[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-0-en-105":3,"doc-seo-447181-105":59,"doc-detail-447181-en":124},{"code":4,"msg":5,"data":6},0,"success",[7,13,18,23,28,33,38,43,48,51,55],{"id":8,"doc_module":4,"doc_module_name":9,"category_name":10,"show_sort_weight":11,"slug":12},1,"Document","Story & Novel",90,"story-novel",{"id":14,"doc_module":4,"doc_module_name":9,"category_name":15,"show_sort_weight":16,"slug":17},2,"Literature",80,"literature",{"id":19,"doc_module":4,"doc_module_name":9,"category_name":20,"show_sort_weight":21,"slug":22},4,"Exam",70,"exam",{"id":24,"doc_module":4,"doc_module_name":9,"category_name":25,"show_sort_weight":26,"slug":27},5,"Comic",60,"comic",{"id":29,"doc_module":4,"doc_module_name":9,"category_name":30,"show_sort_weight":31,"slug":32},6,"Technology",50,"technology",{"id":34,"doc_module":4,"doc_module_name":9,"category_name":35,"show_sort_weight":36,"slug":37},7,"Healthcare",40,"healthcare",{"id":39,"doc_module":4,"doc_module_name":9,"category_name":40,"show_sort_weight":41,"slug":42},8,"Research & Report",30,"research-report",{"id":44,"doc_module":4,"doc_module_name":9,"category_name":45,"show_sort_weight":46,"slug":47},9,"Religion & Spirituality",20,"religion-spirituality",{"id":46,"doc_module":4,"doc_module_name":9,"category_name":49,"show_sort_weight":46,"slug":50},"World Cup","world-cup",{"id":52,"doc_module":4,"doc_module_name":9,"category_name":53,"show_sort_weight":52,"slug":54},10,"Lifestyle","lifestyle",{"id":56,"doc_module":4,"doc_module_name":9,"category_name":57,"show_sort_weight":24,"slug":58},19,"General","general",{"code":4,"msg":60,"data":61},"ok",{"site_id":62,"language":63,"slug":64,"title":65,"keywords":66,"description":67,"schema_data":68,"social_meta":117,"head_meta":119,"extra_data":121,"updated_unix":123},105,"en","job-evaluation-the-university-of-connecticut-experience","Job Evaluation - The University of Connecticut Experience","","The document explains how the University of Connecticut designed and implemented a four-factor, equally weighted job classification system to support pay equity. It details the evaluation factors—knowledge base, independent action, leadership, and complexity/variety—along with how job descriptions were standardized, reviewed, and scored by a committee. It also describes the unionized bargaining structure for non-faculty professionals and the practical, often frustrating, multi-year process of conducting the study and negotiating 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four factors does the University of Connecticut use to evaluate jobs?","Question",{"text":106,"@type":107},"The system uses knowledge base, independent action, leadership, and complexity/variety as equally weighted criteria for job evaluation.","Answer",{"name":109,"@type":104,"acceptedAnswer":110},"How does the document describe pay equity and comparable worth?",{"text":111,"@type":107},"Pay equity and comparable worth are presented as being used interchangeably to mean equal or comparable payment for work of comparable value, with differences noted between internal organizational interpretations and broader arguments in the labor movement.",{"name":113,"@type":104,"acceptedAnswer":114},"What is the role of job classification in determining salaries?",{"text":115,"@type":107},"A job evaluation or classification system establishes comparability of duties through relative point distributions tied to salary ranges, while other influences like compensation structures and the market can still affect individual pay.","https://schema.org",{"og:url":83,"og:type":118,"og:title":65,"og:site_name":90,"og:description":67},"article",{"robots":120,"canonical":83},"index,follow",{"doc_id":122,"site_id":62},447181,1790719168,{"code":4,"msg":5,"data":125},{"doc_id":122,"user_id":126,"nickname":87,"user_avatar":127,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":128,"file_id":129,"file_url":130,"file_type":131,"file_size":132,"view_count":4,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":44,"language":133,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":134,"faqs":135,"seo_title":136,"seo_description":67,"update_tm":123,"read_time":137},962084928904,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","October 1985  \n# Job Evaluation:The University of Connecticut Experience\n\nThe job classification system used by theUniversity is a four-factor,equally-weight-ed system based on recommendations out-lined in an article by Douglas MacLean,\"Development of a Classification Plan anda Related Pay Plan,\"(lournal of the Col-lege and University Personnel A ssociation,February 1968).The criteria usually asso-ciated with comparable worth weredeveloped by Hays Associates.They areskill,effort,responsibility,and workingconditions.The factors or criteria used toevaluate jobs at the University of Con-necticut are knowledge base,independentaction,leadership,and complexity/variety.Knowledge base is the amount of educa-tion and/or experience necessary to per-form the duties in the job description.In-dependent action refers to the amount ofdecision making within the control of theemployee.Leadership implies the overallimpact and influence of the position,notmerely the direct supervision of otheremployees.Complexity and variety meansthe level of difficulty in the work and thevariety of duties performed.  \nIt seemed like the study went on foreveras each employee described duties and assupervisors answered questions about theposition's importance to the University.The job descriptions were translated intoa standard format and consistent languageby the Office of Labor Relations.Each em-ployee had the opportunity to review thiscomposite job description before the scor-ing committee evaluated the position.Ittook four years to complete the study.  \nIn the meantime,library employees andthe library administration recognized thatlibrary personnel were not adequately paid,but few internal avenues to rectify thesituation were available.Previous contracts  \nHelen Lewis  \nProfessional employees in the Universityof Connecticut Library System madesignificant gains in salary and in therecognition of the relative value of theirwork as a result of a recently concludedjob classification study and the subse-quent negotiation of both the classifica-tion system and the salary schedule.Theprocess that achieved these results wascomplicated and often frustrating,butfor most library employees a sense ofachievement and satisfaction prevails  \nAll non-faculty professionals at the Uni-versity of Connecticut are unionized andare represented by the University of Con-necticut Professional Employees Associa-tion,CSFT/AFT/AFL-CiO\\#3695(UCPEA).The bargaining unit as formedin 1976 includes librarians,library assist-ants,archivists,computer programmers,student service personnel,nurses,and awide variety of other professional posi-tions.The bargaining unit has about 650members and about 50 non-memberswho pay an agency fee instead of dues.Library employees comprise about one-sixth of the unit which is 60%women.The composition of the unit provides agood variety of traditionally male profes-sions and traditionally female positions.  \nIf effect,until the implementation of thejob classification study,no classificationsystem existed that would identify therelative value of positons within the Uni-versity.In the absence of a system show-ing comparability among assignments,norational,let alone equitable,pay systemexisted.Employees had job descriptions,and the University assigned titles from anumber of series(e.g.,University Educa-tional Assistant,University Librarian,University Library Assistant),but thesystem was chaotic and ful of disparities.  \nThe first phase of job classification beganin 1979 with a joint labor/managementcommittee to recommend alternatives toan unworkable arrangement.The com-mittee recommended that an entirely newsystem of payrolltitles be considered.The UCPEA and the University thenagreed contractually to permit the Uni-versity to conduct a job classificationstudy.  \nAt that point,it is doubtful that anyone inthe Library understood pay equity or com-parable worth as economic concepts.Al-though lately the idea is a hot topic forthe labor movement and for librarians,un-fort","cbCaitjVGlHx6yZE","https://ap.wps.com/l/cbCaitjVGlHx6yZE","pdf",3074166,"English","# Job classification system design\n## Evaluation factors and definitions\n## Standardization, scoring, and anonymity\n# Bargaining unit and organization context\n## Union representation and membership composition\n## Concepts of pay equity and comparable worth\n# Process and implementation timeline\n## Early problems without a system\n## Committee phases and consultant-like approach","[{\"question\":\"What four factors does the University of Connecticut use to evaluate jobs?\",\"answer\":\"The system uses knowledge base, independent action, leadership, and complexity/variety as equally weighted criteria for job evaluation.\"},{\"question\":\"How does the document describe pay equity and comparable worth?\",\"answer\":\"Pay equity and comparable worth are presented as being used interchangeably to mean equal or comparable payment for work of comparable value, with differences noted between internal organizational interpretations and broader arguments in the labor movement.\"},{\"question\":\"What is the role of job classification in determining salaries?\",\"answer\":\"A job evaluation or classification system establishes comparability of duties through relative point distributions tied to salary ranges, while other influences like compensation structures and the market can still affect individual pay.\"}]","Job Evaluation - The University of Connecticut Experience | PDF",23]