What are the compensable factors that are used in a point method job evaluation?
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b. Fals e ANSWER: True
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b. Fals e ANSWER: True
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: s: e: Chapter 8 - Evaluating Jobs: The Point Method of Job Evaluationb. Fals e ANSWER: Fals e
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b. total points c. factor degrees d. competencies ANSWER: d
b. It helps to establish internal equity among jobs. c. It helps to establish market rates for jobs. d. It has a high degree of precision. ANSWER: c
: s: e: Chapter 8 - Evaluating Jobs: The Point Method of Job Evaluationc. degree 3: three year college diploma or university degree d. degree 4: completion of grade 9 ANSWER: d
b. weighting the factors c. scaling the factors d. testing the system ANSWER: b
b. the statistical analysis method c. the testing and functional method d. the benchmark scallion method ANSWER: b
b. job information provided to the evaluators c. evaluators using the wrong benchmarks d. degree of definition provided to the evaluators ANSWER: c
b. market comparators c. market calibrators d. compensable jobs ANSWER: a
: s: e: Chapter 8 - Evaluating Jobs: The Point Method of Job Evaluationb. There is too much spread in job evaluation points between low-value and high-value jobs. c. There is not sufficient spread in job evaluation points between low-value and high- value jobs. d. Lower-value jobs appear to be compensated above market rates. ANSWER: c
b. the relationship of job evaluation results to market pay rates c. the relationship of job evaluation results to a firm’s pay grades d. a pay rate based on a market survey ANSWER: b
b. There is an inverse relationship between job evaluation points score and pay levels. c. Your regression equation has a very steep upwards slope. d. There is very little relationship between job evaluation points score and pay levels. ANSWER: b
b. Determine if the wrong factors have been included in the job evaluation system. c. Adjust the point totals of the outlier jobs to improve the correlation coefficient. d. Examine whether jobs have been badly evaluated. ANSWER: c
b. factor overlaps c. gender bias d. inconsistent construct ANSWER: d
b. pay equity adjustments to be made : s: e: Chapter 8 - Evaluating Jobs: The Point Method of Job Evaluation
b. broad banding c. market anchor d. step progression ANSWER: a
b. Pay grades create less stability for the pay system. c. There may be pressure to reclassify borderline jobs or to promote people to get more money. d. Similar jobs are grouped into the same grades. ANSWER: c
b. It decreases the level of flexibility within the pay grades. c. It tends to lead to “skinny” pay grades. d. Jobs with significantly different scores end up in the same “band.” ANSWER: d
b. Increase the grade widths for higher-value jobs but not necessarily by an equal percentage. c. Reduce the number of pay grades by creating large bands. d. Make the point spreads equal for all pay grades. ANSWER: d
b. range spreads c. overlaps between ranges d. pay grade size ANSWER: a
b. A living wage tends to be higher than the minimum wage. c. The minimum wage tends to be higher than a living : s: e: Chapter 8 - Evaluating Jobs: The Point Method of Job Evaluationwage. d. A living wage is two times the minimum wage. ANSWER: b
b dollar differences between the range midpoint and the range minimum, and between the range midpoint and the range maximum c. wider range spreads for higher pay grades d overlaps between pay ranges ANSWER: d
b. An equal approach method was used to establish pay grades. c. An equal percentage method was used to establish pay grades. d. Poor benchmark jobs were used to establish pay grades. ANSWER: a Subjective Short Answer
The main steps in developing a point method of job evaluation system are as follows: identify the compensable factors, scale the factors, weight the factors, and apply and test the system. Appropriate compensable factors are those characteristics of jobs that are valued by the organization and differentiate jobs from one another. The four main categories of factors include: skill, effort, responsibility, and working conditions. Scaling involves breaking down the factors into major categories (i., universal factors, sub-factors, and degrees or levels). In “scaling the factors,” the objective is to create a scale for each factor that reliably measures the extent to which that factor is present in a given job. Determining the relative weight for each factor is based on how the organization values each factor. Although it can be done statistically, this is very rare, and it is generally a judgmental process. Once the weightings are determined, points are assigned across factors, sub-factors, and degrees. The total point value of each job is determined using the system. The resulting hierarchy of jobs is tested to determine validity (i., if the system is actually a true measure of relative job worth) and for reliability (i., if the results come out the same when the system is applied by different evaluators). If so, the system must then be calibrated to the market, using benchmark jobs and market comparator jobs. This provides the opportunity to test for market fit, as well as testing for other potential problems.
ANSWER : The advantages of this system include a high degree of precision in measuring jobs; it’s easy to apply with consistency; it provides an ordering of jobs and relative value of What are the 3 compensable factors in job evaluation?Typically the compensable factors include the major categories of:. Skill.. Responsibilities.. Effort.. Working Conditions.. What is an example of a compensable factor that can be used by point job evaluation systems?Primary compensable factors of a job evaluation plan
These factors include: Skills (years of experience, level of education and overall ability)
What are compensable factors explain their role in the point factor method?Compensable factors form a basis for judging job value and should represent elements common to the jobs you wish to evaluate. The compensable factors are generally grouped into a few major categories, such as: Skill. Responsibilities.
What is the point factor method of job evaluation?The point factor method is a commonly used quantitative technique. This approach breaks down jobs into compensable factors identified during a job analysis. Points are assigned to the factors, and a pay structure is established for the position.
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