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MC

PGDM, UWSB-A, BATCH 2013-15, SEM-II
Course: Human Resource Management
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Job: group of positions that are identical with respect to their major or
significant tasks and sufficiently alike to justify their being covered by a
single analysis.
Task: discrete unit of activity and represents a composite of methods,
procedures, and techniques.
Job Description: written narrative describing the activities performed
on a job. Usually includes info on equip used and working conditions.
Job Specification: outlines specific skills, knowledge, abilities, and
other physical n personal characteristics necessary to perform the job.
Job Analysis: process of identification and determination of particular
job duties, requirements and responsibilities.
Duty: contains several distinct tasks that are performed by an individual
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Job evaluation is a process of determining the relative
worth of various jobs within the organization, so that
differential wages my be paid to jobs of different
worth.
- Wendell French
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Ranking Method

Job Classification


Point Method


Factor Comparison Method
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Ranking is based on value to the organization.

Jobs are compared with one another and rank determined

Job not broken down into elements or factors

When number of jobs large, paired comparison may be used

Method simple to use, requires little time and minimal effort

Criteria for ranking not made explicit; possibility of bias;
ranking by different evaluators not comparable;
distance between ranks not necessarily equal;
may invite perception of inequity



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Also known as Job Grading

Agreed number of grades are determined (usually 4 to 8) based on
tasks performed, skills, competencies, experience, initiative and
responsibility.

Clear distinction made between grades; detailed grade definitions
produced.

Benchmark jobs evaluated to validate definitions.

Other jobs are then slotted on the basis of grade definitions.

Merits: Quick slotting; standards are explicit.

Demerits: Many jobs dont fit neatly into grade definitions; definitions
not quantified, may be vague; difference between classification
levels not equal; same schedule cant be used for all types of jobs




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Select job factors common to all jobs
Usually five factors are used:
mental requirement, skill requirement, physical requirement,
responsibility and working conditions.
Jobs are considered one by one to understand
how much of current wage is paid for each factor.
Key jobs arranged in order of their value for each factor.
Total of factor values for each job represents its rate
This method express value in monetary terms; can be applied
to a wide range of jobs and those newly created.
However factor apportionment is subjective;
using monetary value may induce bias;
evaluation has to change when wage rates change.



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Each job broken into component factors and evaluated
separately rather than evaluating whole job.

Select job factors; construct degrees for each factor; assign
points to each degree.

More demanding the job, higher the point value

Points are totaled to decide job placement.

This method is systematic and differentials are easy to
explain. But there could be disagreements on identification of
factors and degrees and allocation of points.



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Factors I
Degree
II
Degree
III
Degree
IV
Degree
V
Degree
Skill
1. Education 14 28 42 56 70
2. Experience 22 44 66 88 110
3. Initiative and ingenuity 14 28 42 56 70
Effort
4. Physical demand 10 20 30 40 50
5. Mental and/or visual 5 10 15 20 25
Responsibility
6. Equipment or process 5 10 15 20 25
7. Materials or product 5 10 15 20 25
8. Safety of others 5 10 15 20 25
9. Resp for work of others 5 10 15 20 25
Job conditions
10. Working conditions 10 20 30 40 50
11. Hazards 5 10 15 20 25
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(Proprietary instrument of the Hay Group)
Hay Job Evaluation Factors

Accountability
Every job exists to add value by delivering some set of results.
Accountability measures types and level of value job can add.

Know How
To achieve accountability, job requires know how. It is sum total of
every capability or skill required for fully competent job performance

Problem Solving
We think with what we know . Value of know how is in application to
achieve results. Problem solving refers to use of know how to
identify, delineate and resolve problems



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Accountability
Freedom to Act: degree of empowerment and guidance provided
Impact : jobs influence on business (end) result
Scope: business measures the job is designed to impact (magnitude)
Magnitude indicated by dollar size

Know How
Technical/Specialized Skills : dept and breadth of K needed
Managerial Skills: functions such as planning, organizing etc
Human Relations Skills: for successful interaction inside and outside

Problem Solving
Thinking environment: degree to which problems/solutions are defined
Thinking Challenge: difficulty in identifying solutions that add value

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Evaluate jobs, not job holders.

Keep job elements easy to understand because job
evaluation is not truly a scientific process

Define clearly the elements to be evaluated. Use common
criteria to assess job content.

Create buy-in by educating employees including managers.

Encourage employees and managers to participate in rating
of jobs.

Discus with managers and employees the ratings, not the
money values assigned to the points.

Avoid creating too many levels.
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It is highly subjective, based on judgmental estimates.

Does not take into account cyclical effect of market value
of occupations.

Does not factor in statutory requirements such as that
of minimum wages.