Linking Job Analysis and Pay It wasn't until the CEO's secretary, Fay Jacobs, retired that anyone in the Winnipeg Engineering Company's HRR department realized how much variation there was in the compensation of the company's secretaries

Subject:ManagementPrice:4.89 Bought12

Share With

Linking Job Analysis and Pay It wasn't until the CEO's secretary, Fay Jacobs, retired that anyone in the Winnipeg Engineering Company's HRR department realized how much variation there was in the compensation of the company's secretaries. To Tina Jessup, compensation specialist, it was quite apparent why there were inconsistent standards tor secretarial pay. With the advance of office-automation technology, managers' differing styles of delegation, and secretaries varying degrees of willingness to take on increasing managerial responsibilities, the job had assumed a variety of profiles. As the jobs now existed, it was quite likely that two individuals with the same title might be performing very different jobs. Knowing that updated job analysis information was essential and prepared for resistance from those who might want to protect their status and pay, Tina decided to use an objective method to gather intormation about each of the secretaries' jobs. She developed a questionnaire that she planned to distribute to each memberof the firms secretarial statf and his or her manager following a briet explanatory interview. The interviews would, she hoped, give her a chance to dispel fears on the part of any of the secretaries or managers that the purpose of the analysis was to eliminate jobs, reduce salaries, or lower the grade, level of positions. Before finalizing the questionnaire, Tina shared it with a small group of secretaries in her own department. Based on their input, she made some modifications, such as adding questions about the use of office technology and its impact on the job. [10/12, 23:15] Shahzeb: Linking Job Analysis and Pay It wasn't until the CEO's secretary, Fay Jacobs, retired that anyone in the Winnipeg Engineering Company's HRR department realized how much variation there was in the compensation of the company's secretaries. To Tina Jessup, compensation specialist, it was quite apparent why there were inconsistent standards tor secretarial pay. With the advance of office-automation technology, managers' differing styles of delegation, and secretaries varying degrees of willingness to take on increasing managerial responsibilities, the job had assumed a variety of profiles. As the jobs now existed, it was quite likely that two individuals with the same title might be performing very different jobs. Knowing that updated job analysis information was essential and prepared for resistance from those who might want to protect their status and pay, Tina decided to use an objective method to gather intormation about each of the secretaries' jobs. She developed a questionnaire that she planned to distribute to each memberof the firms secretarial statf and his or her manager following a briet explanatory interview. The interviews would, she hoped, give her a chance to dispel fears on the part of any of the secretaries or managers that the purpose of the analysis was to eliminate jobs, reduce salaries, or lower the grade, level of positions. Before finalizing the questionnaire, Tina shared it with a small group of secretaries in her own department. Based on their input, she made some modifications, such as adding questions about the use of office technology and its impact on the job. The questionnaire now covered nearly every aspect of the secretarial role, from processing mail, to making travel arrangements, to editing and preparing company correspondence, budgets, and reports. The questions also captured information about how much time was spent on each activity and how much supervision each task required. Tina hoped that in addition to establishing, standards on which Winnipeg Engineering could base a more equitable pay structure, the survey would allow the HR staff members to assess training needs, examine the distribution of work, determine accurate specifications for recruitment and selection, and develop employment tests to be used in the future. Just as Tina was about to begin the interviews and the distribution of questionnaires, she got a telephone call from Janet Fried, vice-president of sales. She had heard about the upcoming analysis and was very upset. Janet claimed to be worried about how much time Avril, the secretary assisting her, would have to take away from her work in order to meet with Tina and till out the questionnaire. She also expressed concern that Avril might feel that her job was threatened and start looking tor a position elsewhere. Tina agreed to meet with Janet to discuss her reservations, for which Janet thanked her profusely. Just betore hanging up, Janet added, "You know, Tina, I sure wouldn't want to see, Avril's job rated at a lower grade level than the secretary assisting the vice-president of operations!" Q: How should Tina address each of the concerns that Janet expressed?