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VII. Discussion Questions and Suggested Answers
6.1. Discuss the differences between job analysis and job evaluation. How do
these practices help establish internally consistent job structures?
Answer to this question can be found in the MyLab
6.2. Conduct a job analysis of a person you know, and write a complete job
description according to the principles described in this chapter. In class, be
prepared to discuss the method you used for conducting the job analysis and
some of the challenges you encountered.
The student response to this question will depend on the job selected. The job
description should summarize the job’s purpose and list its tasks, duties, responsibilities,
as well as the KSA’s necessary to perform the job at a minimum level. The description
should include:
6.3. This chapter provides rationale for conducting job analysis, and it indicates
some of the limitations. Take a stand for or against the use of job analysis,
and provide convincing arguments for your position.
The general purpose of job analysis is to record the requirements of a job and the work
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6.4. Respond to the statement “Building an internally consistent job structure is
burdensome to companies. Instead, it is best to simply define and evaluate
the worth of jobs by surveying the market.”
Answer to this question can be found in the MyLab
6.5. Do you consider job evaluation to be an art or a science? Please explain.
VIII. End of Chapter Case; Instructor Notes, and Questions and Suggested
Student Responses
Case Name: Internal Consistency at Customers First
Instructor Notes
Many organizations that experience rapid growth set pay in response to the external
market. Such a strategy can be useful in recruiting the right talent for a start-up
organization. However, internal consistency of pay rates is often overlooked leading to
more long-term concerns for an organization. Such inconsistency can cause feelings of
inequity among employees and can lead to employee dissatisfaction and turnover.
Further, if the inconsistencies fall along a particular protected class (i.e. those who feel
they are paid less are in workgroups comprised mostly of females), a company could face
some legal challenges. A formal job analysis and job evaluation process that establishes
an internally consistent pay structure can alleviate these concerns.
Suggested Student Responses:
6.6. Do you think that job analysis and job evaluation will benefit Customers
First?
Answer to this question can be found in the MyLab
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6.7. What is your opinion on Joan’s view on job analysis and job evaluation?
6.8. What do you recommend Customers First do? Why?
IX. Crunch the Numbers! Questions and Suggested Student Responses
6.9. Refer to Step 5 in the discussion of the point method (in this chapter), and let’s
assume that the total possible number of job evaluation points is 875 rather than
1,000. Based on the following weighting scheme, what is the possible maximum
value of each compensable factor?
• Skill: 20%
• Effort: 15%
• Responsibility: 60%
• Working Conditions: 5%
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AACSB: Application of knowledge
6.10. The sample worksheet (Table 6-9) shows point values for each compensable
factor degree. Based on the information provided in and your answers to
question 6-9, calculate the revised amounts.
Compensable Factor 1 2 3 4 5 Total
Skill 35 70 105 140 175 175
6.11. Based on the revised sample worksheet (question 6-10), calculate the job point
total with the following degree selection per compensable factor:
• Skill: 3
• Effort: 3
• Responsibility: 5
• Working Conditions: 1
Compensable Factor 1 2 3 4 5 Total
Skill 35 70 105 140 175 175
Learning Objective: 6-4. Summarize various job evaluation techniques.
AACSB: Application of knowledge
X. Assisted-graded Questions
6-12. Why must a job analysis be reliable and valid? What can compensation
professional do to ensure that a job analysis is reliable and valid?
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Answer to this question can be found in the MyLab
6.13. After completing the job analysis, your boss has asked you to conduct a
job evaluation of the various positions in the company. Detail the steps
you would take in accomplishing this task.
Answer to this question can be found in the MyLab
6-14. MyManagementLab Only – comprehensive writing assignment for this
chapter
XI. Additional Case from the MyManagementLab Website; Instructor Notes,
and Questions and Suggested Student Responses
Case Name: Shifting Incentives at TechEx Repair
Instructor Notes
Companies should design pay systems to direct employees to behave in a way that
benefits the company. In this case, the technicians’ inability to perform multiple types of
repairs affects the company’s overall productivity. While the current bonus system
encourages hard work, if some technicians are idle while work is waiting, the company is
not reaching optimum productivity levels. In order for a pay-for-knowledge program to
be effective, it must be carefully designed and the company must be willing and able to
put the right resources in place to provide the necessary training and support.
Suggested Student Responses:
6.15. What are advantages of shifting to a pay-for-knowledge program at TechEx
Repair?
Employees may find their jobs more satisfying as they will expand the type of work
AACSB: Analytical thinking
6.16. What are advantages of keeping the company’s current bonus plan?
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A pay-for-knowledge program can increase overall training and labor costs, without
6.17. What do you think TechEx should do?
Student answers may vary here, but they should provide support for their opinion.
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