asliyalcin_PSY 341_CHAPTER 3.pptx

CHAPTER 3 Job Analysis Inst. Aslı Yalçın Çankaya University Psychology Department Personnel Psychology  Job Analysis: foundation of all personal activities     Employee performance Personnel selection Training Job design& redesign  What knowledge, skills, abilities and other characterist...

CHAPTER 3 Job Analysis Inst. Aslı Yalçın Çankaya University Psychology Department Personnel Psychology  Job Analysis: foundation of all personal activities     Employee performance Personnel selection Training Job design& redesign  What knowledge, skills, abilities and other characteristics (KSAOs) are required to perform the job?  Personnel psychology, specialty area of I/O psychology, is concerned with the creation, care, and maintenance of a workforce.  Take care of an organization’s human resource Personnel Psychology  I/O psychologists who specialize in personnel psychology are involved in:      Employee recruitment & selection. Measurement of employee performance. Development of employee training programs. Formulation of criteria for promotion, firing, and disciplinary action. Design and implement programs to protect employee health and well-being  Should also know federal employment laws & regulations!  Relies heavily on research methods & statistics. Job Analysis  Job analysis: the systematic study of a job's tasks, duties, & responsibilities, and the knowledge, skills, abilities & other characteristics (KSAOs) needed to perform the job.  The starting point for many important personnel functions. Should be done in periodic basis ( job is up to date! ) More complex jobs  more comprehensive JAs To perform JA, I&O psychologist must be welltrained.    (involves objective measurement of work beh. performed by actual workers)  Products:  Job Description Job Analysis Products 1. Job description: a detailed accounting of;    job tasks, procedures, responsibilities required of the worker machines, tools & equipment used to perform the job job output (end product / service) . Ex: Job Description for I&O Psychologist: Apply principles of psychology to human resources, administration, management, sales, and marketing problems. Activities may include policy planning; employee testing and selection, training and development; and organizational development and analysis. May work with management to organize the work setting to improve worker productivity.  Job Tasks:  Develop and implement employee selection and placement programs.  Analyze job requirements and content to establish criteria for classification, selection, training, and other related personnel functions.  Develop interview techniques, rating scales, and psychological tests used to assess skills, abilities, and interests for the purpose of employee selection, placement, and promotion. Job Analysis Products 1. Job description: Ex: DERSANE MATEMATİK ÖĞRETMENİ  İŞ TANIMI: Lise müfredatında ve üniversite sınavı kapsamında olan matematik konularını öğrencilere anlatmak, özgün ve standart matematiksel metotları kullanarak matematik problemlerini çözmek ve öğretmek  TEMEL GÖREVLER: 1. Dershanemizde öğretim gören lise ve üniversiteye hazırlık öğrencilerinin matematik derslerine girmek 2. Lise müfredatında ve üniversite sınavı kapsamında olan matematik konularını öğrencilere anlatmak. 3. Deneme sınavlarına ve derse yönelik soru hazırlamak 4. Sınıf içi aktivitelerin hazırlığını yapmak 5. Dersin konusuna baglı olarak ilgili materyalleri hazırlamak Job Analysis Products 2. Job specification: Information about the Human characteristics required to perform the job (physical & personal traits, education, work experience) Gives the minimum acceptable qualifications that an employee needs to perform the job.    Ex: DERSANE MATEMATİK ÖĞRETMENİ JOB SPECIFICATION  - Üniversitelerin en az dört yıllık matematik öğretmenliği bölümü ya da matematik bölümden mezun olmak.  - Lise düzeyinde matematik bilgisine sahip olmak; aritmetik, cebir, geometri, istatistik ve diğer matematik uygulamalarını bilmek  - Eğitim programının prensip ve metotları ve bunların etkilerinin ölçülmesi hakkında bilgi sahibi olmak  - Güçlü iletişim becerilerine sahip olmak Job Analysis Products 3. Job evaluation  An assessment of the relative value or worth of jobs for determining wages. Ex: Job Evaluation for I&O Psychologist 4.  Median wages (2014) $36.99 hourly, $76,950 annual  State wages Employment (2012) 2,000 employees  Projected growth (2012-2022) Much faster than average (22% or higher)  Projected job openings (2012-2022)1,300  State trends Top industries (2012) self employed, professional, scientific and technical services. Performance criteria  Work and performance outcomes required by the job that serve as a basis for appraising successful job performance.  Sample Performance Criteria  I. Quality   a. Work is accurate and precise. ____ b. Recognizes and points out substandard workmanship. ____  c. Displays thoroughness and completeness in work activity. ____  d. Takes proper care of equipment/keeps work area clean. ____     2. Productivity a. Amount of work completed (quantity). ____ b. Utilizes time well. ____ c. Organizes in such a manner to perform responsibilities.  3. Job knowledge  a. Able to follow verbal and/or written instructions. ____  b. Uses proper procedures. ____  c. Uses proper methods and tools. ____ Job Analysis Products  The JA & products important bec. they provide detailed info. needed for other personnel activities (e.g. Planning, recruitment & selection, performance appraisal, training)  Also important bec. employers can not make arbitrary decisions regarding the hiring, firing or promotion of workers. (Personnel decisions must be defended in the court) Three criteria; Job Analysis 1. JA should describe observables. If the work behavior is not observable, the JA should identify and analyze the aspects of behaviors that can be observed and the observed work products. 2. JA should describe the work itself and how the work is done; the unit of analysis is the job, not the incumbents who do the job. 3. JA data must be verifiable and replicable; - should be accurate and valid so that every JA rating is supported by observable behaviors, actions, and outputs. - When replicated by independent observers, the JA Job Analysis  KS  observable & can be specified in terms of observable job activities (e.g. motor skills – fine or gross)  AO  Not observable in the JA itself. Implied in performance measured by standardized tests of abilities and traits (e.g. cognitive ability tests, personality tests) Job Analysis Methods  Job analysis methods; observation,  the use of existing data,  interviews & surveys, and  job diaries. also a number of specific, standardized techniques (w/ strengths & weaknesses) In certain methods (e.g. interviews)  different resources    (e.g. Job incumbents, supervisors or outside experts)  Different job analysis methods are often combined to produce a detailed & accurate description. Job Analysis Methods  Observation: Analyst observes the job incumbent at work for a period of time.    May use camera records of work behavior Detailed notes on the exact tasks and duties performed Must know what to look for Ex: A subtle or quick movement but one that is important to the job might go unnoticed.  Work best with manual jobs, repetitive tasks or other easily seen activities. (If job is very complex- analyst may not be able to observe decision making/ thinking process) Times selected should be representative of the worker’s routine. Limitation: Presence of the observer may influence workers’ performance (Hawthorne effect!)  Job Analysis Methods  Participation: Analyst actually perform a particular job/ job operation   E.g. To gain a true understanding of fine hand-eye coordination required to perform microassembly operations The use of existing data: Use of previous job analysis for the position or an analysis of a related job.  Can be borrowed from another organization ( Human resources professionals often exchange)  Should be checked !!! - to make sure it conforms to the job as it is currently performed and - to determine if the existing data accounts for the inclusion of new technology Job Analysis Methods  Interviews: conduct an interview with job incumbents  Open-ended and structured standardized questions Ex: Tell me about what do you do on the job? Ex: Describe a typical day of your job?  Only one source of info - open to bias  other sources (e.g. coworkers, supervisor, subordinate or SME) Subject Matter Expert (SME): an ind. who has detailed knowledge about a particular job)   Also, with other job incumbents in a single organizatıon to get more reliable info & obtain info. from different perspectives.  Understand whether different people on the same job perform different or similar tasks Job Analysis Methods Ex: Possible Interview Questions 1. Compensation • Consider your level of productivity, and the skill level required to fulfill your responsibilities, do you think that you are: underpaid? equational paid? Overpaid? 2. Knowledge • What level of education is required for your position? • What type of certification and licensing is required for your position? 3. Experience • What level of skills are required for your position? 4. Abilities required • What physical abilities such as strengths, coordination, a visually acuity must you have? 5. Health and safety • Does your work present any type of hazardous or unusual working conditions? 6. Working conditions • Describe your working conditions. Job Analysis Methods Ex: Interview Questions for Janitors 1. Bize tipik bir iş gününüzü anlatır mısınız? .................................................................. 2. Bu görevleri yerine getirirken takip ettiğiniz belirli bir zaman çizelgesi var mı? Gün içinde kaç kere hangi amaçlarla mola verirsiniz? ................................................................. 3. Bize görev dağılımınız ve bu dağılımın nasıl belirlendiği hakkında bilgi verir misiniz? ..................................................................................................... 4. Temizlik esnasında kullandığınız ekipmalar nelerdir? Bu ekipmanların kullanımı esnasında herhangi bir sıkıntı yaşıyor musunuz? .......................................................................................................... 5. Görevlerinizi yerine getirmek ve bu ekipmanları kullanmak için ne tür bilgiler gerekmektedir?...................................................... 6. Görevlerinizi yerine getirmek ve bu ekipmanları kullanmak için ne tür beceri ve yetkinlikler gerekmektedir?.......................................................... Job Analysis Methods  Surveys: administration of a paper-pencil questionnaire to job incumbent  Close-ended questions Which of the following classifications best fit your position? a) Clerical b) Technical c) Supervisory   Forced-choice questions   Checklist   Please rank the tasks below according to their importance (or frequency) in your job Check all the following tasks that you perform on the job. Items with Likert-scales My job requires knowledge of MS Office programs 1-strongly disagree 2- agree 3-Not sure 4-not agree 5strongly agree  Job Analysis Methods  Surveys: have two advantages over interviews:   Allows the collection of info from a number of employees at the same time (Cost and time effective) Anonymous  Less distortion of information or withholding of information than face-to-face interviews Limitation: Information is limited to questions asked.  Can not provide additional info or clarification of a response. Job Analysis Methods  Job Diaries: Analyst asks job incumbents record their daily activities in a diary.  Advantage Provides a detailed, day-by-day; hour-by-hour account of the worker’s job.  Disadvantage  Time consuming (content analyze a large of info. )  One important thing concerning JA!    Job analyst- needs to be trained well. Poor J. A. biases the process by overestimating/underestimating the importance of tasks especially in highly complex jobs. Ensure that proper methods are used in analyses! Specific Job Analysis Techniques  In addition to general methods for conducting job analyses, also several speceific standardized analysis techniques.  Four techniques;     Job Elements Method, Functional Job Analysis Position Analysis Questionnaire Critical Incidents Technique Specific Job Analysis Techniques   Job Elements Method (JEM) Person-oriented/ worker- oriented method (1950s)  KSAOs required to perform a particular job. (KSAOs- constitue the basic elements)  Focuses on work beh.s & the results of this beh. rather than more abstract traits. (elements)  beh.s + assoc. evidence Ex: Reliability: Beh. of acting in a dependable fashion, evidenced by punctuality & a record of doing exactly what is required by the job. (concrete, measurable & observable) Specific Job Analysis Techniques   Job Elements Method (JEM) Elements cover a wide range of beh.s; (cog., psyhco-motor, work habits) E.g. Cognitive- recognizing tools & uses; computing means & standard deviations, psycho-motor- ability to sense & perceive, work habits; motivational  Conducted by analyst & 6 SMEs (A list of job elements & behavioral examples are produced & rated EX: JOB ELEMENTS Office Manager: to gain conformance to apply procedures to meet deadlines Police Officer: Have good physical coordination No fear of firearms Ability to recall facts Specific Job Analysis Techniques   Job Elements Method (JEM) Ratings based on 4 rating scales:     Barely Acceptable (B): as to whether barely acceptable worker must possess the element to perform the job Superior (S): whether the element distinguishes superior worker from an avarage worker Trouble Likely if not considered (T): trouble occurs when the element is not considered in hiring (E.g.: visually impaired operators of an aircraft – expect trouble!) Practical (P): if we select the element how many job opennings will be filled.? Values: response) 0 √ + (Three category Specific Job Analysis Techniques  Job Elements Method (JEM) Ex: Partial JEM Results for a Police Officer B S T P Have good physical coordination 60 63 79 92 Have no major physical incapacity 81 44 96 94 No fear of firearms 73 49 81 90 Ability to compare signatures 39 58 27 50 Ability to determine grounds for arrest 58 94 90 86 Ability to function while in physical danger 76 85 98 95 P’ =5 100 P’=0    TV= [S-B-P] + (SP+T) /maximum 150 TV > 100; significant! Element ! Employees superior, do not select too common or uncommon; not considered troublesome, practical ) TR = S + T + SP’ – B TR >75 Specific Job Analysis Techniques    Critical incidents technique (CIT): records specific worker behaviors (instances) that have led to particularly successful or unsuccessful job performance (WWII). Analyst asks (SMEs) to provide examples of critical incidents. Rule: Three pieces of info should be included 1. A statement of the context (what led to the problem or employee’s beh. ?) 2. The employee beh. itself (what did the employee do?) 3. The consequences (what were the consequences of the employee’s beh.?)  Also, inferences/ statements about worker traits instead of behavioral descriptions must be Specific Job Analysis Techniques  Critical incidents technique (CIT) Ex: Job analyst may ask  “Remember the last time you saw an employee do something that was very helpful to your group in meeting their production schedule. What were the general circumstances and characteristics of that employee resulted in such an outcome?”  “Think of the best (or worst) subordinate you have known. Tell me about a time that shows why this person was the best (worst).” Specific Job Analysis Techniques  Critical incidents technique (CIT) Ex: Critical Incidents provided by SMEs  “The department chair forgot to assign an instructor for a class. At the first class meeting, there was no instructor present and students could not verify whether they were enrolled”- poor performance  “The mechanic was in the process of replacing a part on a ’03 Dodge Neon. The mechanic did not use a new replacement part but instead used a recycled part. When the customer arrived to pick up their vehicle, the mechanic did not disclose that the replaced part was not new. The mechanic then charged the customer the full price for a new part plus labor. The customer did not know about the recycled car part. .” – poor performance  One saturday night the waiter had to negotiate with a group of young men who came into the restaurant drunk. They started to be abusive to other staff and customers complaining about the service they were receiving. The waiter intervened, calmed the situation down, and discussed the problems with them. In the end all of the group paid for their meals and left without further upset.” – successful performance Specific Job Analysis Techniques  Critical incidents technique (CIT)  Ex: Critical Incidents provided by teachers ‘Sara hastası olan bir öğrencim ders esnasında kriz geçirince diğer öğrencileri  sakinleştirip yerlerinde oturmalarını sağladım. Kriz geçiren öğrenciye ise ilk müdahale olarak boğulmasını engellemek amacıyla dilini dışarı çıkardım. Daha sonra idareye ve öğrencinin ailesine haber vererek öğrenciyi hastaneye götürdük’  ‘Sınıfa göre IQ’su ve bilgisi oldukça yüksek olan öğrencim bildiği konuları dinlemediği gibi bilmediği konuları da dinlemekte sıkıntı yaşıyor dikkatini toplama problemi yaşıyordu. Kendisiyle konuştuğumda sınavlarının gayet iyi olduğunu konuyu bilmesine gerek olmadığını ifade etti. Çoktan seçmeli yapılan konu değerlendirme sorularında şıklardan çözüme ulaşan öğrencime bildiğini sandığı şeyleri bilmediğini göstermek için çoktan seçmeli olarak gelen testlerin şıklarını kapatarak tekrar fotokopi ettirdim ve sınavı bu şekilde yaptım. Sonuç düşündüğüm gibi oldu, değerlendirme sonuçlarını gördüğünde öğrencim derse motive oldu ve dersleri düzenli olarak takip etti.’ Specific Job Analysis Techniques    Critical incidents technique (CIT) The incidents recalled should have occured in the past 6-12 months (distortion of memories) Especially useful for screening out potential employees & performance appraisal  Advantage  Identifies even rare events that might be missed by other methods which only focus on common and everyday events.  Disadvantage Respondents may not be accustomed to or willing to take the time to tell (or write) a complete story when describing a critical incident Specific Job Analysis Techniques     The Position Analysis Questionnaire (PAQ) Uses a structured questionnaire to analyze jobs according to 187 job statements (194 items originally; 7 items for job compensation)1960s Statements divided into 6 categories Assesses several qualities of jobs:       Information input Mental processes Work output Relationships with other persons Job context Other job characteristics Specific Job Analysis Techniques   The Position Analysis Questionnaire (PAQ) Information input: what type of info. The job holder gets & how and where s/he gets it An instructor  A manager  An industrial engineer Ex:  Written materials (books, reports, articles etc. )  Quantitative materials (tables of numbers etc. )  Pictorial materials (pictures, drawings etc. )  Visual displays (radars, clocks, etc.)  Features of nature ( geological samples, vegetation, cloud formations)  Specific Job Analysis Techniques  The Position Analysis Questionnaire (PAQ)  Mental processes: The kinds of thinking, reasoning, problem-solving and decision making required to perform the job E. g. An air controller; must make decisions about when it is safe for jets to land or take off.  Work output: The tasks the worker must perform & the tools or machines needed. E. g. A secretary must enter a text by using a computer  Relationships with other persons: The kinds of relationships and contacts with others required to do the job. E. g. A Waiter must contact with the customers Specific Job Analysis Techniques  The Position Analysis Questionnaire (PAQ)  Job context: The physical and/or social contexts in which the work is performed. E. g. A miner should work at high temperatures underground  Other job characteristics: Other relevant activities, conditions, or characteristics necessary to do the job E. g. Responsibility for safety of others, irregular working hours, shifts etc. Job analyst; - decides whether the item applies to the job - Second, rates the item   Needs to make an observation & interview with several job incumbents before. Specific Job Analysis Techniques   The Position Analysis Questionnaire (PAQ) Each statement; 1. 2. 3. 4. 5. 6. Extent of use (U); N= not apply 1= very infrequent 5= very substantial Importance to the job (I); N= not apply 1= very minor 5= extreme Amount of time (T) ; N= not apply 1= under 1/10th of the time 5= almost continually Applicability (A); N= not apply 1= does apply E.g. Business suit Possibility of occurrence (P); N= not apply 1=no possibility 5= high E. g. injury Special code (S); for miscellaneous job elements E.g. indicate using the code below, the level of knowledge typically acquired through formal education required to perform the job. Specific Job Analysis Techniques  The Position Analysis Questionnaire (PAQ) Specific Job Analysis Techniques  The Position Analysis Questionnaire (PAQ)  A detailed profile of a job  Compare jobs within a company or similar positions in different organizations. (job families, job clusters)  An advantage over interviews  Standardized. ( Also, cost & time efficient!)  One of the most widely used High test-retest reliability (.70- .80). Predicts salary data across jobs & occupations     Especially useful for personnel selection & job evaluation purposes. (not for work design or training) Specific Job Analysis Techniques  Functional job analysis (FJA): used extensively by organizations in both public & private sector (DOL).  Dictionary of Occupational Titles (DOT)  classifications & descriptions of over 54,000 jobs (1939; U.S. Federal State Employment Agencies)  More recent involves worker characteristics  Replaced with O*NET (Occupational Information Network)    Classifies jobs in terms of workers’ interaction with data, people, and things. (what workers do?) the sequence of tasks in a job & the processes by which they are completed. E.g. Patient consultant= changing appointment of a patient To what extent this task requires involvement with data, people and things? Specific Job Analysis Techniques  Standard Occupational Classification (SOC)  Classifies each job using a nine-digit code that represents the job category and gives an idea of the level of work functioning that the job requires  First three  Occupational code, job title, and the type of industry  Last three  Serve as an alphabetical ordering of jobs within the same occupational grouping  The second three digits  Typical interaction with data, I/O Psychologist SOC Code  045.107-030 people, and things Specific Job Analysis Techniques  Standard Occupational Classification (SOC)  Data    People    Information, knowledge, and conceptions The amount and type of interaction the person performing the job has with data – numbers, words, symbols, and other abstract elements Amount of contact with coworkers, supervisors, customers, and others Animals and vegetation Things  Interaction with inanimate objects (tools, machines, equipment, and tangible work products)  E.g. I&O psychologist= coordinating (1) leading (0) handling things (7) Hierarchy of Work Functions Used in FJA Data People Things 0 Synthesizing 0 Mentoring, Leading 0 Setting up 1 Coordinating, Innovating 1 Negotiating 1 Precision Working 2 Analyzing 2 Instructing, Consulting 2 Operating-Controlling 3 Compiling 3 Supervising 3 Driving-Operating 4 Computing 4 Diverting 4 Manipulating 5 Copying 5 Persuading 5 Tending, Data Processing 6 Comparing 6 Exchanging Information 6 Feeding, Off Bearing 7 Serving 7 Handling 8 Taking Instructions, Helping - Functions with data, people and things arranged in a hierarchy - More complex functions always include less complex funtions. Hierarchy of Work Functions Used in FJA  Data Functions: - Synthesizing: integrating analyses of data to discover facts& develop knowledge concepts or interpretations E. g. Creates cartoons based on personal interpretations of current news events. - Analyzing: Examining & evaluating data. E. g. Evaluates student loan applications & determines eligibility based on need and academic standing.  People Functions - Mentoring: Dealing with ind.s in terms of their total personality in order to advise, counsel and guide them with regard to problems. E. g. Provides tretment for ind.s with mental and emotional disorders, - Serving: Attending to needs or request of people. Immediate response is needed. Hierarchy of Work Functions Used in FJA  Things Functions - Driving-operating: Starting, stopping and controlling the actions of machines or equipment for which a course must be steered, or which must be guided in order to fabricate, process and/ or move things and people. E. g. Steers vessel over the course to transport passengers to fishing locations for catching fish and other marine life. - Feeding & offbearing: Inserting, throwing, dumping or placing materials in or removing them from machines or equipment which are automatic. E. g. Places eggs in holder that carries them into machine that removes earth from egg surface prior to shipment. Specific Job Analysis Techniques  Functional job analysis is helpful when the job analyst must create job descriptions for a large number of positions.  The DOT  Occupational Information Network (O*NET; www.onetcenter.org) Downloadable database of info. about jobs. (U.S. Department of Labor)  Job categories, job KSAOs, information about wages and salaries, job training and licensing requirements for particular jobs, and much more.  Career exploration tools to assist ind. s in evaluating their career interests.  Schultz & Schultz 10e Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved 48 Schultz & Schultz 10e Copyright © 2010 Pearson Education, Inc., Upper Saddle River, NJ 07458. All rights reserved 49 Job Analysis and the ADA Americans with Disabilities Act (1990)  Requires that employers prevent employment discrimination against disabled persons.  “In employment matters it is illegal to discriminate  against a qualified person with a disability: Such an individual is one who can perform the essential functions of a job”. “ Employers with +15 must make reasonable accomodations that will allow disabled persons to perform essantial job duties.” (Title I)  Requires employers to understand “essential elements” of a job. Job Analysis and the ADA Case of Turkey  İŞ KANUNU Kanun Numarası : 4857 Engelli ve eski hükümlü çalıştırma zorunluluğu (1) Madde 30 – (Değişik : 15/5/20085763/2 md.)  Engelli ve eski hükümlü çalıştırma zorunluluğu Madde 30 – (Değişik : 15/5/20085763/2 md.) İşverenler, elli veya daha fazla işçi çalıştırdıkları özel sektör işyerlerinde yüzde üç engelli, kamu işyerlerinde ise yüzde dört engelli ve yüzde iki eski hükümlü işçiyi veya 21/6/1927 tarihli ve 1111 sayılı Askerlik Kanunu veya 16/6/1927 tarihli ve 1076 sayılı Yedek Subaylar ve Yedek Askeri Memurlar Kanunu kapsamına giren ve askerlik hizmetini yaparken 12/4/1991 tarihli ve 3713 sayılı Terörle Mücadele Kanununun 21 inci maddesinde sayılan terör olaylarının sebep ve tesiri sonucu malul sayılmayacak şekilde yaralananları meslek, beden ve ruhi durumlarına uygun işlerde çalıştırmakla yükümlüdürler. Aynı il sınırları içinde birden fazla işyeri bulunan işverenin bu kapsamda çalıştırmakla yükümlü olduğu işçi sayısı, toplam işçi sayısına göre hesaplanır  (Madde 101) Bu Kanunun 30 uncu maddesindeki hükümlere aykırı olarak engelli ve eski hükümlü çalıştırmayan işveren veya işveren vekiline çalıştırmadığı her engelli ve eski hükümlü ve çalıştırmadığı her ay için 5921 TL idari para cezası verilir. Kamu kuruluşları da bu para cezasından hiçbir şekilde muaf tutulamaz.  Yönetmeliğin 14.maddesine göre, işverenler, işyerlerini imkanları ölçüsünde, engellilerin çalışmalarını kolaylaştırabilecek şekilde hazırlamak, sağlıkları için Job Evaluation and Comparable Worth  Job evaluation: an assessment of the relative value of a job, and is used to determine appropriate compensation.  compensable factors         physical demands of a job, amount of training or experience required, working conditions, responsibility. Each job  given a score / weighting on each factor Total score  $ (in USA) Objective ! But, what about???   Market conditions (surgeon vs. goal keeper) Cultural &social factors Job Evaluation and Comparable Worth The Civil Rights Act 1964 (Title VII)  Race,  color,  religion,  sex,  national origin  The Equal Pay Act of 1963  men & women performing equal work receive equal pay.   Women  make less than men (77%) (in 1980- 68%; in 2000 – 75 %)  Turkey  Men earn 31.4 % than Women Job Analysis and Equality Case of Turkey  İŞ KANUNU Kanun Numarası : 4857 İŞ YERINDE AYRIMCILIK VE İŞVERENİN EŞİT DAVRANMA YÜKÜMLÜLÜĞÜ  (1) Madde 5  İş ilişkisinde dil, ırk, renk, cinsiyet, engellilik, siyasal düşünce, felsefi inanç, din ve mezhep ve benzeri sebeplere dayalı ayrım yapılamaz. İşveren, esaslı sebepler olmadıkça tam süreli çalışan işçi karşısında kısmî süreli çalışan işçiye, belirsiz süreli çalışan işçi karşısında belirli süreli çalışan işçiye farklı işlem yapamaz. İşveren, biyolojik veya işin niteliğine ilişkin sebepler zorunlu kılmadıkça, bir işçiye, iş sözleşmesinin yapılmasında, şartlarının oluşturulmasında, uygulanmasında ve sona ermesinde, cinsiyet veya gebelik nedeniyle doğrudan veya dolaylı farklı işlem yapamaz. Aynı veya eşit değerde bir iş için cinsiyet nedeniyle daha düşük ücret kararlaştırılamaz. İşçinin cinsiyeti nedeniyle özel koruyucu hükümlerin uygulanması, daha düşük bir ücretin uygulanmasını haklı kılmaz. İş ilişkisinde veya sona ermesinde yukarıdaki fıkra hükümlerine aykırı davranıldığında işçi, dört aya kadar ücreti tutarındaki uygun bir tazminattan başka yoksun bırakıldığı haklarını da talep edebilir.  #  20. madde hükümleri saklı kalmak üzere işverenin yukarıdaki fıkra hükümlerine aykırı davrandığını işçi ispat etmekle yükümlüdür. Ancak, işçi bir ihlalin varlığı Global Gender Gap Report (World Economic Forum, March 2021) Global Gender Gap Report- Turkey  Work participation and leadership M  Labour force, million people 21.21  Unemployed adults, % of labour force (15-64) 12.60 Advancement of women to leadership roles, – 3.83/7 Gender parity in tech roles, 1-7 (best) 4.50/7 Boards of listed companies,% board members 81.90 Firms with female majority ownership, % firms 88.70     F 10.44 16.73 – – 18.10 11.30 – Job Evaluation and Comparable Worth  Why is there a wage gap between men and women? 1) Men have greater access to higher paying positions. Glass-Ceiling: Limitations placed on women and minorities preventing them from advancing into top-level positions in organizations (Only %6 of the highest paid executives of Fortune 500 companies are women & only 2% of the CEOs are women) (in Turkey- female workers hold 6% of the leadership positions) 2) Women are paid less than men for performing equivalent tasks. (Comparable worth & Exceptioning) Similar jobs may have different titles and different ranks depending on the sex of the worker (e.g., “records Job Evaluation and Comparable Worth  Comparable worth  Equal work= equal pay  Jobs that require equivalent KSAOs should be compensated equally. ( e.g. Records manager vs. HR clerk ) Requires valid & fair job evaluations Opponents  inaccurate   The lower levels of education and work experience of women  Women’s preferences for safe jobs  Exceptioning  The practice of ignoring pay discrepancies btw. particular jobs w/ equivalent duties & responsibilities.  Too difficult or costly to raise the wages of the lower paid jobs.