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Job evaluation

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A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. Job evaluation needs to be differentiated from job analysis. Job analysis is a systematic way of gathering information about a job. Every job evaluation method requires at least some basic job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation begins with job analysis and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs.


1 Features 2 Process of job evaluation o o 2.1 Installing the programme 2.2 Reviewing periodically

3 Benefits 4 Job evaluation methods o o o o o 4.1 Ranking method 4.2 Classification method 4.3 Factor comparison method 4.4 Point method 4.5 Market Pricing

5 Merits and demerits 6 Limitations of job evaluation 7 Concept of job design 8 Techniques for designing jobs o o o o 8.1 Job simplification 8.2 Job enlargement 8.3 Job rotation 8.4 Job enrichment


The purpose of job evaluation is to produce a defensive[clarification needed] ranking of jobs on which a rational and acceptable pay structure can be built. The important features of job evaluation may be summarised thus:

It tries to assess jobs, not people. The standards of job evaluation are relative, not absolute. The basic information on which job evaluations are made is obtained from job analysis. Job evaluations are carried out by groups, not by individuals. Some degree of subjectivity is always present in job evaluation. Job evaluation does not fix pay scales, but merely provides a basis for evaluating a rational wage structure.

Purpose of Job evaluation

Balance 2 goals: Job evaluation aims at balancing two goals i.e., internal equity and external competitiveness. internal equity:- paying different jobs differently, based on what the job entails. And, external competitiveness :- Paying satisfactory performers what the market is paying.

Focus on job content: - It basically focus on what each individual is doing their part of the jobs efficiently and effectively.

Ranks all jobs :- It seeks to rank all the jobs in a hierarchy with in a hierarchy. This helps to create job structure as well as payment structure for the organization.

Process of job evaluation[edit]

The process of job evaluation involves the following steps:

Gaining acceptance: Before undertaking job evaluation, top management must explain the aims) and uses of the programme to theemployees and unions. To elaborate the programme further, oral presentations could be made. Letters, booklets could be used to classify all relevant aspects of the job evaluation programme.

Creating job evaluation committee: It is not possible for a single person to evaluate all the key jobs in an organisation. Usually a job evaluation committee consisting of experienced employees, union representatives and HR experts is created to set the ball rolling.

Finding the jobs to be evaluated: Every job need not be evaluated. This may be too taxing and costly. Certain key jobs in each department may be identified. While picking up the jobs, care must be taken to ensure that they represent the type of work performed in that department.

Analysing and preparing job description: This requires the preparation of a job description and also an analysis of job needs for successful performance .

Selecting the method of evaluation: The most important method of evaluating the jobs must be identified now, keeping the job factors as well as organisational demands in mind.

Classifying jobs: The relative worth of various jobs in an organisation may be found out after arranging jobs in order of importance using criteria such as skill requirements, experience needed, under which conditions job is performed, type of responsibilities to be shouldered, degree of supervision needed, the amount of stress caused by the job, etc. Weights can be assigned to each such factor. When we finally add all the weights, the worth of a job is determined. The points may then be converted into monetary values.

Installing the programme[edit]

Once the evaluation process is over and a plan of action is ready, management must explain it to employees and put it into operation.

Reviewing periodically[edit]
In the light of changes in environmental conditions (technology, products, services, etc.) jobs need to be examined closely. For example, the traditional clerical functions have undergone a rapid change in sectors like banking, insurance and railways, aftercomputerisation. New job descriptions need to be written and the skill needs of new jobs need to be duly incorporated in the evaluation process. Otherwise, employees may feel that all the relevant job factors - based on which their pay has been determined - have not been evaluated properly. For job evaluation to be practicable it is necessary:

that jobs can be easily identified that there are sufficient differences between different jobs; and that agreements know the relative importance or worth of different jobs can be negotiated between the enterprise and its employees and/or their representatives..

The pay offs from job evaluation may be stated thus:

It tries to link pay with the requirements of the job. It offers a systematic procedure for determining the relative worth of jobs. Jobs are ranked on the basis of rational criteria such as skill, education, experience, responsibilities, hazards, etc., and are priced accordingly.

An equitable wage structure is a natural outcome of job evaluation. An unbiased job evaluation tends to eliminate salary inequities by placing jobs having similar requirements in the same salary range.

Employees as well as unions participate as members of job evaluation committee while determining rate grades for different jobs. This helps in solving wage related grievances quickly.

Job evaluation, when conducted properly and with care, helps in the evaluation of new jobs. It points out possibilities of more appropriate use of the plant's labour force by indicating jobs that need more or less skilled workers than those who are manning these jobs currently.

Job evaluation methods[edit]

There are three basic methods of job evaluation: (1) ranking, (2) classification, (3) factor comparison. While many variations of these methods exist in practice, the three basic approaches are described here.

Ranking method[edit]
Perhaps the simplest method of job evaluation is the ranking method. According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the organization. Jobs can also be arranged according to the relative difficulty in performing them. The jobs are examined as a whole rather than on the basis of important factors in the job; the job at the top of the list has the highest value and obviously the job at the bottom of the list will have the lowest value. Jobs are usually ranked in each department and then the department rankings are combined to develop an organizational ranking. The variation in payment of salaries depends on the variation of the nature of the job performed by the employees. The ranking method is simple to understand and practice and it is best suited for a small organisation. Its simplicity however works to its disadvantage in big organisations because rankings are difficult to develop in a large, complex organisation. Moreover, this kind of ranking is highly subjective in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for.

Classification method[edit]
According to this method, a predetermined number of job groups or job classes are established and jobs are assigned to these classifications. This method places groups of jobs into job classes or job grades. Separate classes may include office, clerical, managerial, personnel, etc. Following is a brief description of such a classification in an office.

Class I - Executives: Further classification under this category may be Office Manager, Deputy office manager, Office superintendent, Departmental supervisor, etc.

Class II - Skilled workers: Under this category may come the Purchasing assistant, Cashier, Receipts clerk, etc.

Class III - Semiskilled workers: Under this category may come Stenotypists, Machine-operators, Switchboard operator etc.

Class IV - Unskilled workers: This category comprises Daftaris[clarification needed], File clerks, Office boys, etc.

The job classification method is less subjective when compared to the earlier ranking method. The system is very easy to understand and acceptable to almost all employees without hesitation. One strong point in favour of the method is that it takes into account all the factors that a job comprises. This system can be effectively used for a variety of jobs. The weaknesses of the job classification method are:

Even when the requirements of different jobs differ, they may be combined into a single category, depending on the status a job carries.

It is difficult to write all-inclusive descriptions of a grade. The method oversimplifies sharp differences between different jobs and different grades. When individual job descriptions and grade descriptions do not match well, the evaluators have the tendency to classify the job using their subjective judgements.

Factor comparison method[edit]

A more systematic and scientific method of job evaluation is the factor comparison method. Though it is the most complex method of all, it is consistent and appreciable. Under this method, instead of ranking complete jobs, each job is ranked according to a series of factors. These factors include mental effort, physical effort, skill needed, responsibility, supervisory responsibility, working conditions and other such factors (for instance, know-how, problem solving abilities, accountability, etc.). Pay will be assigned in this method by comparing the weights of the factors required for each job, i.e., the present wages paid for key jobs may be divided among the factors weighted by importance (the most important factor, for instance, mental effort, receives the highest weight). In other words, wages are assigned to the job in comparison to its ranking on each job factor. The steps involved in factor comparison method may be briefly stated thus:

Select key jobs (say 15 to 20), representing wage/salary levels across the organisation. The selected jobs must represent as many departments as possible.

Find the factors in terms of which the jobs are evaluated (such as skill, mental effort, responsibility, physical effort, working conditions, etc.).

Rank the selected jobs under each factor (by each and every member of the job evaluation committee) independently.

Assign money value to each level of each factor (example: consider problem solving is one of the factor, what level of problem solving is required {basic, intermediate or advance}) and determine the wage rates for each key job.

The wage rate for a job is apportioned along the identified factors. All other jobs are compared with the list of key jobs and wage rates are determined. An example of how the factor comparison method works is given below:

After the wage rate for a job is distributed along the identified and ranked factors, all other jobs in the department are compared in terms of each factor. Suppose the job of a 'painter' is found to be similar electrician in skill (15), fitter in mental effort (10), welder in physical effort (12) cleaner in responsibility! (6) and labourer in working conditions (4). The wage rate for this job would be (15+10+12+6+4) is47.j

Point method[edit]
This method is widely used currently. Here, jobs are expressed in terms of key factors. Points are assigned to each factor after prioritizing each factor in order of importance. The points are summed up to determine the wage rate for the job. Jobs with similar point totals are placed in similar pay grades. The procedure involved may be explained thus: 1. Select key jobs. Identify the factors common to all the identified jobs such as skill, effort, responsibility, etc. 2. Divide each major factor into a number of sub factors. Each sub factor is defined and expressed clearly in the order of importance, preferably along a scale. The most frequent factors employed in point systems are (i) Skill (key factor); Education and training required, Breadth/depth of experience required, Social skills required, Problem-solving skills, Degree of discretion/use of judgment, Creative thinking (ii) Responsibility/Accountability: Breadth of responsibility, Specialized responsibility, Complexity of the work, Degree of freedom to act, Number and nature of subordinate staff, Extent of accountability for equipment/plant, Extent of accountability for product/materials; (iii) Effort: Mental demands of a job, Physical demands of a job, Degree of potential stress The educational requirements (sub factor) under the skill (key factor) may be expressed thus in the order of importance. 3. Find the maximum number of points assigned to each job (after adding up the point values of all sub-factors of such a job). This would help in finding the relative worth of a job. For instance, the maximum points assigned to an officer's job in a bank come to 540. The manager's job, after adding up key factors + sub factors points, may be getting a point value of say 650 from the job evaluation committee. This job is now priced at a higher level. 4, Once the worth of a job in terms of total points is expressed, the points are converted into money values keeping in view the hourly/daily wage rates. A wage survey is usually undertaken to collect wage rates of certain key jobs in the organization. Let's explain this:

Market Pricing[edit]
Market pricing is the process for determining the external value of jobs, allowing you to establish wage and salary structures and pay rates that are market sensitive. Job matching session is conducted.

Merits and demerits[edit]

The point method is a superior and widely used method of evaluating jobs. It forces raters to look into all key factors and sub-factors of a job. Point values are assigned to all factors in a systematic way, eliminating bias at every stage. It is reliable because raters using similar criteria would get more or less similar answers. The methodology underlying the approach contributes to a minimum of rating error (Robbins p. 361). It accounts for differences in wage rates for various jobs on the strength of job factors. Jobs may change over time, but the rating scales established under the point method remain unaffected. On the negative side, the point method is complex. Preparing a manual for various jobs, fixing values for key and sub-factors, establishing wage rates for different grades, etc., is a time consuming process, According to Decenzo and Robbins, "the key criteria must be carefully and clearly identified, degrees of factors have to be agreed upon in terms that mean the same to all rates, the weight of each criterion has to be established and point values must be assigned to degrees". This may be too taxing, especially while evaluating managerial jobs where the nature of work (varied, complex, novel) is such that it cannot be expressed in quantifiable numbers.

Limitations of job evaluation[edit]

1. Job evaluation is not exactly scientific. 2. The most of the techniques is difficult to understand, even for the supervisors. 3. The factors taken by the programme are not exhaustive. 4. There may be wide fluctuations in compensable factors in view of changes in technology, values and aspirations of employers, etc. 5. Employees, trade union leaders, management and the programme operators may assign different weight to different factors, thus creating grounds for dispute.

Concept of job design[edit]

What is job design? As we just explained, job analysis provides job-related data as well as the skills and knowledge required for theincumbent to perform the job. A better job performance also requires deciding on sequence of job contents. This is called 'job design'. Job design is a logical sequence to job analysis. In other words, job design involves specifying the contents of a job, the work methods used in its performance and how the job relates to other jobs in the organisation. A few definitions on job design are produced here with a view to help you understand the meaning of job design in a better manner. Michael Armstrong11 has defined job design as "the process of deciding on the contents of a job in terms of its duties and responsibilities, on the methods to be used in carrying out the job, in terms of techniques, systems and procedures, and on the relationships that should exist between the job holder and his superiors, subordinates and colleagues".

Mathis and Jackson I2 have defined job analysis as "a process that integrates work content (tasks, functions, relationships), the rewards(extrinsic and intrinsic), and the qualifications required (skills, knowledge, abilities) for each job in a way that meets the needs of employees and organisations." Popplewell and Wildsmith13 define job design in these words: "......involves conscious efforts to organise tasks, duties, and responsibilities into a unit of work to achieve certain objectives". Having gone through the above definitions of job design, it can now be described as a deliberate attempt made to structure both technical and social aspects of the job to attain a fit between the individual (job holder) and the job. The very idea is that job should be designed in such a way as to enable employees to control over the aspects of their work. The underlying justification being that by doing this, it enhances the quality of the work life, harnesses the potential of the workers in a more effective manner and thereby improves employee performance.

Techniques for designing jobs[edit]

Basically, there are four techniques used in the design of jobs. These include Job simplification, Job enlargement, Job enrichment andJob rotation.

Job simplification[edit]
Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs. Simplification of work requires that jobs be broken down into their smallest units and then analysed. Each resulting sub-unit typically consists of relatively few operations. These subunits are then assigned to the workers as their total job. Many fast food restaurants such as McDonald's, Burger King and Nirula's use simplification because employees can learn tasks rapidly; short work cycles allow task performance with little or no mental effort and low-skilled and low-paid employees can be hired and trained easily. On the negative side, job simplification results in workers experiencing boredom, frustration, alienation, lack of motivation and low job satisfaction. This, in turn, leads to lower productivity and increased cost.

Job enlargement[edit]
Job enlargement expands a job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated. By increasing the number of tasks an individual performs, job enlargement increases the job scope, or job diversity. Instead of only sorting the incoming mail by department, for instance, a mail sorter's job could be enlarged to include physically delivering the mail to the various departments or running outgoing letters through the postage meter. Efforts at job enlargement have met with less than enthusiastic results. As one employee who experienced such a redesign on his job remarked, "Before I had one lousy job. Now, through enlargement, I have three!" So

while job enlargement attacks the lack of diversityin overspecialised jobs, it has done little to provide challenge or meaningfulness to a worker's activities.

Job rotation[edit]
Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employees are rotated among various jobs. An employee who works on a routine job moves to work on another job for some hours/days/months and returns to the first job. This measure relieves the employee from the boredom and monotony, improves the employee's skills regarding various jobs and prepares worker's self-image and provides personal growth. However, frequent job rotations are not advisable in view of their negative impact on the organisation and the employee.

Job enrichment[edit]
Job enrichment, as currently practiced in industry, is a direct outgrowth of Herzberg's Two Factor Theory of motivation. It is, therefore, based on the assumption that in order to motivate personnel, the job itself must provide opportunities for achievement recognition, responsibility, advancement and growth. The basic idea is to restore to jobs the elements of interest that were taken away under intensive specialisation. Job enrichment tries to embellish the job with factors that Herzberg characterised as motivators: achievement, recognition, increased responsibilities, opportunities for growth, advancement and increased competence. There is an attempt to build into jobs a higher sense of challenge and achievement, through vertical job loading. 6 Job enrichment has four unique aspects:

It changes the basic relationship between employees and their work. Interesting and challenging work, as studies have proved, can be a source of employee satisfaction.

It changes employee behaviours in ways that gradually lead to more positive attitudes about the organisation and a better self-image. Feeling of autonomy and personal freedom help employees view their jobs in a favourable way.

It helps the employer to bring about organisational changes easily, securing employee cooperation and commitment.

Job enrichment can humanise an organisation. 'Individuals can experience the psychological that comes from developing new competencies and doing a job well. Individuals are encouraged to grow and push themselves.'

Many companies in India realised the importance of offering jobs having depth, variety and meaningfulnessl to their employees long back. ICICI, Procter & Gamble, Infosys, Bharat Petroleum, Asian Paints, HLL and Hughes Software have certain things in common: greater opportunities to grow vertically, open communication, flexible working hours, excellent reward schemes, employee-oriented work environment, sharing with and learning

from others etc. The BT-Hewlett Associates study has clearly indicated the benefits of having such excellent practices.

Employees in the above companies displayed tremendous pride in what their company does and in its products and services. They also believed in its future prospects.

Employees in the above companies admired their leadership for making them fell 'safe and well-led'.

This article is written like a personal reflection or opinion essay rather than an encyclopedic description of the subject. Please help improve it by rewriting it in anencyclopedic style. (November 2012)
A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organisation. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. Job evaluation needs to be differentiated from job analysis. Job analysis is a systematic way of gathering information about a job. Every job evaluation method requires at least some basic job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation begins with job analysis and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs.

Factors of a Job Evaluation Scheme A job evaluation scheme is a method to determine the value of each job in relation to all jobs within the organization. A job evaluation process is useful because sometimes job titles can be misleading- either unclear or unspecific- and in large organizations its impossible for those in HR to know each job in detail. The use of job evaluation techniques depends on individual circumstances. Job evaluation is often used when: establishing the relative value or size of jobs or roles, providing as objective as possible a basis for placing jobs or roles within a grade structure, making certain that consistent decisions will be made about grading jobs or roles, and certifying that the organization meets legal and ethical equal pay for work of equal value requirements and the legal and ethical requirements not to discriminate on grounds of race, disability, sexual orientation or religion. Businesses should evaluate if certain compromises are necessary, and use a job evaluation method to provide an objective standard from which changes can be made. There are different aims for job evaluation schemes. First, although there are different job evaluation schemes that can be chosen such as analytical or non-analytical, a job evaluation scheme should be analytical so that sexual discrimination will not be an issue. In its Good Practice Guide on Job Evaluation Schemes Free of Sex Bias the Equal Opportunities Commission (EOC) states that: Non-discriminatory job evaluation should lead to a payment system which is transparent and within which work of equal value receives equal pay regardless of sex. Secondly, a job evaluation scheme should be objective. This suggests that the value of the employees pay should be based on work performed, and not the job title. Thirdly, the organization that is doing the job evaluation scheme should compare themselves to other competitors in the industry to be sure that their employees are being treated and compensated equally. Another factor to consider when implementing a job evaluation scheme is the cost. A company has different options when they are choosing an evaluation scheme, whether it be analytical or non-analytical. Obviously, one of the cheapest methods would be for the organization to design their own job evaluation scheme. Still, other companies may choose to buy a package that describes how to implement a job evaluation scheme. A final option would be for an organization to hire a consultant to build a package that is appropriate for the organization. The final factor when implementing a job evaluation scheme the nature of the job. A job evaluation can take the form of: A non-analytical scheme in which whole jobs are compared with each other, without any attempt to break the jobs down and analyze them under their various demands or components. Non-analytical schemes are particularly prone to sex discrimination because where whole jobs are being compared (rather than scores on components of jobs), judgments made by the evaluators can have little objective basis other than the traditional value of the job. Examples of non-analytical schemes include the ordering method (or ranking method), and paired comparisons. These consist almost entirely of drawing up a list of jobs in rank order. A non-analytical job evaluation scheme does not provide a defense against an equal value claim. The rationale for a non-analytical job evaluation scheme is that it produces a hierarchy of jobs that is close to the I felt it was fair ranking of these jobs in the minds of the people working in the organization. But in many cases the fact that the jobholders in a particular job are predominantly male or predominantly female influences the

placing of that job within the overall rank order. A non-analytical job evaluation scheme can bring about a situation in which the jobs most frequently performed by women are regarded as having less value than those mostly performed by men. Examples of this would be where different job titles are applied to workers of different sexes who are in fact doing the same work, or where a mail job which has become deskilled is still regarded as skilled, even though it is now equivalent to female semi or unskilled jobs. Job descriptions should, however, enable jobs to be assessed according to a common standard, and the people responsible for the preparation of the job descriptions should be trained in the importance of ensuring that these do not omit aspects of womens jobs nor overemphasize those job characteristics which are missing from jobs typically performed by women. Different job titles should reflect differences in the work being done. Job evaluation schemes can also take the form of analytical schemes. An analytical scheme in contrast to a non-analytical scheme has a completely different rationale. An analytical scheme breaks a job down into different components based on specific criteria. These criteria are awarded a points value based on a pre-determined weighted value. They are then placed in ranking ordering. This rationale is different than the non-analytical method because this method leaves little room for error. Analytical methods are the most effective of the job evaluation schemes because so much time and effort is put into first breaking down the jobs, and then deciding on a rating scale for each of the criteria. An example of an analytical scheme is the point method. The point method focuses on breaking the jobs down into specific categories such as skills, efforts, and responsibilities. These criteria are given a weighted value and liked stated above they are put into ranking order and given a pay grade. Classification Method Job evaluation methods are methods used to help determine the relative worth of every job position in an organization. It is a tool that helps organizations to identify the responsibilities and functions of each job and how it compares to other jobs in the organization. By placing jobs into categories, organizations are able to construct pay scales that will help to reflect the worth of the job to the organization. This helps to create fairness to employees based on particular jobs and the jobs required skills, responsibilities, duties, and level of required knowledge. One particular job evaluation method used by organizations is the classification method. The classification method is a method that involves defining a number of types of jobs based on common factors such as: skills, knowledge, or responsibilities, and comparing the different job types with other jobs. Once the various types of jobs are defined, they are placed into different categories in which they are best suited. After jobs are defined and placed into categories, the categories are then placed in a hierarchy based on the level of importance to the organization. When an organization is using the classification method, it is important for organizations to consider the difficulty of work as well as the performance standards that are involved in a particular job before placing it into a category. The most important factor to consider when using the classification method is to be sure to use well defined job categories so that each job will fit into a category based on specific criteria. Examples of the criteria in which jobs are placed may include: skills, knowledge, working conditions, amount of supervision or lack of supervision required, decision making responsibilities, and college degrees or licenses that are required to

do the job. The classification method would be useful to implement into S plc manufacturing company for several reasons. One great benefit is that the classification method is very inexpensive and easy to use because it can be created by supervisors in a very short period of time and it can be implemented into the company immediately. S plc has three main manufacturing units which employ about 200 employees each. S plc also has 250 clerical staff members. Because S plc has so many employees with many different job categories including labor workers, purchasing agents, sales agents, accountants, and administrators; it would be relatively easy and effective to create categories for each of these jobs based on criteria such as skills and level of knowledge or specific degree requirements. The classification method is an easy way to break down jobs into specific categories and place them into a hierarchy based on the level of importance or the degree of difficulty within the organization. By implementing a classification job evaluation system within S plc manufacturing, employees will have a clear picture of how every job in the organization is rated and classified to help ensure a fair and equal pay system. Ordering Method Ordering Method or Ranking Method is one of the simplest methods to administer. The Ordering Method requires that a committee first be established in order for this technique to be exercised properly. The committee consists of management and employee representatives. In this process the responsibilities of the managers and employee representatives is to compare jobs based on the overall worth of the job from highest to lowest. The responsibility of the committee is to take one job and compare it to another and evaluate which job has more complexity to perform. From then on the same tactics should be used throughout the process when using this system. The worth of a job is based on judgments of skill, effort (physical and mentally), responsibility (supervisory and fiscal) and working conditions. The benefits, that S plc would receive from using this system is; it is easy to perform and the concept of it is easy to absorb. This process is effective when there is a small quantity of jobs to be evaluated. S plc desires to exercise equal opportunity (fairness) to all employees. This system would be useful for S plc because it would fulfill the companys desires toward its employees. Point Method Of the three basic methods used for job evaluation, the point method is the mostly widely used method. The point method breaks down jobs based on compensable factors and assigns points to each factor. There are many compensable factors an organization may determine to be of importance. Knowledge required by the position is one which includes the kind of skills needed to perform a jog and how these skills are used to perform the job. A supervisory control is another factor that includes how the work is assigned, the employees responsibility for carrying out the assignment, and how the work is reviewed. Guidelines are another factor that includes the nature of the rules for completing the assignment and judgment needed to apply those rules or develop new ones. Complexity is another factor that includes the nature and difficulty of performing an assignment. Scope and effect is a factor that involves the purpose and impact of the product or service produced from the assignment. Personal contacts and purpose of

contacts are two factors that involve people and/or businesses and the conditions in which each are contacted. Physical Demands is another factor and measures the nature, frequency, and intensity of the physical activity needed to perform a duty. Lastly, work environment includes the disks and discomforts associated with the physical surroundings of the job. Each of these factors can be broken down into levels or degrees which are then also assigned a points value. Fair weights are given to factors, based on the importance of each factor in overall job performance, points are tallied, and jobs with similar point totals are placed in similar pay grades. The point method is the most uniform of the methods described. Jobs may change over time, but the factors in which the point system was established will remain consistent. With the employment issues at hand, it would be in the best interest of our company to select a job evaluation method that is stable, consistent and justifiable to employees. The point method is almost error proof, and it can effectively address the comparable worth issues of our employees. Our company employs specialized laborers, which makes it difficult to classify our employees and since all jobs are equally important to the success of our business it would be difficult to rank jobs in order of importance. The point method system can be expensive and timeconsuming, but even more so is hiring and training new employees and settling disputes among current employees. As long as our point evaluation system is clearly documented, with easily recognizable factors, established weights and clear point values we should be able to eliminate most if not all wage dissatisfaction amongst our employees by providing wages based on comparable worth. By using a predetermined set of standards we can eliminate bias and justify our decisions in wage selection to our employees. These factors should be assigned points in relation to their importance of overall job performance and the evaluation method should be communicated with all employees. It is our goal as employer to design a cost-effective pay scale that is attractive and motivating to our employees and that is free from bias. It would be in the best interest of S plc to incorporate the point method into their evaluation system to help elevate disputes, grievances and employee turnovers.

Job Evaluation
Hay Group Spectrum - job evaluation for a new generation

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Thousands of organizations including more than half of the worlds largest companies rely on Hay Groups job evaluation methodologies. Some Hay Group clients have successfully usedjob evaluation to help with job design, talent development and performance managementfor over 25 years. However, we realized that many organizations miss out on the real value of understanding their work by only applying job evaluation to reward. Very often companies take a fragmented approach to analyzing work, using one job evaluation methodology for reward decisions, another for talent management and sometimes even a third for structuring work. We knew there was a better way. So weve created Hay Group Spectrum a unique offering that builds upon our job evaluation methodology to connect your jobs, people, structure, pay and performance. Hay Group Spectrum enables you to answer four critical questions: Work measurement - do you know how, where and why work is done? Work alignment - does your structure fit with your strategy? Work fit - do you have the right people in the right roles? Work value - what is each role really worth to your organization? Hay Group Spectrum enables your business, organization and people to perform better. Read more about Hay Group Spectrum here

Hay Group Spectrum

The next generation HR solution

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In this fast-moving, competitive global economy, your organization needs to put people at the heart of your drive to improve performance. And you cant afford to have anything less than an integrated approach to HR. An approach that delivers real insights to strategic decision-making. Introducing Hay Group Spectrum the next generation HR solution. Why Hay Group Spectrum? From our long experience helping clients with job evaluation, we realized that many organizations miss out on the real value of understanding their work by only applying job evaluation to reward. Very often companies take a fragmented approach to analyzing work, using one job evaluationmethodology for reward decisions, another for talent management and sometimes even a third for structuring work. We knew there was a better way. So weve created Hay Group Spectrum a unique offering that makes it possible for you to look at all these issues together, connecting your jobs, people, structure, pay and performance. Hay Group Spectrum enables you to answer four critical questions: Work measurement - do you know how, where and why work is done? Work alignment - does your structure fit with your strategy? Work fit - do you have the right people in the right roles?

Work value - what is each role really worth to your organization?

About Hay Group


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Hay Group is a global management consulting firm that works with leaders to transform strategy into reality. We develop talent, organise people to be more effective and motivate them to perform at their best. Our focus is on making change happen and helping people and organisations realise their potential. We have over 2,600 employees working in 85 offices in 48 countries. Our clients come from the private, public and not-for-profit sectors, across every major industry and represent diverse business challenges. For over 60 years, we have been renowned for the quality of our research and the intellectual rigor of our work. We transform research into actionable insights. We give our clients breakthrough perspectives on their organisation and we do it in the most efficient way to achieve the desired results. We make change happen. No other consulting firm can match our breadth and depth of know-how. This enables companies to be confident that our recommendations will work. We created and own the most widely used job evaluation methodology in the world, used in over 8,000 organisations worldwide. We've helped clients to assess, select and develop hundreds of thousands of managers and executives through the breakthrough insights and services of our McClelland Centre for Research and Innovation. We've built the richest and most comprehensive database of organisational management information in the world, enabling our clients to benchmark themselves against the best performers in their industries.

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