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• PSY9: Industrial/Organizational Psychology (Unit 3 – P2) by Leendli Carmel Anay Yañez, RPm, MSPsy (Cand.) covers job analysis.
• This unit will be covered on February 6-7, 2025.

Using Other Job Analysis Methods

• Methods providing general information about worker activities include Position Analysis Questionnaire (PAQ), Job Structure Profile (JSP), Job Elements Inventory (JEI), and Functional Job Analysis (FJA).
• The Job Components Inventory (JCI) provides information about tools and equipment.
• Arbeitswissenschaftliches Erhebungsverfahren Zur Tätigkeitsanalyse (AET) provides information about the work environment.
• Methods providing information about competencies include Occupational Information Network (O*NET), Critical Incident Technique (CIT), Job Components Interview (JCI), and Threshold Traits Analysis (TTA).
• Additional methods providing information about competencies include Fleishman Job Analysis Survey (F-JAS), Job Adaptability Inventory (JAI), Personality-Related Position Requirements Form (PPRF), and Performance Improvements Characteristics (PIC).

Evaluation of Methods

• The appropriate job analysis method relates to how the job analysis information will be used.
• Worker-Oriented Methods, such as the CIT, JCI, and TTA, are best for performance appraisal and employee selection.
• Job-Oriented Methods, such as task analysis are best for work design and writing job descriptions.

Job Evaluation

• Job Evaluation is determining a job's monetary value.
• Job evaluation is typically done in two stages: determining internal pay equity and determining external pay equity.

Determining Internal Pay Equity

• This involves comparing different jobs within an organization to make sure people are fairly compensated.
• Steps include determining compensable job factors, determining the levels for each compensable factor, and determining the factor weights.
• Step 1: Determining Compensable Job Factors: Deciding which factors differentiate the relative worth of jobs.
• Compensable Job Factors are elements like responsibility and education requirements that differentiate a job and may include responsibility, physical demands, mental demands, education requirements, training and experience requirements, and working conditions..
• In Step 3, weights are assigned to each factor and to each level within a factor, because some factors are more important than others.
• A job evaluation committee determines the total number of points.
• Each factor is weighted by assigning a number of points and then divided into each of the levels.
• The total number of points for a job is compared with the salary currently being paid for the job.
• Wage Trend Line – A Wage Trend Line represents the ideal relationship between the number of points a job has been assigned (using the point method of evaluation) and the salary range for that job.

Determining External Pay Equity

• With external equity, a job's worth is based the job compared to the external market (other organizations).
• External equity is important if an organization wants to attract and retain employees.
• Salary Surveys send a questionnaire to other organizations to see how much they pay employees in similar positions.
• Direct Compensation: The money paid to an employee (does not include benefits, time off, etc.).
• Employees are also compensated for time not worked (e.g., holidays, vacation, sick days), deferred income (e.g., Social Security and pension plans), health protection such as medical and dental insurance, and perquisites ("perks").

Determining Sex and Race Equity

• Two types of audits include:
• Equal Pay for Equal Work.
• Comparable Worth: A job should be paid the same if theyrequire the same level of skill and responsibility, regardless of supply and demand.