Job Analysis and Job Evaluation Job Description Format

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Job Analysis and Job Evaluation

Job Analysis and Job Evaluation

Job Description Format z Job Title and DOT code z Brief summary z Work

Job Description Format z Job Title and DOT code z Brief summary z Work activities z Tools and equipment used z Work Context and work performance z Job Competencies v. KSAOs needed at time of hire v. KSAOs obtained through on-the-job training z Compensation Information

Example of DOT Code Physical Therapist 0 7 6. 1 2 1 - 0

Example of DOT Code Physical Therapist 0 7 6. 1 2 1 - 0 1 4 Professional Category Medical Division Therapist Group Coordinating Data Instructing People Precision Working Specific Job

Job Description Sections z. Brief summary z. Work activities y. Task Statements z. Tools

Job Description Sections z. Brief summary z. Work activities y. Task Statements z. Tools and equipment used z. Work context z. Work performance z. Job competencies z. Compensation information

Questions To Ask Before Conducting a Job Analysis z Who will conduct the job

Questions To Ask Before Conducting a Job Analysis z Who will conduct the job analysis? z Which employees should participate? z What types of information should be collected? z How should information be obtained? v. Interviews v. Observation v. Job participation vtask analyses vquestionnaires

Conducting a Job Analysis Basic Steps z. Step 1: 2: 3: 4: 5: Identify

Conducting a Job Analysis Basic Steps z. Step 1: 2: 3: 4: 5: Identify tasks performed Write task statements Rate task statements Determine essential KSAOs Select tests to tap KSAOs

Rating Scale Frequency Task is not performed as part of this job 0 Task

Rating Scale Frequency Task is not performed as part of this job 0 Task is seldom performed 1 Task is occasionally performed 2 Task is frequently performed 3 Importance Unimportant. There would be no negative consequence 0 if the task were not performed or not performed properly 1 Important: Job performance would be diminished if task were not completed properly 2 Essential: The job could not be performed effectively if the incumbent did not properly complete this task

Using the Ratings z Create a chart summarizing the ratings z Add the frequency

Using the Ratings z Create a chart summarizing the ratings z Add the frequency and importance ratings to form a combined rating for each task z Include the task in the final task inventory if: y. Average rating is greater than. 5 for both frequency and importance {or} y. Combined rating is 2. 0 or higher

Knowledge A body of information needed to perform a task Skill The proficiency to

Knowledge A body of information needed to perform a task Skill The proficiency to perform a certain task Ability A basic capacity for performing a wide range if different tasks, acquiring a knowledge, or developing a skill Other characteristics Personal factors such as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience

Job Analysis Questionnaires z Position Analysis Questionnaire (PAQ) vworker-oriented, standardized, P&P z Functional Job

Job Analysis Questionnaires z Position Analysis Questionnaire (PAQ) vworker-oriented, standardized, P&P z Functional Job Analysis (FJA) vworker-oriented, what gets done and how z Job Element Approach v. Determines KSAOs z Specific Task Inventories z Critical Incidents Technique (CIT) v. Worker-oriented, non-standardized

Critical Incident Technique y. Job incumbents generate incidents of excellent and poor performance y.

Critical Incident Technique y. Job incumbents generate incidents of excellent and poor performance y. Job experts examine each incident to determine if it is an example of good or poor performance y 3 incumbents sort incidents into categories y. Job analyst combines and names categories y 3 incumbents sort incidents into combined categories y. Number of incidents per category provides an idea of the importance of each category

Job Evaluation Determining the Worth of a Job 12

Job Evaluation Determining the Worth of a Job 12

Two Types of Equity z Internal vinvolves comparing jobs WITHIN a company to ensure

Two Types of Equity z Internal vinvolves comparing jobs WITHIN a company to ensure people with the jobs worth the most money, are paid accordingly vemployees want to be paid consistently with other workers in SAME company z External vinvolves comparing jobs with the same job in OTHER organizations to ensure same job is paid similarly vemployees want to be paid consistently with workers in OTHER organizations

Which method to use? z Ranking Method vjobs rank ordered on perceived overall worth

Which method to use? z Ranking Method vjobs rank ordered on perceived overall worth and compensable factors vhard to find individuals to do this vused by gov’t for steps, grades in job families z Point Method vmost common vpoints assigned for compensable factors vconsiders degrees vpoints compared with salary being paid and adjustments are made

Determining External Equity z. Salary Surveys (Mercer, Hay Group) z. Pay Equity for Protected

Determining External Equity z. Salary Surveys (Mercer, Hay Group) z. Pay Equity for Protected Classes z. Audits vwithin positions with similar duties vacross jobs of similar worth as determined by job evaluation (points assigned) z. Comparable Worth vvarious definitions