Abstract:j ob a na lysi s v e r su s g rou n de d t h e ory 753 suggest that qualitative methods training be instituted as part of the gold standard of I-O psychology training. We hope, too, that the success stories we outlined above underscore the rigor and quality of qualitative methods in both research and applied endeavors. Moreover, we hope that qualitative methods training can be met not with begrudging acceptance but with enthusiasm, as a valuable skill set. As organizational scientists, we study vexing and comp… Show more
“…Methods of job analysis and job evaluation captured reliable and valid job data. Thus, “tried-and-true” methods in job analysis and compensation can be generalized to particular jobs in a unique industry (Brawley & Pury, 2016). This speaks highly for future studies where applied researchers want to explore new areas with traditional methods.…”
Section: Discussionmentioning
confidence: 99%
“…The first step included collecting as much preliminary job data as possible. Brawley and Pury (2016) state that the collection of such information provides a rich understanding about a job under study and the setting in which the job operates. Thus, physical documents were gathered from various sources (AACT, 2020; Art Directors Guild, 2016; Chawla, 2018; CPETF, 2018; Format Team, 2018; James, 2018; Nadoolman Landis, 2020).…”
Section: Methodsmentioning
confidence: 99%
“…Job analysis can be conducted in various ways, including interviews with subject matter experts (SMEs), questionnaires completed by SMEs, observations of job holders completing their tasks, or a combination of approaches (Brawley & Pury, 2016). This study incorporated a combination of job analysis interviews and questionnaires.…”
Section: Methodsmentioning
confidence: 99%
“…The use of job analysis and job evaluation is paramount in the determination of comparability of jobs and, in turn, pay-rates in organizations and industries. Job analysis refers to a process of collection, analysis, and synthesis of job data for a position in an organization or economic industry (Brawley & Pury, 2016). Various methods include interviews with subject matter experts (SMEs), questionnaires completed by SMEs, observations of job holders completing their tasks, or some combination of these methods.…”
Section: Job Analysis and Job Evaluation In Pay Administrationmentioning
This study examines the similarity of two unique positions in Hollywood—a costume designer and a production designer. It applies traditional job analysis and job evaluation methods in an industry with little history of doing so. Job data from interviews, questionnaires, and secondary sources were content analyzed for themes and categories. Quantitative data were collected and analyzed for supplemental evidence in comparing the similarity of the two positions. The study incorporated criteria from the California Fair Pay Act of 2016 in the assessment. Eight subject matter experts (SMEs) provided both narrative and quantitative data in response to the comprehensive job analysis. The results of the study show that these positions are sufficiently similar according to the criteria set forth in the California Fair Pay Act, raising issues concerning observed pay disparities between these positions. The findings also support the use of traditional methods of human resource management and industrial and organizational psychology in novel industries with unique positions. Finally, conclusions, limitations and implications are considered.
“…Methods of job analysis and job evaluation captured reliable and valid job data. Thus, “tried-and-true” methods in job analysis and compensation can be generalized to particular jobs in a unique industry (Brawley & Pury, 2016). This speaks highly for future studies where applied researchers want to explore new areas with traditional methods.…”
Section: Discussionmentioning
confidence: 99%
“…The first step included collecting as much preliminary job data as possible. Brawley and Pury (2016) state that the collection of such information provides a rich understanding about a job under study and the setting in which the job operates. Thus, physical documents were gathered from various sources (AACT, 2020; Art Directors Guild, 2016; Chawla, 2018; CPETF, 2018; Format Team, 2018; James, 2018; Nadoolman Landis, 2020).…”
Section: Methodsmentioning
confidence: 99%
“…Job analysis can be conducted in various ways, including interviews with subject matter experts (SMEs), questionnaires completed by SMEs, observations of job holders completing their tasks, or a combination of approaches (Brawley & Pury, 2016). This study incorporated a combination of job analysis interviews and questionnaires.…”
Section: Methodsmentioning
confidence: 99%
“…The use of job analysis and job evaluation is paramount in the determination of comparability of jobs and, in turn, pay-rates in organizations and industries. Job analysis refers to a process of collection, analysis, and synthesis of job data for a position in an organization or economic industry (Brawley & Pury, 2016). Various methods include interviews with subject matter experts (SMEs), questionnaires completed by SMEs, observations of job holders completing their tasks, or some combination of these methods.…”
Section: Job Analysis and Job Evaluation In Pay Administrationmentioning
This study examines the similarity of two unique positions in Hollywood—a costume designer and a production designer. It applies traditional job analysis and job evaluation methods in an industry with little history of doing so. Job data from interviews, questionnaires, and secondary sources were content analyzed for themes and categories. Quantitative data were collected and analyzed for supplemental evidence in comparing the similarity of the two positions. The study incorporated criteria from the California Fair Pay Act of 2016 in the assessment. Eight subject matter experts (SMEs) provided both narrative and quantitative data in response to the comprehensive job analysis. The results of the study show that these positions are sufficiently similar according to the criteria set forth in the California Fair Pay Act, raising issues concerning observed pay disparities between these positions. The findings also support the use of traditional methods of human resource management and industrial and organizational psychology in novel industries with unique positions. Finally, conclusions, limitations and implications are considered.
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