CAPSTONE

CASE:
At the International Academy, a school operating in the suburb, the use of the following job
titles, Registrar Staff, Accounting Staff, Library Staff, and Office Staff, was common. All
employees assigned in the department or unit have the same job title despite differences in the
tasks each employee performs. However, their rate of pay is different from each other because it
is dependent on their rank which is based on the following factors: Educational attainment,
performance and length of service. Ranking of jobs is done every two years by a committee
whose members are appointed by the administration.

QUESTIONS:
1. Do the practice of having common job titles assigned in the same department
sound?
 No, because the practice does not emphasize the things which makes one job different
from another. Job titles help employees understand their organizational fit and the
jobs he/she is expected to do on his/her particular job.
2. In what ways does this practice conflict with sound job evaluation principles?
 The practice of having the same job title in a department or unit despite differences in
tasks does not have a clear definition. Jobs must be clearly defined such that they are
identifiable and easily distinguishable. These jobs must be part of the job description.
 The factors (Educational attainment, performance and length of service) used in
ranking and difference in pay is not a sound job evaluation principle. The concern of
rating the job and not the man does not describe a sound job evaluation. Job
evaluation must be concerned with the job and not with the person. It is the job
that has to be evaluated and not the person.
 Job understanding and assessment was not followed: The assessment has to be
carried out in an acceptable manner and by competent people. Further, it is based on
judgement and not on a scientific method. Job evaluators need to have deep insights
into the job design process. They must have a methodical understanding of various
tasks involved. The job holder, Direct Supervisor, Department Head, and Job Analyst
 are the involved individuals during a job evaluation and not just appointed by the
administration.
3. Do you consider this a problem? Why? What approach would you suggest to control
this problem?
 Yes, because some employees may think that they have more responsibility than
others with the same job title even if they don’t. Even if responsibility is factored into
employee job titles, some employees are bound to believe they hold more
responsibility than others in the same position.
 We have to understand that employees want same responsibilities as co-workers with
same job titles. People want to be treated fairly at work, so companies must provide
their employees with job titles that honestly represents the workload they have.
Employees prefer workers with the same title to hold the same level of responsibility,
which is the accountability and control employees hold over themselves and,
sometimes, others.
 Job titles are important to the career growth of employees and to the organizational
efficiency of companies. Creating job titles that provide employees a sense of internal
purpose and external legitimacy is important for any businesses.
 The approach needed in order to control this problem is to do a Job Analysis. I will
conduct a job analysis in one of the two ways. Either I will use a questionnaire (with
both structured as well as unstructured questions), the interview method, and the
observation method. Job Analysis is a primary tool to collect job-related data. The
process results in collecting and recording two data sets including job description and
job specification.