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MSU PSY 255 - Chapter 3: Job Analysis Continued

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PSY 255 1st Edition Lecture 4 Outline of Last Lecture I. Job AnalysisOutline of Current Lecture II. Worker – Oriented MethodsIII. Job EvaluationCurrent LectureWorker-Oriented Methods• Job element method (JEM)– Identify KSAs of superior performers– Subject Matters Experts (SME) develop list of job-relevant KSAs and provide workexamples for each• JEM example: a computer programmer– Element A: skilled in writing code• Sub element: they can program in java– Element B: knowledgeable of networking– Element C: ability to troubleshoot• Sub element: they can debug other’s programs and they can isolate software glitches• Position analysis questionnaire (PAQ)– Standardized measure with 194 items describing KSAs and work conditions• Six dimensions: info input, mental processes, work output, relationships with others, job context, and other job characteristics These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.• SMEs rate each item with respect to focal job– Info input: where and how does the worker get the information? • by reading from the instructional manual – Mental processes: what kinds of info processing?• reasoning, decision-making– Work output: what physical activities and what tools?• dealing numbers on a telephone– Relationships with other persons: required to perform the job?• contact with public or customers– Job context: what physical and social contexts?• regular temperature, potential interpersonal conflict– Cons• Requires college reading level• Not valid for managerial jobs• Too abstract – many jobs look similar• Common metric system (CMS)– 2,077 items organized along 80 dimensions– Requires 3 hours to complete on-line– Has items more behaviorally specific than PAQ , but more abstract than job-oriented methods• Good at differentiating between jobs but can still compare across them– Good for managerial jobs and has lower reading level Job Evaluation• Determining value of jobs to the organization, based on their contribution– Quantitative– Fairness is key– In addition to using job analysis info, pay can reflect performance, tenure, external labor market, legal requirements, union pressures, and employee skills• Compensable factors– Dimensions for which employees are compensated• Effort• Skill• Responsibility• Working conditions– Non-traditional ones: mental effort, stress, etc.• Point system method– SMEs use job analysis info to identify organization-wide compensable factors– Jobs are assigned points based on their compensable factors– Points are summed to derive a total score– Total scores are plotted against current pay• Differences in pay and legal issues– Equal pay act (1963)• Equal pay for equal work ( ≈ same skills, effort, responsibilities, and/or working conditions)• Disregards work that is of equal value to the organization– Comparable worth• Equal pay for equal worth (ex: same number of job evaluation points)• Helps eliminate gender bias in sex-typed jobs• Current wage gap is about 20% between men and women• Not federal


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