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Final Exam Flashcards

1
Q

What are the seven basic elements of a useful job description?

A
  1. Job title, department or location, reporting relationships, and date when job analysis was originally completed or updated.
  2. A brief statement of job purpose or objectives.
  3. A list of major duties of the job, in order of priority/importance, including tools, equipment, or work aids.
  4. An indication of responsibilities for people, results, and organizational assets, along with budget authorities attached to the job. (This is where the nature and extent of supervision given and received is).
  5. The mental and physical effort demanded by the job.
  6. The conditions under which the work is performed.
  7. A specification of the qualifications.
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2
Q

What are the four principal methods of job analysis?

A
  1. Observation
  2. Interviews
  3. Questionnaires
  4. Functional job analysis
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3
Q

What are the four elements of each job that FJA uses?

A
  1. Who performs what
  2. To whom or what
  3. With what tools, equipment, or processes
  4. To achieve what purpose or outcome
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4
Q

What are eight typical job families?

A

Executives, managers, professionals, technical staff, sales staff, production/operations workers, trades, and support staff.

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5
Q

What are the five methods for job evaluation?

A
  1. Ranking
  2. Classification or grading
  3. Factor comparison
  4. Statistical/policy capturing
  5. The point method
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6
Q

What are the three main purposes for conducting job evaluation?

A
  1. To control wage costs
  2. To create an equitable pay structure
  3. To create perceptions of equitable pay among those covered by the system
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7
Q

What five questions do organizations need to answer before setting up a job evaluation process?

A
  1. Who conducts?
  2. How should the process be communicated?
  3. How should the 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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8
Q

What four events can trigger a need to re-evaluate jobs?

A
  1. The job itself has changed significantly.
  2. The organization’s stretgy has changed.
  3. The job evaluation system is no longer working effectively.
  4. Legislative conditions require it.
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9
Q

What are the steps for pay equity in Ontario?

A
  1. Determine what rules apply.
  2. Identify female and male job classes.
  3. Establish a body for conducting the pay equity process
  4. Select a gender-neutral job comparison system.
  5. Collect job information.
  6. Compare jobs.
  7. Check for permissible differences.
  8. Adjust compensation.
  9. Communicate the results.
  10. Maintain pay equity.
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10
Q

What are permissible differences?

A

Pay differences between female and male job classes that are not considered inequitable because they stem from certain specified allowable circumstances, such as seniority.

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11
Q

What prohibits work from being considered casual?

A
  1. The work is performed for at least one third of the normal work period
  2. The work is performed on a seasonal basis in the same position for the same employer
  3. The work is performed on a regular and continuing basis
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12
Q

What are the five steps in developing a job evaluation system using the point method?

A
  1. Identify key job characteristics (compensable factors)
  2. Develop a measuring scale for each factor (scaling the factors)
  3. Weight each factor according to its importance to the firm
  4. Apply the system to every job
  5. Test the resulting jobs hierarchy for reliability, validity, and market fit, and make any necessary revisions to the JE system
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13
Q

What are the four main pitfaills to avoid in developing a point method job evaluation plan?

A
  1. Inconsistent construct formation
  2. Factor overlaps
  3. Hierarchical grounding
  4. Gender bias
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14
Q

How can gender bias arise in job evaluation?

A
  1. Separate job families have been delineated
  2. A factor is valued when it is found in male jobs only
  3. Job content is confused with stereotypes of inherent female attributes
  4. Factors found in female jobs are ignored
  5. There is an insufficient range of degree statements
  6. The job descriptions are biased
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15
Q

Define base pay structure.

A

The structure of pay grades and pay ranges, along with the criteria for movement within pay ranges, that applies to base pay.

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16
Q

What are the three approaches to pay grade sizes?

A

Equal interval, equal increase, and equal percentage approach.

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17
Q

What are the three most common criteria for pay range?

A

Experience, seniority, and performance.

18
Q

What is split pay range?

A

When the midpoint serves as a control point - it can be reached via seniority but only exceed because of performance.

19
Q

What is the term that describes the firms selected as comparators when constructing a sample of market data?

A

Market comparator firms.

20
Q

What are the three main third party sources of compensation data?

A

Government agencies
Industry groups
Compensation consulting firms

21
Q

What are the four steps involved with conducting a compensation survey?

A
  1. Identify the jobs that are to be surveyed
  2. Determine the inforamtion to be collected about each job
  3. Identify which employers are to be surveyed
  4. Determine the method of data collection
22
Q

What is a compa-ratio?

A

A measure of distribution of employees within their pay range calculated by dividing the mean base pay by the midpoint of the pay range.

23
Q

What are the four reasons for conducting performance appraisals?

A
  1. Administrative [promotions, dismissal, quality of performance of firm]
  2. Develomental [inidividual improvement]
  3. Supervisory [improving performance of supervisors]
  4. Symbolic [managment cares about good employee performance]
24
Q

What are seven common appraisal methods?

A

ranking and forced distribution graphic rating scale
behaviourally anchored rating scales
behavioural observation scales
objectives- and results-based systems
field review
continuous performance management
combination approaches

25
Q

Define performance management.

A

A method for improving employee performance based on goal-setting, feedback, encouragement, and support, and rewards for success.

26
Q

What are the five key elements of an effective performance management system?

A
  1. Goals are tied to the strategy and key success factors of the business.
  2. Measures are the primary indicators of success.
  3. Feedback is the data used to determine progress toward goals.
  4. Reinforcement is the active encouragement and support for action.
  5. Rewards are what the individual or team receives for achieving desired results.
27
Q

What eight issues need to be addressed when designing an effective individual merit pay system?

A

What should be the objectives of the system?
What is the most appropriate measurement system?
How frequently should appraisals be conducted?
How are appraisals to be linked to pay?
How should feedback be provided?
How is procedural justice to be achieved?
How are raters to be trained and evaluated?
How is the system to be evaluated?

28
Q

What are four types of gain-sharing plans?

A

Scanlon, Rucker, Improshare, Family of Measures

29
Q

What are eight issues associated with establishing gain-sharing plans?

A
  1. Defining the group or work unit to be included in the plan.
  2. Establishing the bonus formula.
  3. Defining the baseline against which to measure improvement.
  4. Deciding on the share between the company and the employees.
  5. Deciding on the split among employees.
  6. Deciding on the frequency of payout.
  7. Developing procedures for communicating results.
  8. Deciding whether and how to incorporate employee participation.
30
Q

What are three types of goal-sharing plans?

A

Single-goal
Multigoal
Financially funded

31
Q

What are five issues in designing a goal-sharing plan?

A
  1. Defining the group to which goal sharing applies.
  2. Deciding on the nature of the goals to be sought.
  3. Determining levels and time frames for goal achievement.
  4. Establishing bonus amounts.
  5. Deciding on the split of the bonus among employees.
32
Q

What are three types of profit-sharing plans?

A
  1. Current distribution
  2. Deferred profit sharing
  3. Combination
33
Q

What are five issues associated with profit sharing plans?

A
  1. The formula for bonus determination
  2. Employee eligibility
  3. The basis for allocating the profit-sharing bonus across employees
  4. Payout frequency
  5. Communicating financial results and profit sharing
34
Q

What are four kinds of employee stock plans?

A
  1. Share bonus plan
  2. Share purchase plan
  3. Stock option plan
  4. Phantom share plan
35
Q

What are five kinds of nonmonetary rewards?

A

Social reinforces, merchandise rewards, travel awards, symbolic awards, earned time off

36
Q

What are the six indirect pay categories?

A
  1. Mandatory benefits [CPP, EI, WC]
  2. Retirement Income
  3. Health Benefits
  4. Pay for Time Not Worked [includes severance]
  5. Employee Services [includes food services, child care, wellness and recreational services]
  6. Miscellaneous Benefits [includes company vehicle, discounts, mortgage subsidies, savings plans]
37
Q

What are the two types of retirement plans?

A

Defined benefit and defined contribution

38
Q

What are the five main issues with designing a benefit system?

A
  1. Determine the role of indirect pay
  2. Choose the process for plan design
  3. Idenitfy the benefits system and benefits to be included
  4. Determine the structure of each benefit
  5. Develop procedures for administering, communicating, and evaluating
39
Q

What four steps are associated with implementation of a compensation system?

A
  1. Preparing the compensation budget
  2. Planning for compensation administration
  3. Planning for information technology
  4. Organizing for compensation administration
40
Q

What four steps are associated with development of a compensation system?

A
  1. Developing the plan for managing implementation
  2. Developing the training plan
  3. Developing the communications plan
  4. Developing the evaluation plan
41
Q

Six step implementing the compensation system.

A
  1. Establish the implementation task forces
  2. Put the infrastructure in plance
  3. Test the system
  4. Conduct the training
  5. Communicate information on the system
  6. Launch and adjust the system

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