Assignement 4

Question 1

What is Job Evaluation?

Answer 1

The process of systematically determining the relative worth of jobs to create a job structure for the organization.

Question 2

Job Evaluation is based on:

Answer 2

A combination of job content, skills required, value to the organization, organizational culture and the external makret.

Question 3

Job Structure Based on Job Content:

Answer 3

Refers to skills required for the job, its duties and responsibilities.

Question 4

Job Structure Based on Job Value:

Answer 4

Refers to the relative contribution of the job to the organization’s goals.

Question 5

“Measure for Measure” Vs “Much Ado About Nothing”

Answer 5

The issue is whether job evaluation should be viewed as a measurement device, and therefore be valued according to technical standards, or as an administrative procudure that invites discussion and consenus.

Question 6

Technical Standards in “Measure for Measure”

Answer 6

Some researchers say that if a job value can be quantified, then job evaluation takes on the trappings of measurements and can be judged according to technical standards.

Question 7

People making pay decisions view on Measure for Measure

Answer 7

Those involved in actually making pay decisions see job evaluation as a process to gain acceptance of pay differences among jobs. An administrative procedure wit which the parties become involved and committed. They see job evaluation as a process to help gain acceptance of pay differences among jobs.

Question 8

Job Evaluation is a measure of job content

Answer 8

An assumption of job evaluation.

The assumption is that job content has intrisinc value outside of the external market

Question 9

Job Evaluation is a measure of relative value

Answer 9

An assumption of job evaluation.

The assumption is that relevant groups can reach consensus on realtive value

Question 10

Job Evaluation is linked with the external market

Answer 10

An assumption of job evaluation.

The assumption if that job worth cannot be specified without reference to external market information

Question 11

Job Evaluation is a Measurement Device

Answer 11

An assumption of job evaluation.

The assumption is that honing instruments will provide obejective measures

Question 12

Job Evaluation is Negotiation

Answer 12

An assumption of job evaluation.
The assumption instills rationality toa social/political process, establishes rules of the game and invites particiaption

Question 13

Purpose of the Evaluation

Answer 13

First major decision of a job analyst is to establish the purpose of the evaluation. Establishing the purpose helps to ensure that the evaluation is a rational, systematic tool to achieve an equitable, work-related pay structure rather than a useless bereaucracy.

Question 14

Job Evaluation should be tied to internal alignment because:

Answer 14

it can support work flow by intergrating pay with relative contribution. It can reduce disputes and grievances over pay differences among jobs by establishing a workable, agreed-upon structure that reduces the rold that chance, favortism, and bias may play.

Question 15

Single Versus Multiple Plans

Answer 15

Major Job Evaluation Decision.

Question 16

Single Plan

Answer 16

Uses the same factors to evaluate all job families across the orgnization.

Question 17

Mutiple plans

Answer 17

Use different plans and different factors for different job families. This approach allows the plan to be tailored to what is imporant in each type of work. Many say that jobs are too varied to be accurately evaluated by a single plan.

Question 18

Job Ranking

Answer 18

Orders the job descriptions from highest to lowest based on a global definition of relative value or contribution to the organization’s success. It is the simpilest, fastest and easiest method- initially. Doesn’t tell employees and managers what it is about their jobs that is important.

Question 19

Alternation Ranking

Answer 19

Orders job desriptions alternatively at each extreme. Agreement is reached among evaluators on which jobs are the most and least valuable, then the next most and least valuable and so on until all the jobs have been ordered.

Question 20

Paired Comparison

Answer 20

Uses a matrix to compare all possible pairs of jobs. The higher ranked job is entered in the cell of the matrix. When all comparisons have been completed, the job most frequently judged “more valuable” becomes the highest ranked job and so on.

Question 21

Drawbacks to Alternation Ranking and Paried Comparison

Answer 21

The criteria on which jobs are ranked are usually so poorly defined, if they are specifed at all, that the evaluations become subjective opinions that are impossible to justify in strategic and work-related terms. Evalutor must be knowledgable about every single job under study.

Question 22

Classification System of Job Evaluation:

Answer 22

A series of classees covers the range of jobs. A Job description is compared to the class descriptions to decide which class is the best fit for that job. Each class is described in such a way that it captures suffiecient work detail, yet it is general enough to cause little difficulty in slotting a job description into the approriate class. The classes may be described further by including titles of benchmark jobs that fall into each class.

Question 23

Intra-class Comparisons

Answer 23

Jobs are compared to each other. This is done to make sure that jobs within each class are more similar to each other than to jobs in adjacent classes. Jobs within each class are considered to be equal (similar work) and will be paid equally. Jobs in different classes should be disimilar and may have different rates of pay.

Question 24

Point Plan System

Answer 24

Most commonly used approach to establish pay structures in the United States and Europe. Make explicit the criteria for evaluating jobs (compensable factors)

Question 25

Point Methods 3 Characteristics

Answer 25

1. Compensable Factors
2. Factor Degrees numerically scaled
3. Weights reflecting the relative importance of each factor

Question 26

Compensable Factors are Defined:

Answer 26

on the basis of the strategic direction of the business and how the work contributes to these objectives and strategy. They are scaled to reflect the degree to which they are present in each job and weighted to reflect their overall importance to the organization. Points are assigned to each factor weight. The total points for each job determine its position in the job structure.

Question 27

Ranking Method

Answer 27

Advantage: Fast, simple, and easy to explain.
Disadvantage: Becomes cumbersome as the number of jobs increases. The basis for comparisons is not explained.

Question 28

Classificaiton Method

Answer 28

Advantage: It can group a wide range of work together in one system.
Disadvantage: Descriptions may leave too much room for manipulation.

Question 29

Point Method

Answer 29

Advantage: Compensable factors explain the basis for comparisons. Communicate what is valued.
Disadvantage: Can become bureacratic and rule-bound

Question 30

Steps in a Design of Point Plan System

Answer 30

1) Conduct Job Analysis
2) Determine Compensable Factors
3) Sclae the factors
4) Weight the factors
5) Communicate the plan
6) Apply to non-benchmark jobs

Question 31

Job Analysis

Answer 31

A representative sample of jobs (benchmark jobs) is drawn for analysis. The content serves as the basis for defining, scaling and weighting compensable factors.

Question 32

Determining Compensable Factors

Answer 32

Play a pivotal role in the point plan. Reflect how work adds value to the organization.. They flow from the work itself and the strategic direction of the business. Compensable factors are those characteristics that in the work that the organization values, that help it pursue its strategy and achieve its obejectives.

Question 33

To be Useful Compensable Factors Should Have 3 Characteristics:

Answer 33

1. Be based on strategy and the values of the organization
2. Be Based on the work performed
3. Be acceptable to stakeholders affected by the resulting pay structure.

Question 34

Why Should Compensable Factors be Based on the Strategy and Values of the Organization?

Answer 34

Compensable factors need to reinforce the organization’s culture and values as well as its business direction and the nature of the work. If that direction changes, then the compensable factors also change.

Question 35

Why should compensable factors be based on the work performed?

Answer 35

EEs, manager and supervisors must be able to explain why work is paid differently or the same. Differencces in factors that are obviously based on the work itself provide that rationale, or even diminish the liklihood of challenges arising.

Question 36

Four Generic Groups that Factors Fall into:

Answer 36

1. Skills Required
2. Effort Required
3. Responsibilty
4. Working Conditions

Question 37

Hay Guide Chart

Answer 37

Used by 5,000 employers worldwide. Most widely used of exhisting plans. 3 factors are: 1. know-how, 2. problem solving 3. accountablitly

Question 38

Scaling the Factors

Answer 38

Scales reflecting the different degrees within each factor are constructed. Each degree may also be anchored by the typical skills, tasks, and behaviors taken from the benchmark jobs that illustrate each factor degree.

Question 39

Criteria for Scaling Factors

Answer 39

1. Limit the degrees to the number necessary to distinguish among jobs.
2. Use understandable terminology
3. Anchor degree definitions with benchmark job titles and/or work behaviors
4. Make it apparent how the degree applies to the job

Question 40

Weighting the factors according to importance

Answer 40

Different weights reflect differences in importance attached to each factor by the employer. Weights are often determined by an advisory committee that allocates 100% of the value among the factors.

Question 41

Apply the plan to nonbencmark jobs

Answer 41

A manual is usually written that describes the method, defines the compensable factors and provides enough information to permit users to distinguish various degrees of each factor. The purpose of the manual is to allow users who were not invloved in its development to apply the plan.