Institute of Administrative Sciences
UNIVERSITY OF THE PUNJAB
Submitted To:
MA’AM RABBIYA NAWAZ
Submitted By:
AYESHA ILYAS (33)
Job Evaluation
Job evaluation is the systematic process of assessing and determining the value of jobs performed within the organization and the relative value or worth of the employee's efforts.
Techniques of Job Evaluation
There are four basic methods of job evaluation currently in use which are grouped into two categories:
1. Non-quantitative Methods:
(a) Ranking Method
(b) Classification Method
2. Quantitative Methods:
(a) Point Rating Method
(b) Factor Comparison Method
The basic difference between these two methods lies in the sense that, under non-quantitative methods, a job is compared as a whole with
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An employee may perform the ranking herself after performing a job analysis of each position or bring in subject matter experts more familiar with the jobs. For example, a marketing analyst will receive a higher ranking than a sweeper.
Definition
This method is one of the simplest to administer. Jobs are compared to each other based on the overall worth of the job to the organization. The 'worth' of a job is usually based on acknowledgement of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions.
Explanation
The importance of order of job is judged in terms of duties, responsibilities and demands on the job holder. The jobs are ranked according to “the whole job” rather than a number of compensated factors.
Ranking method is appropriate for small-size organisations where jobs are simple and few. It is also suitable for evaluating managerial jobs wherein job contents cannot be measured in quantitative terms. Ranking method being simple one can be used in the initial stages of job evaluation in an
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The application of the Ranking Method involves the following procedure:
1. Analyse and describe jobs, bringing out those aspects which are to be used for purpose of job comparison.
2. Identify bench-mark jobs (10 to 20 jobs, which include all major departments and functions). The jobs may be the most and least important jobs, a job midway between the two extremes, and others at the higher or lower intermediate points.
3. Rank all jobs in the abortionist around the bench-mark jobs until all jobs are placed in their rank order of importance.
4. Finally, divide all the ranked jobs into appropriate groups or classifications by considering the common features of jobs such as similar duties, skills or training requirements. All the jobs within a particular group or classification receive the same wage or range of rates.
Merits:
Ranking method has the following merits:
1. It is the simplest method.
2. It is quite economical to put it into effect.
3. It is less time consuming and involves little paper
Superintendent and Supervisor positions would be beneficial. This would simplify the chart by two levels.
The four categories do have different requirements per job. The knowledge, skills, abilities and other characteristics have to be considered in each position. Keeping this in mind, we have decided to use different grades per job family. It is important to have each grade clearly defined so that the route of the career path is easily understood by all members of the organization. The steps to promotion should also be clearly defined. If employees understand how they can improve and move up in the company then that will lead to an increase in employee productivity and motivation.
Our Session Long Project (SLP) for Module 1 transforms the evaluation essay into a job evaluation. The type of job evaluation used in this SLP identifies the responsibilities of the job and bases the individual’s performance on these responsibilities. What does this mean to the employee; it means that if they understand the responsibilities of their job they are better able to perform it to the satisfaction of the evaluator. However employees who are not informed of their responsibilities can invalidate your evaluation process very quickly and wreck havoc in any organization.
A job analysis a great way to analyzed whether or not the individual is fit for the position. By creating a questionnaire that relates to the daily tasks for the position will narrow done the selection process into a smaller portion. The information given from the Job Analysis is also used to create a Job Description and Job Specification. “Job description identifies the tasks, duties, and responsibilities. The “job specification list the KSAOCs that individuals need to posses to perform a job successfully”(Pynes, 2013). After an individual is hired we must train that individual with the proper format in order for them to understand the concept of work. In this process I will develop a training program that includes all the organizations policies, procedures and daily tasks.
are all in an order and set rank but at the top of the hierarchy where the
There is also the reason of employment based reasoning, which are based on the priority of the workers
There are various methods to aid the job analysis process and one of these is to utilize the O*NET, which is the Occupational Information Network that lists many detailed job descriptions. This may help develop task statements, KSA’s and assist in the c...
Discuss the various purposes and uses of Job Analysis. Briefly explain the reasons why Job Analysis is regarded as a powerful, relevant, and useful personnel instrument. Fully discuss Information Collection Methods for conducting useful and relevant Job Analysis.
According to Chaneta (2014), job evaluation is the process of analyzing and assessing the relative worth of various jobs in an organization for the purpose of comparison and pay grading, and based on qualifications and skills required for a range of jobs. In other words, it forms the basis for pay and benefits negotiation. It helps to compensate employees accurately based on their job grades or values, and hence avoid issues of inequity and indifference at the workplace. To ensure effective job evaluation process, market-driven and job worth systems are largely used. While market-driven system is determined by the existing pay grade or structure in the opened market based on workforce demand and availability for particular positions, job-worth system depends on the value of the job or position to the organization. Both systems can be influenced by the external labor market and there become difficult for managers to apply as they would be torn between fulfilling internal and external demands. Another significant resemblance between market-driven and job worth systems is that they both require the same qualifications and other characteristics from the job performer as the basis for occupying a specific position. For instance, before HR practitioners decide on which system to use to determine Quality Specialist 's pay, they must make sure the potential worker has the job requirements and competencies to execute the job. One of the criteria for rewarding an employee is his or her ability to complete tasks in a proficient, productive, and effective way (Kaifi, Khanfar, Nafei, & Kaifi,
...ways get a position. The position determines your salary and the power you have in that job. For instance if you are an employee, you won't have power over your manager or your boss.
Job analysis is the systematic study of jobs to determine what activities and responsibilities they include, their relative importance in comparison with other jobs, the personal qualifications necessary for performance of the jobs and the conditions under which the work is performed. An important concept in job analysis is that an evaluation is conducted of the job, not the person doing the job (even though some job analysis data may be collected from incumbents).
Each employee is given a title with this title comes the tasks and the type of authority the employee is expected to perform, the employee has little or no authority outside that title. In the office of hierarchy there is different levels of super- and subordination and there is a supervision of the lower offices by the higher ones.
The job ranking system is the easiest system and focuses on a jobs value to the business. It can be valuable to a small organization of no more than 14 job assessments. This process is accomplished by one person who is well-informed on all of the positions in the corporation or can be completed by a committee. The downside to this type of system is it is not a very accurate job rating system and does not truly reveal the differences in the degree of importance between the jobs. The next job evaluation system is the Job Classification System and this is done through categorizing and grouping jobs according to prearranged salary levels. The positives would be the straightforwardness and ease of the system, but the downfalls would be inaccurate ratings of the jobs being
Clifford, J. P. (1994). Job Analysis: Why do it, and how should it be done? Public Personnel Management. Volume 23. Pp. 321-340.
Co-ordinating functions: Every employee plays a part in controlling inputs, outputs, job scope and head count. Has to be well-coordinated.