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A. K. MOHAPATRA
SCHOOL OF MANAGEMENT
JOB EVALUATION A SYSTEMATIC PROCESS OF ANALYSING JOBS TO ASCERTAIN THEIR RELATIVE WORTH WITHIN THE ORGANISATION OBJECTIVES PROVIDES A STANDARD PROCEDURE DETERMINE HIERARCHY CONSISTENCY IN WAGE STRUCTURE MAINTAIN ACCURATE DATA REDUCE WAGE DISCRIMINATION
PRINCIPLES
- TRANSPARENCY - PROPER SELECTION OF FACTORS - PATICIPATION OF EMPLOYEES/UNIONS - JOB DESCRIPTION - SPECIFICATIONS - JOB EVALUATION PLAN- IMPLEMENATION
PROCEDURE
SCHOOL OF MANAGEMENT
METHODS
QUANITATIVE ANALYTICAL
NON-QUANTITATIVE NON-ANALYTICAL
SCHOOL OF MANAGEMENT
ELECTRICIAN
60 50 40 30 25
11 14 12 9 8
14 10 7 6 4
15 9 8 4 6
12 8 7 6 3
8 9 6 5 4
A JOB MAY RANK TOP ON ONE FACTOR AND LOW ON ANOTHER FACTOR. AFTER JOBS ARE ASSIGNED LEVELS AGAINST EACH FACTOR, POINTS ARE ALLOCATED TO EACH FACTOR AND TOTAL POINTS INDICATE WAGE RATES
SCHOOL OF MANAGEMENT
POINT RATING METHOD Job factors Minimum I 1. Responsibility a. Safety of others b. Equipment and material c. Assisting trainees d. Product/Service quality Skill a. Experience b. Education/training Effort a. Physical b. Mental Working Conditions a. Unpleasant condition b. Hazard Low II Levels Moderate III High IV
25 20 5 20 45 35 25 35 20 20
50 40 20 40 90 70 50 70 40 40
2.
3. 4.
. . . . .
110
90
EVALUATED POINTS
SCHOOL OF MANAGEMENT
RANKING OR GRADING METHOD PUTS JOBS IN LEVELS DEPENDING ON SIMPLE TO COMPLEX TASKS MERITS - LOGICAL - OBJECTIVE - JUSTIFIES WAGE DIFFERENTIALS - FITTING NEW JOBS INTO EXISTING STUCTURE - DATA CAN BE USED AS HRIS
DEMERITS - MAINTENANCE IS DIFFICULT - LOWER RATED EMPLOYEES ARE DISSATISFIED ( ALL ARE LOWER TO SOMEONE ) - CREATES FEARS WHEN JOBS ARE EVALUATED THE LATEST ALTERNATIVE IS DECISION BANK METHOD (DBM) DEVELOPED BY THOMAS T PATERSON AND REFINED BY ERNST AND YOUNG WHERE SCOPE TO TAKE DECISIONS DETERMINE THE RELATIVE WORTH OF A JOB
SCHOOL OF MANAGEMENT
COMPONENTS OF REMUNERATION
FIXED BASE SALARY- SCALE OF PAY - INCREMENTS DA-CONSUMER PRICE INDEX - EXTENT OF NEUTRALISATION HRA PF GRATUITY PENSION OR SUPERANNUATION SCHEMES
SCHOOL OF MANAGEMENT
VARIABLE PIECE RATE STANDARD HOUR PLAN COMMISSIONS INDIVIDUAL AND/OR GROUP INCENTIVE PLAN PROFIT SHARING GROUP - CURRENT OR DEFFERRED EMPLOYEE STOCK OPTION PLAN UP-GRADATION OF LEVEL OF THE POST OVERSEAS ASSIGNMENTS - INCOME TAX RELIEF MEDICAL EXPENSES ENTERTAINMENT EXPENSES LTC LEAVE TRAVEL COMPENSATION
SCHOOL OF MANAGEMENT
BENEFITS TRANSPORTATION - CONVEYANCE ALLOWANCE - CAR LOANS - HOUSING - CAR MARRIAGE SUBSIDISED CANTEEN EDUCATIONAL FACILITIES MEDICAL FACILITIES TELEPHONES MOBILE INTERNET ENCASHMENT OF LEAVE EMPLOYMENT OF CHILDREN INSURANCE CITY COMPENSATORY ALLOWANCE CRECHE MATERNITY LEAVE WORK FROM HOME FACILITIES DURING WORK OUTSIDE VISITS ABROAD
SCHOOL OF MANAGEMENT
WAGE AND SALARY CONCEPT MINIMUM WAGE FAIR WAGE - LIVING WAGE OBJECTIVES ATTRACT AND RETAIN TALENT MOTIVATE FOR HIGHER PERFORMANCE MEET LEGISLATIVE REQUIREMENTS KEEP COST OF PEOPLE WITHIN LIMITS FACTORS AFFECTING WAGE AND SALARY LEVEL
CONTRIBUTION OF THE INDIVIDUAL COLLECTIVE BARGAINING PROCESS ECONOMIC CONDITION COST OF LIVING REMUNERATION IN COMPARABLE INDUSTRIES CAPACITY OF THE INDUSTRY TO PAY LEGISLATION
SCHOOL OF MANAGEMENT
WAGE DIFFERENTIALS WAGE REASONS DIFFERENCE IN SEX,SKILLS,AGE,EXPERIENCE VARYING DEGREE OF SKILL, KNOWLEDGE, DEMAND-SUPPLY COST OF LIVING,COLLECTIVE BARAGAINING POWER
INTERPERSONAL
INTER-OCCUPATION
INTER-AREA
INTER-INDUSTRY
SCHOOL OF MANAGEMENT
DESIGN OF COMPENSATION PACKAGE INTERNAL AND EXTERNAL EQUITY FIXED AND VARIABLE
SCHOOL OF MANAGEMENT
IMPORTANT ASPECTS
WAGE BOARDS PAY COMMISSIONS IMPLICATIONS DURING LATERAL ENTRIES FITMENT ON PROMOTION MERGERS - DEPUTATION - ABSORPTION
SCHOOL OF MANAGEMENT