Women, Work, and Wages Equal Pay for Jobs of Equal Value (1981) / Chapter Skim
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Minority Report
Minority Report
Pages 115-130
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From page 115... ...
H Hcacman, Jr., ads., Bumau of National Affairs, 1974; chapters on "Job and Task Analysis" and "Job Evaluation" us Indus~l Engu~cenng Handbook, G
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From page 116... ...
In the case of this committee there was no member who was a full-time practitioner in the field of job evaluation, and only a very few members had had any specific experience with, or involvement with, practical job evaluation procedures or with the job analysis processes that are basic to job evaluation and wage determination. The original committee appointments did include an industnal engineer who was deeply involved in job evaluation processes as a consultant, but he resigned shortly after the committee was formed because of possible conflict of interests.
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From page 117... ...
Such alleged discrimination is sometimes referred to as ~nstitutional discrimination, the theory being that cultural and other factors have resulted in the "tracking', of women into such jobs, with accompanying pay scales below what they ''should be." The argument that differences in the pay of women's jobs and men's jobs reflect a form of discnmination has given rise to the concept of equal pay for comparable work (or for work of comparable value or equal value) , the implication being that there is some concept of comparability of jobs that would make it possible to justify the establishment of equal pay for jobs that are different in content but comparable in terms of the concept of worth or value.
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From page 118... ...
In the first place, if the jobs in question have identical counterparts in the labor market, the prevailing pay rates (or pay ranges) can be used directly for setting pay scales within the organization In thin Anna ^1~^ _~ -__ ~ -~"l~l~ll ~ use some rype of job evaluation system for setting the compensation rates forits jobs.2 The most effective 2 Age commInBt's UltCnm Sport (Trcim-, 1979)
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From page 119... ...
to such procedures in saying: "Moreover, methods of systematic job analysis, such as structured job analysis and task analysis, ought to be explored for their applicability to job evaluation particular, the job component method of job evaluation (McCormick aDd Dgen, 1980:Ch.
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Several researchers have clearly shown how data obtained with structured job analysis questionnaires can be used for such key personnel administrative functions as job evaluation. Structured job analysis procedures have two possible applications that are directly relevant to the interests of the committee, these two applications being closely related.
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The second possible application of data from structured job analysis questionnaires that would be relevant to the charge of the committee th regard to their use in job evaluation. Their use for this purpose is distinctly different from conventional job evaluation methods in that the judgmental evaluation process is eluntnated, the job values berg denved statistically.
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From page 122... ...
This is done by "building up" the total value for each job from the indexes of the relevance of the individual components to the job, In combination with the money values of the components as previously derived from the original sample of jobs as described in steps 1 and 2. (A more specific description of the job component method of job evaluation can be found in Appendix B.)
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From page 123... ...
Thus, it is believed that such structured job analysis questionnaires could serve as the basis for determining the "comparability of jobs if ultimately the law or the courts would provide the basis for "equal pay for comparable work" as contrasted with '6equal pay for equal work." In summary, ~ would like to emphasize the point that there have been significant developments in the past couple of decades in the development and use of systematic methods of analysis of human work and in the use of such methods for venous practical purposes such as the quantitative comparison of jobs with each other, the identification of job types or job families, and job evaluation. There seems to be no question but that the nature and scope of these developments have~substantial potential relevance to the objectives of the committee.
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It is expected that there are certain types of occupational areas for which task inventories might not be feasible. The second type of structured job analysis questionnaire provides for the analysis of jobs in terms of more generalized, basic human job behaviors that transcend or cut across occupational areas.
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Such scores represent a "profile" for the job, and can be used as quantitative mdexes of the dimensions. APPENDIX B: THE JOB COMPONENT METHOD OF JOB EVALUATION Me job component method of job evaluation is based on the use of a structured job analysis questionnaire in the analysis of jobs.
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From page 126... ...
If, collectively, data on the "`ralues" of the job components of a structured job analysis questionna~re predict going rates of pay tenth acceptable accuracy for a sample of jobs, these money values can then be used as the basis for the estimation of total rates of pay for other jobs. In a sense, then, the central objective of the job component method of job evaluation is to develop regression equations that, by and large, reflect the approximate contributions of different job components to the market values of jobs.
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E~luadon of die Divide Colps task analysis program. California State University, Los Angeles, July 197S.
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. Tic use in job evaluation of job clemcuts sad job dimensions based on the Position Analysis Qucstionnairc.
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H Evaluation of the Manne Corps Teslc Analysis Program, Technical Report No.
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P Job types of communications officers, USAF, Pcrsonscl Research I^boratory, Technical Report No.
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