Accounting
Anthropology
Archaeology
Art History
Banking
Biology & Life Science
Business
Business Communication
Business Development
Business Ethics
Business Law
Chemistry
Communication
Computer Science
Counseling
Criminal Law
Curriculum & Instruction
Design
Earth Science
Economic
Education
Engineering
Finance
History & Theory
Humanities
Human Resource
International Business
Investments & Securities
Journalism
Law
Management
Marketing
Medicine
Medicine & Health Science
Nursing
Philosophy
Physic
Psychology
Real Estate
Science
Social Science
Sociology
Special Education
Speech
Visual Arts
Human Resource
Q:
Which of the following compensable factors generic factors of the Equal Pay Act and National Electrical Manufacturers Association (NEMA) is most similar to the Hay plan Factor Know How?A.SkillB.EffortC.ResponsibilityD.Working conditions
Q:
Which of the following is not a generic compensable factor used to determine equal work in the Equal Pay Act?A.SkillB.Working conditionsC.KnowledgeD.Effort
Q:
The most widely used point method job evaluation is the:A.Hay plan.B.Equal Pay Act generic plan.C.factor comparison plan.D.position analysis questionnaire plan.
Q:
A company changes its strategy to be more "lean" and efficient, which may include some resizing in terms of employee strength. What should the company do about the compensable factor "scope of responsibility" that is measured by the number of subordinates?A.Nothing, since the factor has no effect on strategy.B.Change the factor name to "depth of responsibility" and measure it the same.C.Remove the factor.D.Reduce the weight of the factor.
Q:
All the following are true of compensable factors except:A.reinforce an organization's culture.B.support the business direction.C.represent the nature of work.D.are common within an industry type.
Q:
The final step in designing a point plan is ______
A. develop online software
B. select compensable factors
C. communicate the plan and train users
D. apply to nonbenchmark jobs
Q:
The example, "scaling of a compensable factor," is most likely related to:A.level of authority.B.responsibility.C.decision making.D.power.
Q:
The point method is an example of:A.determination of a compensable factor.B.scaling of a compensable factor.C.weighting a compensable factor.D.a performance evaluation.
Q:
The following statement is an example of _____ of job evaluation.The effectiveness of the majority of the position's decisions can be measured within:__ 1. One day; __ 2. One week; __ 3. One month; __ 4. Six months; __ 5. One year; __ 6. More than one yearA.ranking methodB.classification methodC.the Hay planD.the point method
Q:
_____ are those characteristics in the work that an organization values; that help it pursue its strategy and achieve its objectives.A.Competitive skillsB.Compensable factorsC.Core competenciesD.Benchmark factors
Q:
In the point method, the second step in designing the plan is to:A.conduct job analysis.B.scale the factors.C.determine compensable factors.D.prepare job evaluation manual.
Q:
The ______ method of job evaluation is the most commonly used method in the U.S. and Europe.A.rankingB.factor comparisonC.classificationD.point
Q:
Common characteristics of the point method include all of the following except:A.benchmark factor classes.B.numerically scaled factor degrees.C.factor weights.D.compensable factors.
Q:
The _____ method of job evaluation uses compensable factors.A.classificationB.position analysis questionnaireC.pointD.ranking
Q:
The U. S. federal government's pay structure is based upon _____ job evaluation system.A.a rankingB.a classificationC.the pointD.the Hay plan
Q:
A job description is compared to class descriptions. This describes the _____ method of job evaluation.A.position analysis questionnaireB.pointC.Hay Guide Chart-ProfileD.classification
Q:
The job evaluation method that most resembles a bookcase is:A.ranking.B.the Hay plan.C.point method.D.classification.
Q:
According to a WorldatWork survey, the primary method of job evaluation is _________A. rankingB.market pricingC. point methodD. classification
Q:
All of the following are advantages of the ranking method of job evaluation except:A.rankings are easy to defend and justify.B.the evaluation process is fast.C.the evaluation process is inexpensive.D.the evaluation process is not complex.
Q:
A small organization is most likely to use _____ for job evaluation.A.classificationB.the point methodC.ranking methodD.the Hay plan
Q:
The number of job evaluation plans an organization uses depends upon the:A.number of employees.B.number of departments or verticals.C.depth of work.D.level of detail to make pay decisions.
Q:
The breadth of work is likely to be narrowest in:A.an executive search firm.B.a hospital.C.a small manufacturing company.D.a university.
Q:
Which of the following is not a characteristic of a benchmark job?A.It is not unique to a particular employer.B.A reasonable proportion of the work force is employed in this job.C.The pay level is the best in the industry.D.The content of the job relatively stable over time.
Q:
Which of the following is not true of usage of multiple plans versus single job evaluation plans?A.Employers rarely evaluate all jobs in the organization at one time.B.Many employers design different evaluation plans for different types of work.C.Typically, a related group of jobs is used for evaluation.D.A single universal plan is acceptable to employees if the work covered is highly diverse.
Q:
By answering the question, "How does this job add value?" job evaluation best:A.supports work flow.B.supports organization strategy.C.reduces disputes over pay differences.D.motivates behavior toward organizational objectives.
Q:
Which of the following is the correct sequence?A.Job description > Job evaluation > Pay structureB.Job evaluation > Job description > Job structureC.Job analysis > Job description > Job evaluation > Pay structureD.Job description > Job evaluation > Job structure
Q:
Which of the following is not a factor indicating a pay structure is aligned?A.Fits the external labor marketB.Supports organization strategyC.Is fair to employeesD.Motivates behavior toward organization objectives
Q:
The first major decision in job evaluation is to:A.obtain involvement of relevant stakeholders.B.select single or multiple plans.C.choose among alternative approaches.D.establish purpose of evaluation.
Q:
The second major decision in job evaluation is to:A.obtain involvement of relevant stakeholders.B.select single or multiple plans.C.choose among alternative approaches.D.establish purpose of evaluation.
Q:
The primary usefulness of job evaluation is:A.that it acts as a measurement tool for job performance.B.that it provides a framework for exchange of views.C.that it acts as a the basis of any bargaining agreement.D.that it provides the basis to assess competitive strength(s).
Q:
The beginning of job evaluation is most closely associated withA. negotiationB. measurementC. legal mandateD. external market link
Q:
Views of job evaluation include all except __________A. negotiationB. measurementC. legal mandateD. external market link
Q:
Exchange value of a job is its _____A.job content value.B.relative job value.C.internal market value.D.external market value.
Q:
The assumption that value cannot be determined without reference to the external market is most closely related to which of the following aspects of job evaluation?
A.Measurement.
B.External market link.
C.Negotiation.
D. Assessment of job content.
Q:
Which of the following is not an appropriate basis for evaluating the worth of jobs to an organization?A.Worker performanceB.External marketC.Skills requiredD.Organizational culture
Q:
_____ is the process of systematically determining the relative worth of jobs for the purpose of creating an organization's job structure.A.Performance evaluationB.Job analysisC.Job evaluationD.Point factor evaluation
Q:
All of the following is true regarding "compensationitis" except it is __________A. contagious.B. a social disease.C. involves asking strangers about how they are paidD. a way of understanding how different organization values work.
Q:
Which seems more important: the design process or the internal pay structure?
Q:
What are the steps in designing a point plan?
Q:
What are some of the challenges of the classification system?
Q:
Discuss the two methods of ranking.
Q:
What are the two aspect of diversity in work?
Q:
What are the characteristics of a benchmark job?
Q:
How does job evaluation aid in the process of establishing an internally aligned pay structure?
Q:
What are the major decisions in a job evaluation process?
Q:
How differently is job evaluation seen among managers?
Q:
What is the disadvantage of considering job evaluation as a process for linking job content and internal value with external market rates?
Q:
The final result of the job analysis-job description-job evaluation process is a hierarchy of work.
Q:
Research shows that a sound job evaluation process and instrument is not susceptible to influence by one group or person.
Q:
Focusing on the end product of the internal alignment process, the pay structure, is more important for acceptance than focusing on the approach chosen.
Q:
Research shows that weights assigned to compensable factors have affect the resulting pay structure.
Q:
Compensable factors and weights are derived using all the jobs in the job family to which the pay structure will be applied.
Q:
Using policy capturing and the committee a priori approach for developing pay structures yield the same pay structure.
Q:
A criterion pay structure is a pay structure to be duplicated with a point evaluation plan.
Q:
The most common way of allocating weights to factors is by regression modeling.
Q:
After factor weights have been assigned, factors can be scaled.
Q:
The primary criterion for scaling compensable factors is to use the number of degrees necessary to distinguish among jobs.
Q:
Each compensable factor degree should be equidistant from the adjacent degrees.
Q:
The NEMA plan explicitly states that the compensable factor experience should be correlated with tenure.
Q:
The Hay plan is primarily used with professional and managerial jobs.
Q:
Effort is one of the generic compensable factors used to define equal work in the Equal Pay Act.
Q:
The factor problem solving in the Hay plan is very similar to the generic factor of responsibility.
Q:
Acceptance of compensable factors by top management is most important since they are responsible for company profit.
Q:
Compensable factors based upon the work itself provide the best rationale for pay differences.
Q:
The primary reason for documenting employee and supervisor views of compensable factors is to meet requirements of the Equal Pay Act.
Q:
Since business strategies may change often, compensable factors should rarely be added or deleted.
Q:
One way of evaluating a managerial job's multinational responsibilities would be to rate the percent of time spent on multinational issues.
Q:
Compensable factors should reflect an organization's sources of competitive advantage.
Q:
Compensable factors are aspects of work that add value to the organization.
Q:
Point plans represent a significant change from ranking and classification methods in that they make explicit the criteria for evaluating jobs: compensable factors.
Q:
How is validity important in judging job analysis?Validity examines the convergence of results among sources of data and methods. It helps answer the question: Does the analysis create an accurate portrait of the work?
Q:
Write a short note on offshoring and the susceptibility of job analysis to offshoring.
Q:
What should the manager do if employees and their supervisors do not agree on what is part of the job?
Q:
Discuss the ways information can be collected.Information can be collected in two ways: conventional methods and quantitative methods.Conventional methods - The most common way to collect job information is to ask the people who are doing a job to fill out a questionnaire. Sometimes an analyst will interview the jobholders and their supervisors to be sure they understand the questions and that the information is correct. Or the analyst may observe the person at work and take notes on what is being done.The advantage of conventional questionnaires and interviews is that the involvement of employees increases their understanding of the process. However, the results are only as good as the people involved. If important aspects of a job are omitted, or if the jobholders themselves either do not realize or are unable to express the importance of certain aspects, the resulting job descriptions will be faulty.The process is open to bias and favoritism and takes a huge amount of time.Quantitative methods - Increasingly, employees are directed to a Web site where they complete a questionnaire online. Such an approach is characterized as quantitative job analysis (QJA). In addition to facilitating statistical analysis of the results, quantitative data collection allows more data to be collected faster.A questionnaire typically asks jobholders to assess each item in terms of whether or not that particular item is part of their job. If it is, they are asked to rate how important it is and the amount of job time spent on it. The responses can be machine-scored, similar to the process for a multiple-choice test, and the results can be used to develop a profile of the job. Questions are grouped around five compensable factors: knowledge, accountability, reasoning, communication, and working conditions.If important aspects of a job are omitted or if the jobholders themselves do not realize the importance of certain aspects, the resulting job descriptions will be faulty. This analysis needs to include good performers to ensure that the work is usefully analyzed.
Q:
Write a short note on Americans with Disabilities Act.
Q:
Define interactions.
Q:
What are the usual steps in a conventional job analysis procedure?List them in their order of occurrence.
Q:
Do all tasks come under a job family? How is a task linked to a job family?
Q:
List the major decisions in designing a job analysis.
Q:
Is the underlying purpose of job-based structures different from that of person-based structures?List the purpose of each.