31

Job Evaluation
31.1. INTRODUCTION
Many a industrial disputes are caused due to wage intX)"aljljes and
inadequancy of wage and salary structure. Employees analyse their wages and
salaties beth i'tfObsoJute amount as weB as in relation to those of others
employed on similar jobs in the same or in different organisations.
Resentment among the employees result if some one on comparable jobs
receives a wage comparatively more tban tbey get. One of the objectives of a
sound wage administration, therefore, is to eliminate inegualities thereby
ensuring that comparable jobs receive the same wage and job differentials arc
reflected in wage differentials. -
Employers too desire that jobs which are similar in duties and are at tbe
same level of difficulty are paid approximately tbe same wages while those of
arepaid higher wages. But tbis is possible only if wage
structure bases its classification ofjobs in terms oftbcir worth (or difficulties).
Job evaluation is the technique used to correct inequalities in waics and
--
986
Industrial Management - /[
install a systematic method of pricing of jobs. Job evaluation is tlie process to
determine, in a syslemmmic and analytical manner tlie worth of each job in
the organisation based on a set of careflllly selected faclOrs sllch as skill
needed, responsibilities involved, efforts required eiC. and translating this
ascertamed worth into monetary terms (i.e. pay I remuneration) thereby
ensuring fairness to all jobs holders in the organisation. These relative values
of the jobs are then used in deciding the wage rates and salaries of different
johs.
Job evaluation deals with only the jobs (it evaluates only the jobs) and not
the individuals who perform these jobs. To evaluate the individuals, another
method known as M,.er;iI Ra.ting
31.2. OBJECTIVES OF JOB EVALUATION
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(Vii)
Important objectives of a job evaluation program arc to
eliminate wage inequalities
decide relative value of different jobs in the organisation and thereby
establish wage differentials between them.
[annulate an appropriate and uniform wage structure.
clarify Ihe responsibility and authority associated with the jobs.
provide a basis for recruitmcnt, selection, promotion and transfer of
employees. - -
identify need for training of the employees so to prepare them for future
jobs. '"
eliminate causes of cmployees' dissatisfaction and reduce conflicts in
industrial relations (i.e. improve employer - employee relarions.)
31.3. STEPS IN THE JOB EVALUATION PROCEDURE
31.4. JOB ANALYSIS
Job analysis is the process of determining tbe facts relating to tbe jobs. II
I
(i)
(ii)
(iii)
(iv)
(v)
The basic steps in conducting ajob evaluation programme arc:
Detemune facts abont jobs Gobnn'!Jysis).
Describe the requirement of the jobs Gob description).
-
Specify the attributes that an employee must possess to perform tbe job
in a satisfaciory"inanner Gob specification).
Detennine the relative valu";; or worth of the jobs Gob clnssil1cntion).
Compare the jobs with pre-determined jobs and arrive at a suitable wage
structure (wnge determin'ationj. .....}
Job EI'ollltllion
--------41
987
concerns collection of data relating to tbe tasks, knowledge, abilities and
responsibilities required for successful performance. There 8 re Ibree methods
loobiain infomlation aboullhe jobs in a company (i) by observations (ii) by
inlclViews and (iii) by qucsltonnairc. The most commo;-melhOd combines
obServations of job wilh interviews of personnel who can provide reliable
infomlation. The data is usually rerorded on pre-prinled forms which arc
tailored made 10 suillhe requirements of a partk-ular company. For workclS'
jobs, tbe following data is generally collocled :
1. Work performed;
(a) Major duties
(b) Olhcrduties
2. Equipment used:
(i) Machines
(ii) Degree of aUlOmation
3. Skill involnd lodelcrminc the degree of difficult :
(i) Responsibility
(ii) Job knowledge
(iii) MClllalapplication
(iv) Dexterity and Accuracy.
4. Physical demands 10 determine the physical effort required.
(i) Physical activities
(ii) Surroundings.
(iii) Hazards.
A typical foml is shown in Fig. 31.1
31.5. JOB DESCRIPTION
Job description is the concise statement of the duties, responsibilities,
working conditions and other essential facls about a job. Salient
characteristics of the job descriptions 3re as under:
Job descriptions are tbe end products of tbe job 3nalysis (i.e. job
descriptions are prepared from JOb analysIs) .
Job descriptions identify, define and describe clearly the duties.
rcsponsibilitit;s and otheresselltial r a ~ 1 S aboul3 job. -
Job description comprises of three pans: Job identification, job s/lmmary
and 'work performed. Job identification (Fig. 31.2) contains Ibe job tille,
department, section, the date on which data was collected,jobcode no. names
oftbe supervisor and similar other details which help identifying the job.

988 Industrial Managemem _ IJ

JOB ANALYSIS DATA SHEET
Q
JOB TI11.E : JOB CODE: ..................
OTHERTI11.E : (I) PROPOSED ............... :
: (IQ .......... TI11.E
: (;;;) .
DEPTT. : REPORTS TO: .
PERSON INTERVIEWED: ........ TOKEN NO .
ANALYSIS NAME: DATE .......................
1. JOB SUMMARY:
2. WORK PERFORMED :
2.1 WORK REGULAR DUTIES:
---------------
.1g. 31.1 : Typical job analysis sheet (front) .
Job Evaluation
2.2 PERIODIC DUTIES :
2.3 OCCASIONAL DUTIES
3.EQUlPME T
3.1 Macbjnes
3.2 Tool
4. EDVCAno AND TRADE KNOWLEDGE:
(Specific skW required)
5. EXPERIENCE(TYPE AND AMOUNT) :
989
6.RESPO
6.1
6.2
6.3
6.4
SmILlTIES for
Product and material
Equipment and macbinery
Work of otb IS
Safety of others :
. PHYSICAL DEMANDS
7.1 Physical effort
7.2 Mental effoIt
73 Monotony
7.4 Surroundings
7.5 Hazard
Fig. 31.1 : Typical job naly' data heet (rear)
990 Indus/rial Mt/nagemem _ /I
PRODUcrIVlTY
PROFITABILITY
&
EFFICIENCY JOB DESCRIPTION
ENGiNEERS
F.C. ROAD, PUNE.
JOB TITLE JOB CODE NO '" ..
OTHER TITLE SUGGESTED .
............... TITLE ..
DEPTf.
1. JOB SUMMARY:
............... SECTION .
2. RESPONSIBLE FOR :
3. EQUIPMENT OR MACHINES USED,
4. WORKJNG CONDITIONS AND HAZARDS,
Fig 31.2 : Typical rOnDal ro.- job
d
Job wllumion 991
-
lob Silmmary !jives a bird's eyevicw of duties bow tbejob
differs fmm other jobs. Job sUllImal)' is usually helpful in defining the job for
quiCk rdefence.
gives the delailsofthc !aSks (rcgularas well as
occasional tasks), equipment and machines used, working conditions and
ha7..anls involved in the job. In case of office and administrative jobs, such a
chronologiea Isequcocc of deLails is not possible.
An example of job description of a lathe operator is given in Fig. 31.3 10
facilitate understanding oflhe subject
31.6. JOB SPECIFICATION
The job specification is a statement of qUlllitjes or abilities thai an
employee must possess 10 perfoml lhcjob in a satisfactory manner Fig. 31.4
Job sl>ecificaliolls are prepared prima rily [romlhe data collected intbe job
analysis data sbeet undcr tbe skill and pbyskal demands of tbe job. Job
specifications describe tbe extent to wbich eacb of tbe job factor such as
education, experience, physical effort., responsibility for tbe work of others,
responsibility for material, equipment and macbine, working conditions etc.
used in the job evaluation is present in tbe job and tbe degree of difficulty of
tbe factor called for intbe job. Job descriptions and job specifications arc the
end produclS of the job analysis and they serve as tbe basis for tbe job
evaluation. It is, thcrefore, essential to \'crify and make cemin that tbe facts
reported are correct and have been recorded witb proper emphasis. In order to
ensure tbis, tbe drafts of the job descriptions should be shown I read to the
workers and their acceptance should be obtained. Disagreements (if any)
should be resolved and justified changes should be iocorpofaled.
31.7. JOB EVALUATION
Job evaluation is tbe process of selecling an appropriate job evaluation
system, evalualing the jobs and filling tile jobs into grades
The jobs evaluation systems arc of following four types:
(i) The rnnkingsystclIl.
(ii) The job classification sySlem.
(iii) The system.
(iv) The point raling syslem.
,
992 Industrial Mmmgemem - 1I
JOB DESCRIPTION
JOB TITLE (Existing)
JOB TITLE (propos<d)
DEPT.,sECTION
JOB. CODE
EMPLOYEES INTERVIEWED
DATE
Turner
Toolroom
03.10
312,318,332
71h Dec. 1975
Job summary :
.I Opermes precision centre lathe
A. Regular tasks :
J. Sets tools and work holding devices Stich as slelldy res" dog chllcks.
mandrels, {/Jeep/mes etc.
2. Selects speeds, leeds anddepth 01clllllsing cllmts wl,ereo.'cr necesstlry.
3. Decides On operations and their sequence while working from drawings
sketches lind I or samples.
4. Carries 0111 turning, facing, boring, threading, loper tIIrning (inside and
outside,) mliTfing and similar opermions /Ising tool room Ilithe lip /0 an
aCCllrtlcy of 0.0005" on a l'oT;ely o[",'Ort pieces like dies, jigs, fixlIIres,
spare pans, maintenance jobs etc.
5. Checks dimensions of finished parts /Ising micrometers, verniers, dial
gauges, telescopic gallges, thread gallges, slip gallges, vernier heiSlu
gallges etc.
6. Grinds clIlling and forming tools at the pedestral grinder.
8. Casual lasks :
J. OcclIsional/y does the assembly work ofjigs andfutures.
2. Words on pillllr drill as and when instructed.
C. Equipmenl and machine used
Precision tool room Illlhe.
D. Working conditions :
Works inside fhe faewry premises. Clulflees of injllring body limbs while
looding and unloading of work holding devices, flying turning chips or
bllrrs.
Flg. 31.3 A typical job description
...
Job EvaIllation
993
PRODUCIlVlTY
PROFITABILITY AND JOB SPECIFICATlON
EFFICIENCY ENGINEERS
F.e. ROAD., PUNE4Jl 004
JOB TITLE (Existing) .-.................. JOB CODE NO.
,
................
JOB TITLED (suggested) .................... DEPTT./SECTION, .........................
TOTAL POINTS .................... ClASSIFlCATION ....................
FACTOR DESCRIPTION DEGREE I POINTS
1. Educalion and
Trnde knowledge
2. Experience
3. Responsibility
for products or
rn.uerials
4. Responsibility
for machinery
& equipment
5. Responsibility
for work of
olhers
6. Responsibiliry
for safety of others.
7. Pbysical effort
-
8. Mental effort
9. Working conditions
including hazards.
Fig. JIA : Typical foml used for job spe:cific:ltioo
994 Industrial Mant/!.>emem _ II
1. The Ranking System :
The ranking systcm is the metbod of cvaluatingjobs by placing tbelll in a
bcirarchial order from the most iJnponant one 10 tbe least imponant onc. The
lIIethod is cOllllllonly known as the "Depanmenl order-of-mcthod" sinn:'
each dcpanmental bead arnlnges the jobs in his depanmenl in Ibe ordt'r of
their impona nee. The individua I depa rtments pass on their ra nking to a celll"'l
commillee who groups the jobs into grndes I classes.
Evaluation of jobs by tbe job ranking system involves tbe following major
steps:
Selection tbe jobs
Jobanalysis.
Choosing the rankelS.
Ranking ofjobs by rankers.
Groupingofjobs into groups by the co-ordinating committee.
TIle job ranking method is Ibe easiest of all the mclhods. It is simple,
consumcs less time and requires fewer forlll.". But it is less accurnle tben other
mctbods bcC"3USC of judgment faclor alid aIso all jobs do not possess the sanIe
factolS. (Job A ma)' be Illore important UUln job B with rcsptc! to ('('rlain
factors while job B llIay be more important than job A with respect 10 some
otber factors.)
2. The job Classification System :
The job classification systclll is the process of jobs to gr.:!,.des
defined arbitrarily prior to cvaluation of the jobs.
The job evaluation by job classification system involves following lIl:ljor
steps:
(i) Deciding the number of grades.
(ii) Writillggrade level descriptions.
(iii) Identifying I listing of tbe jobs to be evaluated.
(iv) Preparingjobdescriplions.
(v) Comparingjob description with grnde level descriptions and assiglllllg
jobs 10 the grades.
Since 1II0st oflbe workmen usually have the mental picture of the trndt'S
inlo wbich company's different jobs fall, tbis makes method casy to usc.
3. The Fllctor Comparison Syslem :
The method involvcs detailed analysis of the jobs jobs which :Ire the
ll
ranked in respect of pre-dclcrmincd faltolS. The live factors considered fOf
the analysis, comparison aud evaluation of the jobs are: Skill, Mental efftJ("
...
Job EI'(1/llatiofl 95
involvcd in
ri d accuratcly anti
ar Ie t d. Tb' key Job
cred by Ih j b e alualion
(i) Th k y jo arc ana Iy. d for ea bof th fa t menli n d a e.
(iii) Th alary paid (or a b k y job i apporition damon' I the (acto in
proportion 10 Ih if importanc in tbe job (Ref. Table 31.1 . Thi
provid a m n rating cale for a h o(th fa lOIS.
(i) Each of tb rcmainin jo i valual d for ea h of th faci
m n y ratin cal f th key j . Th m n lary valu or lh job i
blain d adding up th indi idualm ne, valu a ign d to Ib j b
for eacb f tb [acto d p ndin upon their imp rtan e in th j b.
Table 31.1 : exampl of ana] in k j
b- for th ir t: to
Fa I r
Key Salary Skill MCnlal R p. orkin
job.
(Rs.)
11 650 120 50 100 30 0
L 20 250 50 300 100 LO
J3 10 0 00 350 7 400 60
J4 1250 270 190 0 160 1 0
J5 1600 400 200 10 550 3 0 R.
100 0 120 250 1 0 700
nl thod i rat rdiffi ult to
plain lO th
into a'c unl (be
rgaLu alio
il lak
antage
The p edur ad pI d in th
on em d OlpJOy
d aotag
1. Factor ompari on m thod is. I mati
ba ic fa 'tolS that are pre enl in all t p'
Th method an mploy d yen b alar e
Wa ' an be obtained b dir Cl c mpari. on.
2.
3.
Di ad
1.
-
996 Industrial Management - II
2. The selection of wrong or unfairly paid jobs as key jobs can resuh in
considerable error.
3. Since different persons lIlay assess differenl monetary value of tach
faclor in the jobs, the method therefore is subjective.
4. The Point Rating System :
The inl rating method of evaJualton tile jobs is based on a sci of
carefully . SClCC1C aClOIS e.g. e UrallOn, experience, physical effort,
responsibility rol' mlllei1a) and machines etc.) which are common 10 many
jobs. The metbod involves following major steps:
(a) Deciding the types ofjobs 10 be evaluated.
(b) Selecting tbe factors.
(e) Defining tbe faetalS.
(d) Splilling faclors and defirung degrees oreacb fador.
(e) Fixing relative value oreach [aClor.
(f) Assigning point va lue to of each [actor.
(g) Preparing a job evaluation manual.
(b) Preparing job descriptions a nd job specifkatiOl\<;.
(i) Rating tbe jobs and detemlining tbe point score of eacbjob.
(j) Placing jobs into grades.
These points are detailed below:
(i) Deciding the jobs to be evaluated
The step concerns lisling of tbe jobs to be evaluated. Only jobs having
different work contenlS needs 10 be recorded (i.e. jobs belonging to the same
category and baving tbe same work content need 1101 be recorded.)
(ii) Selection or the factors :
The following factors are generally used fot eva luating jobs of lbe factory
employees :
Education.

Experieoce.
Iniliative (lngenuity) lind judgment.
Physical effort.
Mental and visual eITort.
Responsibility forequipmenl or process.
Responsibility for malerial or product.
Responsibility for the work of olbers.
Job Evaluation 997

Working conditions.
Hazard.
Rule to be followed during selection of Ihe factors are:
Factors must be capabl of being pecified in (eroIS of arying degree
(i.e. factor must be ratable. For example, education is a rateable factor a
it can be pecified in varying degrees uch a middl hool, high chool,
trade certificate, graduation, post graduation etc.)
Only important factors bould be selc ted. Factors wbicb are present to
tb arne degree in all jobs bould not be selected.
Factors hould not overlap in meaning (i .e. eacb factor must mea UJ"(' only
one aspect of the job.)
The number of factors sbould be as few a po sible. Large number of
factors increa pos ibiJity of overlap.
Factors selected mu t be acceptable to both workers and management.
(iii) Definition of factors :
Eacb factor must be d find for its meaning 0 that everyon ha the arne
interpretation. While defining tbe factors, the languag u ed houJd be imple.
The u e of difficult and unu ual words bould be avoid d. An example of tbe
definition f two factors nam I (i) education and (ii) experienc given bel w
Education:
Thi factor apprai the extent of acad mic or technical tra ining
neces ary to acquire m ntal d velopment ne d LO und rstand tbe work being
p'erformed and r pol ibiJiLi ntru t d. Such training may be acquired
Ihrough formal cbooling or its equival nt and provide ba is ackground
neee sary for th development of adequat job kill and know] dge. h do
not include the practical trade knowledge acquired bon-the -j b training and
lor experience.
Experience:
The factor apprai e th minimum length of time required by an a erage
individual with the specified education 10 Jearn the job duti involved and to
be able to perform ucb dUli in a satisfa lOry manner.
(iv) Defining degree for ea h factor :
Eacb facror ill the job evaluation plan i brok n imo degree. Th degree
provide a raring cal for each factor. Tb y belp 10 determine the e:\'1 nl I
wbicb a pa rti ular factor i pr ent in th job. For exampl ,Ih factor
'education" d fin d abo may contain the following degrc
998
IlIdustr;,,1 Managemem _ II
Degree Definition
1. Requires the ability 10 understand simple verbal instructions. No forlllill
education is necessary.
2. Requires lr3dc knowledge equivalent 10 use of band lools and lor
operation of any simple machine or a group of similar machines with I
without simple SCi ups. May have to do simple addilions and
subslractions and understand simple drawings and sketches. Requires
tbe ability 10 read and write Roman alphabeLS and numbers and requires
10 undcrsl<tnd simple english.
3. Requires trade knowledge 10 be able to operate the machine or a group
ofsame Iypeofmachines I processes on rcpclitivejobs with a few setups
or the knowledge of part of tbe trade. May require [0 read and write
simple english and do arithmetic calculations involving
decimals/fractions and understand simple drawings and/or circuit
diagrams. EqUiV3lellllo twO years of high school.
4,5,6 (Defincd forfunberskill).
The Ilrincipal rules 10 be followed while defining degrees for ea('b fattor
are :
Degrees should be ('hosen in way that job differentials are possible 10 be
identified clearly.
The number of degrees should be just surficient to differcntiate Ihe jobs.
(i.e. the number of degrees need nOI be sallle for aII factors.).
The degrees should be defined in simple and easy-to-understand
language.
Ambiguous tenus should be avoided.
Degrees should be wrinen ill objective lenus rather insubje('tive terms.
Examples may be given as far as possible to illustrate the definitions.
(v) Assigning weightages to Ihe job r..etors :
Job faclors are assigned weigbtagcs all a percelllage basis depending upon
tile proportionale conlribution of each factor 10 lhe tOlal wonh of lhe job.
Weighlages are arrived al by the joint consensus of a collullillee comprising of
people from hoth managCII1Clll and union. Evcn lbough no quantitati"C
method exists tu detemlinc the weighlages for lhe factors and lbe weightagC's
arc based on subjeelive judgemenl, yet tbe melhod is favored by worker's
union, management and consullants.
(vi) Assigning points to the degrees :
Once Ihc weightagcs (or relativc values) of the job factors have heen
decided, lhe next logical step is 10 assign points to Ihe degrees. The I l l o ~ l
Tabl 31.2 pro ide a mOT d tailed exampl of the proces f as igning
pint value to the degrees.
common meth d i to allo\ the perc ntag weigblage of the factor t
r pr enl the point value f tb> first degr ill each factor and let the poilu
alu of th r majning d gree to [0/10\ arithmetic progre ion, using
weightage of the factor it If a th differ nee bet'> een two consecuti
degre .
For example if the pcrcentag ight f education fa('tor i 15') and th
(actor i plit up into 5 degree then the point for th degr e consideri ng th
foregoing rul ould be a under:
999
15
30
45
o
75
Point value for the degr e
1
3
4
5
Degr e
Job Ewl!ufIl;on
Factory Factor
weightag
(%) 1 2 3 4 5 6
l. Educali n 25
.,-
50 75 100 125 150
2. Exp ri nc
_0
20 40 0 0 100
3. Initiative 15 15 30 45 60
and judg m nt
4. Physical effort 8 8 16 24
3_
S. Mental effort 7 7 14 21 2
6.
R pon ibility 7 7 14 21
?
35
forequipm nl
or proe
7.
R ponsibilit 4 4 12 16 20
for the afety
ofoth rs
Responsibility 4 4 L 16

1000 Industrial Management _ /I

Q
for tbe work
of olbers
9. Working
conditions
10. Hazards
6
4
100%
6
4
12
8
18
12
24
16
(vii) Preparing thejob evaluation manual:
The next activity in tbe job evaluation s)'stem is tbe prcpaI1l1ion ofthc job
evaluation manual. The manual contains the job evaluation plan in which the
relevant anributes (i.e. job faclors) and degrees are defined. It also conlains
tbe relative values of the job faclors and poinl values of t.be degrees. The
manual serves as the mechanism for detemlinins tbe relative value of the
existing and future j ~ b s .
(viii) Preparing job descriptions and job specifications:
This slep has alrt'ady been discussed under para 31.5 and 31.6.
(i) Rating of jobs :
Once the job evaluation manual is ready and job descriptions and jobs
specifications have been prepared the next lagkal Slep is to rale lbe job and
obUlin tbeir point values. To obtain Ibe point values for tbe job,
(i) Each factor is selected one by olle and campa rison is made of the
information recorded in the job evaluation manual under different
degrees of that factor against informalion cOluained in lhe job
descriplion and job specificalion oftbejob being rnted.
(ii) The degree which very closely describes tbe information conlained in
Ibe job specification is selecled and (he poinl values assigned to lbe
degree are recorded
(iii) Steps (i) and (ii) are repealed until all factors have becn coru;idered
(iv) The points scored by tbe job agaillSl different faclors arc added to obtain
the final poinl value for tbe job.
The job of milling operalor has been ralcd below as an examplc:
d
Job Evaluation
JOB CODE
JOB TITLE
DEnT/SECTIO
100
75
45
4
16
28
14
3
2
5
2
3
4
1
Degrees Points Job peciticatioDS
1001
JOB SPEClFICAnON
1022,
Milling operator
Drilling, Milling, Broaching.
Requir ability to bandle van ty
ofjobs of medium complexity.
May have to make calculations or
und rstand fairly complicated
drawings. Education equivalent
to trad certificate.
Require experience over 2
to 3 years Lo ati Caclorily
p rCorm the job dutie .
Works from drawings and om
instructions. Deca iona)Jy mak
diffi ull machine etups. Deci ion
regarding quality requir u of
orne judgement and u e of
accurate in trumenls. Short run
jo
Medium phy ical effort requiring
force from 2-10 kg upto 20%
ortb tim and occasional heavy
work. Continu u tanding.
Frequent i ualanenlion during
macbin etup, fin machining
and insp cting job with in trum nls.
Continuous care i need d to
avoid damage or los. Slight
error or n gligence can re ult
in rework, complete r jeclionoC
materials and/ or damage to th
rna hin .
egHgibl chan e of any injury
to albers.
Edu ation:
Experience
Initiative
(Ingenuity)
and
Judgement
Pby i al
eITor{
Mental and
vi ual eITort
ResponsibililY
for equipment
and material
R ponsibiliry
fortbe afety
of otbers.
1.
2.
3.
5.
4.
7.
6.
1002
Industrial Management -II
8.
Responsibility Responsible for his own work 1 4
for the work
of other.>.
9. Working Exposure to some disagreeable 2 12
conditions elements like oil, coolant, beal,
noise cle.
10. Hazards Chances of minor injury presenl 2 8
whicb may result in severe
strains, cuts and bruises.
Total points 306
(g) Placing jobs into grades :
Afler tbe jobs have been nned in tcmlS of points lhey are placed inlo
grades. This step pre-supposes thai the decision on tbe number of grades and
tbe range of points for eacb grade have already been laken.
Advantages of the point rdting method :
(i) The method is more accurate and reliable than an)' other metbod of
evaluation.
(ii) II is less subjective Iban other methods.
(iii) The method is casy to undcrsland and logical to explain.
Limitations:
(i) The melhod requires large experience and expenise to devise job
eva luation plan.
(ii) Points allocated to each factor are based on arbitrary groumis.
31.8. SUMMARY
Job evaluation is the process 10 detemline. in a systematic and analytical
manner, the wonh of each job in the organisation based on a set of carefully
selected factors. There arc four systems of job evaluation namely, tbe ranking
system, the job classification system, the factor comparison system and the
point ratingsYSlem. Basic steps in conducting ajobevaluation programme are
: job analysis, job description, jobspecificlltion, job rating and job grading.
Job analysis concerns collection of dllta relating to tasks, skills.
knOWledge, abilities, responsibilities etc. and job description is the concise
statement of responsibilities, duties, working conditions, hazards elc. about a
job. The job speCifications is a statement of qualities or abilities thai nn
Job Evaluation
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employee must po to perfonn lh job in a sati factory manner. Th job
rating is the evaluation ofjo a per job evaluation pia n and job grading is th
placing oflh jobs into appropriate grades.
REVIEW QUESTIO S
1. Discuss lbe role played by Job Evaluation in maml3ining harmonious industrial relatioDS.
2. Menlion the principles on which job evaluation sch m are based.
3. What is Ihe job evalualion? What objeclives can be served Crom scicnlific job evalualjion
studies?
4. How isjobanalysi different fromjobdescriplion?
5. What are different methods of job evaluation? Hig.hJight brieOy Iheir advantages and
disadvanlages.
6. Whal is poinl system ofjobevaluation? Explain bri Oy the leps involved in classification by
Ibis method.