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Job Analysis and Job Evaluation

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Job AnalysisOverview

What is job analysis? Why is it done?

How is it done?

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Job Analysis Defined Process of defining a job in terms of its

component tasks or duties and the knowledge orskills required to perform them

NOTE : JA focuses on the job rather than the job holder

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Purpose of a Job Analysis Necessary to success of human resource

functions and provides a legal foothold fororganizations to defend themselves against

employment-related litigation Always where we start!

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Products of Job Analysis Job Description Written statement about what job holder

actually does, how, and whySpecifies the task requirements Job Specifications Delineate the KSAOs that seem

necessary for jobSpecifies the people requirements

Job Evaluation Determine the worth of a jobUsed to establish compensation rates

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Job Analysis

Job Evaluation

Compensation

Job Description

Criterion DevelopmentPerformance AppraisalJob Design/Redesign

Training

Job Specifications

SelectionPlacement

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Job Analysis StrategiesExercise

How would you conduct an analysis of the jobof fire fighter?

Can you anticipate any problems that you

might have?

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Standard Methods forConducting Job Analysis

Standard methods generally take one of two forms:

1. Job-OrientedFocus on describing various tasks that are performedon the jobVery specific task description

2. Worker-OrientedExamine broad human behaviors involved in work

activitiesDescription of general facets of the job

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Standard Methods forConducting Job Analysis

Job-Oriented ApproachesTask Inventory ApproachFunctional Job Analysis

Worker-Oriented ApproachesJob Element Method

Position Analysis QuestionnaireCommon Metric System

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Job-Oriented ApproachesTask Inventory Approach

Task statements generated by Subject Matter Experts(SMEs)

SMEs Individuals who are incumbents or experts regardingthe target job

Incumbents then put a check next to statements thatdescribe their jobData provide a picture of the job

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Job-Oriented ApproachesFunctional Job Analysis

Obtain information about what tasks a person performsand how those tasks are performedUses task statements, but they are rated on thefollowing dimensions:

Data Extent to which cognitive resources are needed tohandle info, facts, ideasPeople extent to which interpersonal resources areneeded

Things Extent to which physical resources are needed(strength, speed etc)

Used to Create the Dictionary of Occupational Titles(DOT)

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Worker-Oriented ApproachesJob Element Method

Identify the characteristics of superior workers on a jobElement here means Knowledge, Skills, Abilities, andOther characteristics (KSAOs) necessary for effectiveperf.Use SMEs to develop list of job elementsSMEs provide work examples of elementsNotice differences with Task Inventory

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Worker-Oriented ApproachesPosition Analysis Questionnaire (PAQ)

Standardized instrument that focuses on general work behaviors194 items; SMEs decide about whether the itempertains to their job and evaluates it along a series of dimensions (importance to job, amount of time spent onthis item, etc.).Items fall into six DimensionsConcerns:

Not for white-collar jobsCollege reading levelToo abstract, so many jobs look similar

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Worker-Oriented ApproachesCommon Metric System

newly developed instrument (Harvey)2,077 items organized along 80 dimensionsTakes 3 hours to complete on-line

Items are more behaviorally specified than PAQ itemsand has a lower reading levelRelevant for both Managerial and Non-Managerial jobs

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Job EvaluationOverview

What is it? How is it done? What is pay equity (or comparable worth)? How can job evaluation be used to achieve pay

equity?

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Job Evaluation DefinedAn assessment of the relative value of jobs to

determine appropriate compensation

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Objectives in SettingCompensation Rates

Internal equity:Fairness across jobs within the organization(job evaluation)

External equity:Fairness within jobs across organizations(wage surveys)

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Standard Methods forConducting Job Evaluation

PointSystem

JobClassification

CommonStandard

FactorComparison

JobRanking

OtherJobs

JobComponents

Whole

Job

Unit of Comparison

Target of

comparison

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The Point System

Step 1: Identify compensable factors Step 2: Define degrees within factors

Step 3: Assign points for each degree and factor

Typical Procedure

Note. All of the above involve judgments made by SMEs.

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Hypothetical Point Values forJob Factors

50--372310Initiative

5040302010Equipment Responsibility50----3010Personal contact

5040302010Education

5040302010Hazards75--553515Physical demand

10080604020Experience

7560453015Mental demand

HighestDegree

NextDegree

NextDegree

NextDegree

LowestDegree

Factors

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The Point System

Step 4: Rate each job on each factor to determinepoint value

Step 5: Examine relation between value and pay(e.g., create a salary plot) Step 6: Set or adjust pay rates to ensure internal

and external equity

Typical Procedure

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Hypothetical Salary Plot

100 200 300 400 500

Point Value

100

80

60

4020

10

Salary

in

$1000

x x

xxx xxx xx xx x

xxx x x

xxxx x xx x

x x

Salary

Line

Outliers

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Common Problems inJob Evaluation

1. Identification of a common set of compensablefactors

2. Rating errorsHalo error

Gender compositionStereotype biasHistory effects

3. Conflict between internal and external equity

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Pay EquityThe Problem: pay inequity

Womens wages are between 70% - 90% of menswages

Why?

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Legislative Attempts toRemove Inequities

Equal Pay for Equal Workintroduced in Ontario in 1951gradually changed to include similar work

Equal Pay for Work of Equal Valueintroduced in Ontario in 1987companies required to evaluate jobs on the basis of

skill, effort, responsibility and working conditionsmust pay jobs according to value

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A Case of Inequity1978 Canadian Human Rights Act

made it illegal to pay women less than men for work of equal value1984 Case brought against the federal treasury

board1998 CHRC Tribunal rules that 200,000

employees deserve $5 billion in back pay;government appeals

1999 Federal court upholds decision

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Use of Job Evaluationto Achieve Pay Equity

Step 1: Identify job classes occupied mainly bymen and by women

Step 2: Determine a common set of compensable factors Step 3: Rate and compare jobs

Step 4: Make wage adjustments where necessary

Procedure

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Salary Plot in Pay EquityEvaluation

100 200 300 400 500

Point Value

100

80

60

4020

10

Salary

in

$1000

x x

xxx xxx xx xx x o

xxo x x oo

xxxox oo oo oooo o

ooo

Salary line forfemale-dominated jobs

Salary line for

male-dominated jobs

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Use of Job Evaluationto Achieve Pay Equity

1. Lack of comparable jobs2. Difficulty in finding a common set of

compensable factors3. Potential rating biases4. Conflict with other determinants of wages5. Making wage adjustments

Potential Problems

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Pay Equity: Lessons Learnedfrom the Canadian Experience

1. Proactive (vs. complaints based)requires all employers over a certain size to have a payequity policy

2. Phase instart with the public sector and then largerorganizations in the private sector

3. FlexibilityAllow for exemptions based on market value (wherethere are shortages), merit, seniority, etc.

Source : Gunderson ( Journal of Social Issues, 1989)

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Pay Equity: Lessons Learnedfrom the Canadian Experience

4. Adjustment Ceilingkeep yearly adjustments to a reasonable level

5. Phase ininvolve unions in attainment of pay equity objectives

Source : Gunderson ( Journal of Social Issues, 1989)