PSY 112 - CHAPTER 2 - 2.0 - AAMODT

Formal Requirements

job-related activities and tasks.

Informal Requirements

tasks and activities that are not so relevant to the jobs.

Gathering existing information

 information that has already been obtained.

Might come from your own organization, other organizations, trade publications, and journal. articles.

Interviewing SMEs - subject-matter experts

  are people who are knowledgeable about the job and include job incumbents, supervisors, customers, and upper-level management.

Job Analysis Interview

obtain information about the job itself.

Employment Interview

obtain information about the person doing the job.

 Individual Interview, Group Interview or SME conference

Job analysis interviews come in two main forms:

 Individual Interview

 the job analyst interviews only one employee at a time.

Group Interview or SME conference

a larger number of employees are being interviewed together by many SMEs.

Committee-Based Approach

a committee of SMEs meets to brainstorm the major duties involved in a job.

Ammerman Technique

 a job analysis method in. which a group of job experts identifies the objectives and standards to be met by the ideal worker.

Observing Incumbents

 a job analysis method in which the job analyst watches job incumbents perform their jobs.

Also referred to as field-based Job analysis.

Useful when used in conjunction with other methods such as interviews.

Job Participation

a job analysis method in which the job analyst actually performs the job being analyzed.

Used when the analyst has previously

performed the job; effective because it is easier. to understand every aspect of a job once you have done it yourself.

Task Inventory

questionnaire containing a list of tasks each of which the job incumbent rates on a series of scales such as importance and time spent.

It must contain an action (what is done) and an object (to which the action is done).

It may also include where the task is done, how

it is done, why it is done, and when it is done.

 action

what is done

 object

to which the action is done

Task Analysis

 using a group of SMEs to rate each task statement on the frequency and the importance or criticality of the task being performed.

Knowledge

 a body of information needed to perform a task.

Skill

 the proficiency to perform a learned task.

Ability

the basic capacity for performing a wide range of tasks, acquiring a knowledge, or developing a skill.

Other Characteristics

factors that are not knowledge, skills, or abilities such as personality, willingness, interest, and degrees.

It may include such personal factors as personality, willingness, interest, and

motivation and such tangible factors as licenses, degrees, and years of experience.

KSAOs

commonly referred to as competencies or job specifications (older days).

Competency Modeling

when competencies are tied to an organization's strategic initiatives and plans rather than to specific tasks.

Job Evaluation

process of determining a job's worth (monetary value); determining how much employees in a position should be paid.

Determining internal pay equity.

 Determining external pay equity.

2 stages of job evaluation

Internal Pay Equity

comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly.

Determining Compensable Job Factors

decide what factors differentiate the relative worth of jobs.

Compensable Job Factors

factors that differentiate the relative worth of jobs.

Determining the Levels for Each CJP

the next step is to determine the levels for each factor.

Factor such as education

 levels are easy to determine.

Factors such as responsibility

a considerable amount of time and discussion may be required to determine the levels.

Determining the Factor Weights

because some factors are more important than others, weights must be assigned to each factor and to each level within a factor.

Wage Trend Line

a line that represents the ideal relationship between the number of points that al job has been assigned and the salary range for that job.

salary surveys

 a questionnaire sent to other

organizations to see how much they are paying their employees in positions similar to those in the organization sending the survey.

Market Position

option to offer a compensation at higher levels to attract the best applicants as well as keep current employees from going to other organizations or not.

Direct Compensation

the amount of money paid to an employee (does not count benefits, time off, and so forth).

 Equal Pay for Equal Work, Comparable Worth

two types of audits should be conducted

Equal Pay for Equal Work

looks at pay rates of employees within positions with identical duties.

Comparable Worth

looks at pay rates of employees in jobs of similar worth and responsibility.

Pay audits

should also be conducted to ensure that employees are not paid differently on the basis of gender or race.