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Bab 3 slides_tambahan_29hb_september_2011_semester_a111

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  • See Exhibit 4.4 pages 94 – 95 in text
  • Transcript

    • 1. Milkovich/Newman: Compensation, Ninth EditionChapter 4 Job Analysis McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.
    • 2. Exhibit 4.1: Many Ways to Create Internal Structure 4-2
    • 3. Job AnalysisThe systematic process of collecting information that identifies similarities and differences in the work. 4-3
    • 4. Exhibit 4.3: Determining the Internal Job Structure 4-4
    • 5. Job-Based Approach: Most Common Why Perform Job Analysis? – Potential uses for job analysis have been suggested for every major personnel function  Type of job analysis data needed differs by function – Internal structure based on job-related information provides a work-related rationale for pay differences to both managers and employees 4-5
    • 6. Job-Based Approach: Most Common (cont.) Why Perform Job Analysis? (cont.) – In compensation, job analysis has two critical uses:  Establishes similarities and differences in the work contents of the jobs  Helps establish an internally fair and aligned job structure Key issue for compensation decision makers: – Ensuring that data collected are useful and acceptable to employees and managers involved 4-6
    • 7. Exhibit 4.5: Conventional Job Analysis Procedures 4-7
    • 8. Judging Job Analysis Reliability – Measure of consistency of results among various analysts, various methods, various sources of data, or over time Validity – Examines the convergence of results among sources of data and methods Acceptability Usefulness – Practicality of information collected 4-8
    • 9. A Judgment Call Work-related information is needed to determine pay, and differences in work determine pay differences – no satisfactory substitute Real issue should be: – “How much detail is needed to make these pay decisions?” 4-9

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