PSY9: Industrial/Organizational Psychology PDF

DEPARTMENT OF PSYCHOLOGY COLLEGE OF ARTS AND SCIENCES XAVIER UNIVERSITY – ATENEO DE CAGAYAN PSY9: INDUSTRIAL/ ORGANIZATIONAL PSYCHOLOGY (UNIT 3 – P2) LEENDLI CARMEL ANAY YAÑEZ, RPm, MSPsy (Cand.) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 DISCUSSION OUTLINE Using Other J...

DEPARTMENT OF PSYCHOLOGY COLLEGE OF ARTS AND SCIENCES XAVIER UNIVERSITY – ATENEO DE CAGAYAN PSY9: INDUSTRIAL/ ORGANIZATIONAL PSYCHOLOGY (UNIT 3 – P2) LEENDLI CARMEL ANAY YAÑEZ, RPm, MSPsy (Cand.) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 DISCUSSION OUTLINE Using Other Job Analysis Methods Evaluation of Methods Job Evaluation Determining Internal Pay Equity Determining External Pay Equity Determining Sex and Race Equity UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 USING OTHER JOB ANALYSIS METHODS METHODS PROVIDING GENERAL INFORMATION ABOUT WORKER ACTIVITIES ▪ Position Analysis Questionnaire (PAQ) ▪ Job Structure Profile (JSP) ▪ Job Elements Inventory (JEI) ▪ Functional Job Analysis (FJA) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 USING OTHER JOB ANALYSIS METHODS METHODS PROVIDING INFORMATION ABOUT TOOLS AND EQUIPMENT ▪ Job Components Inventory (JCI) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 USING OTHER JOB ANALYSIS METHODS METHODS PROVIDING INFORMATION ABOUT THE WORK ENVIRONMENT ▪ Arbeitswissenschaftliches Erhebungsverfahren Zur Tätigkeitsanalyse (AET) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 USING OTHER JOB ANALYSIS METHODS METHODS PROVIDING INFORMATION ABOUT COMPETENCIES ▪ Occupational Information Network (O*NET) ▪ Critical Incident Technique (CIT) ▪ Job Components Interview (JCI) ▪ Threshold Traits Analysis (TTA) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 USING OTHER JOB ANALYSIS METHODS METHODS PROVIDING INFORMATION ABOUT COMPETENCIES ▪ Fleishman Job Analysis Survey (F-JAS) ▪ Job Adaptability Inventory (JAI) ▪ Personality-Related Position Requirements Form (PPRF) ▪ Performance Improvements Characteristics (PIC) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 EVALUATION OF METHODS ▪ The best method to use in analyzing a job appears to be related to the end use of the job analysis information ▪ Worker-Oriented Methods, such as the CIT, JCI, and TTA, are the best for employee selection and performance appraisal ▪ Job-Oriented Methods, such as task analysis, are best for work design and writing job descriptions UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION ▪ Job Evaluation - the process of determining the monetary worth of a job ▪ Typically done in two stages: 1. Determining Internal Pay Equity 2. Determining External Pay Equity UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING INTERNAL PAY EQUITY ▪ involves comparing jobs within an organization to ensure that the people in jobs worth the most money are paid accordingly ▪ Steps include: 1. Step 1: Determining Compensable Job Factors 2. Step 2: Determining the Levels for Each Compensable Factor 3. Step 3: Determining the Factor Weights UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING INTERNAL PAY EQUITY ▪ Step 1: Determining Compensable Job Factors - decide what factors differentiate the relative worth of jobs ▪ Compensable Job Factors - factors, such as responsibility and education requirements, that differentiate the relative worth of jobs; may include level of responsibility, physical demands, mental demands, education requirements, training and experience requirements, working conditions UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING INTERNAL PAY EQUITY ▪ Step 2: Determining the Levels for Each Compensable Factor ▪ Step 3: 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 1. A job evaluation committee determines the total number of points that will be distributed among the factors 2. Each factor is weighted by assigning a number of points 3. The number of points assigned to a factor is then divided into each of the levels UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING INTERNAL PAY EQUITY ▪ Step 3: 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 4. The total number of points for a job is compared with the salary currently being paid for the job. ▪ Wage Trend Line - a line that represents the ideal relationship between the number of points that a job has been assigned (using the point method of evaluation) and the salary range for that job. UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING EXTERNAL PAY EQUITY ▪ With external equity, the worth of a job is determined by comparing the job to the external market (other organizations). ▪ External equity is important if an organization is to attract and retain employees. ▪ 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. UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING EXTERNAL PAY EQUITY ▪ Direct Compensation – the amount of money paid to an employee (does not count benefits, time off, and so forth). ▪ Employees are also compensated in other ways, such as pay 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”) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 JOB EVALUATION DETERMINING SEX AND RACE EQUITY ▪ Two types of Audits: ▪ Equal Pay for Equal Work ▪ Comparable Worth - the idea that jobs requiring the same level of skill and responsibility should be paid the same regardless of supply and demand UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025 DEPARTMENT OF PSYCHOLOGY COLLEGE OF ARTS AND SCIENCES XAVIER UNIVERSITY – ATENEO DE CAGAYAN PSY9: INDUSTRIAL/ ORGANIZATIONAL PSYCHOLOGY (UNIT 3 – P2) LEENDLI CARMEL ANAY YAÑEZ, RPm, MSPsy (Cand.) UNIT 3: JOB ANALYSIS FEBRUARY 6 – 7, 2025