster
A

quantitative job analysis (QJA)

31
Q

quantitative job analysis (QJA) process

A
  • direct jobholders to a website to complete a questionnaire online
  • asks jobholders to assess each time in terms of whether or not that particular item is part of their job
  • results can be analyzed statistically
  • typically asks a jobholder to assess each item for whether or not that particular item is part of their job
  • asked to rate how important it is and the amt of job time spent on it
  • results are then used to develop a profile of the job
  • questions are grouped around (5) compensable factors - knowledge, accountability, reasoning, communication, and working conditions
  • if more than one person is doing the job, then results can be compared and average to develop the profile
  • profiles can be compared across jobholders in both the same and different jobs.
32
Q

What about discrepancies?

A
  • differences in views of the job can come up between supers, mgrs, EEs/jobholders
  • if so, collect more data (best option)
  • ensures consistent, accurate, useful, and acceptable results
  • asking all parties to then sign off on those results.
33
Q

Job Descriptions Summarizes the Data

A
  • now will be useful for HR decisions
  • provides a ‘word picture’ of the job
  • contains info on the tasks, ppl, and things included
    • job is ID’d by its title and its relationships to other jobs in the structure
    • job summ. provides an overview of the job (short paragraph)
    • essential responsibilities elaborates on the summary including tasks and tasks dimensions
    • job specifications section - knowledge, skills, and abilities required to perform the task adequately (qualifications needed to be hired for the job)
34
Q

_describing managerial/professional jobs in a job descript. _

A
  • often include more detailed info on the nature of the job, its scope, and accountability
  • must capture the relationship b/w the job, the person performing it, and the org. objs.
  • issues with subjectivity
  • rather than focusing on the tasks to be done, this focuses on the accountabilities
35
Q
  • as applied to work flow analysis, supply chain analysis looks at how an org. does its work:
    • activities pursued to accomplish specific objs. for specific cust.
A

supply chain analysis

36
Q

offshoring

A
  • the movement of jobs to locations beyond a country’s borders
    • historically, mainly used for manual, low-skill jobs due to lower labor costs
    • lower labors costs usually are offset by productivity levels that are diff. in other countries
  • availablity of workers w/ needed educ. and skills is another constraint
  • proximity to customer - another issue
37
Q

Judging Job Analysis

A
  • reliability
  • validity
  • acceptability
  • currency
  • usefulness
38
Q

Judging Job Analysis

Reliability

A
  • consistency of the results obtained, that is, the extent to which any measuring procedure yields the same results on repeated trials
  • reliable job info doesn’t mean that it is accurate (valid), comprehensive, or free from bias
  • research on EE and super agreement on the reliability of job analysis info is mixed
    • job that the EE is doing now may not be the same job that was originally assigned by the super
  • differences in perf. seem to influence reliability
  • research has found that reliability is lower for jobs that are more interdependent w/ other jobs had have more autonomy/are less routine
  • increase reliability = reduce sources of difference
  • quantitative job analysis helps with reliability
  • training = increases reliability
39
Q

Judging Job Analysis

Validity

A
  • confergence of results among sources of data and methods - similar results
  • the accuracy of the results obtained compared to what was supposed to happen
  • that is the extent to which any measuring device measures what it is supposed to measure
  • ideally - you want jobholders, supers, and peers to respond in similar ways to questionnaires to increase validity
40
Q

Judging Job Analysis

Acceptability

A
  • if jobholders and supers are dissatisfied w/ the initial data collected and the process, they are not likely to buy into the resulting job structure or the pay rates attached to that structure
  • not always accepted due to the potential for subjectivity and favoritism
41
Q

Judging Job Analysis

Currency

A
  • job info must be up to date
  • it may be useful to develop a systematic protocol for evaluating when job info needs to be updated
42
Q

Judging Job Analysis

Usefulness

A
  • practicality of the info coll’d
  • if job analysis is done in a reliable, valid, and acceptable way, then the technique is of practical use
    • easier to buy into

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