Job Evaluation Job evaluation is a practical technique, designed to enable trained and experien ced staff to judge the

size of one job relative to others. It does not directly determine pay levels, but will establish the basis for an internal ranking of jo bs. An approach designed to enable a job to be compared to all other jobs in an Inst itution in a systematic and transparent way in order to create a fair rank order of jobs, usually as the basis for a grading and pay structure, to ensure equal pay for work of equal value Some Principles of Job Evaluation Clearly defined and identifiable jobs must exist. These jobs will be accurately described in an agreed job description. All jobs in an organisation will be evaluated using an agreed job evaluation sch eme. Job evaluators will need to gain a thorough understanding of the job Job evaluation is concerned with jobs, not people. It is not the person that is being evaluated. The job is assessed as if it were being carried out in a fully competent and acc eptable manner. Job evaluation is based on judgement and is not scientific. However if applied c orrectly it can enable objective judgements to be made. It is possible to make a judgement about a job's contribution relative to other jobs in an organisation. The real test of the evaluation results is their acceptability to all participan ts. Job evaluation can aid organisational problem solving as it highlights duplicati on of tasks and gaps between jobs and functions. Job Evaluation - The Future As organisations constantly evolve and new organisations emerge there will be ch allenges to existing principles of job evaluation. Whether existing job evaluati on techniques and accompanying schemes remain relevant in a faster moving and co nstantly changing world, where new jobs and roles are invented on a regular basi s, remains to be seen. The formal points systems, used by so many organisations is often already seen to be inflexible. Sticking rigidly to an existing scheme m ay impose barriers to change. Constantly updating and writing new jobs together with the time that has to be spent administering the job evaluation schemes may become too cumbersome and time consuming for the benefits that are derived. Does this mean that we will see existing schemes abandoned or left to fall into disrepute ? Will providers of job evaluation schemes examine and, where necessar y, modify them to ensure they are up to date and relevant ? Simply sticking rigi dly to what is already in place may not be enough to ensure their survival. Job Evaluation - More Job evaluation is essentially one part of a tripartite subject, which is collect ively referred to as Job Study (other names exist). The three parts are Job Anal ysis; Job Evaluation - the information collected is evaluated using a numerical scale or ranking and rating methodology; and Merit Rating - BSI definition (3254 2). BSI definition - 32529 Any method ranking the relative worth of jobs which can then b e used as a basis for a remuneration system It is essentially a comparative process. Job evaluation evaluates selected job factors, which are regarded as important f or the effective performance of the job, according to one of several alternative

methods. The resulting numerical gradings can form the basis of an equitable st ructure of job gradings. The job grades may or may not be used for status or pay ment purposes. Explanation: Job Evaluation is concerned with measuring the demands the job places on its hol der. Most factors that contribute to this job pressure, e.g. physical strength r equired, knowledge of mathematics required, are assessed and the result is a num erical estimate of the total job pressure. When evaluations are carried out on a ll hourly paid personnel the technique s uses include establishing relative wage rat es for different tasks. It is possible to use it for all grades of personnel, ev en senior management. Illustration: The Time Span of Discretion is an interesting and unusual method of job evaluati on developed by Elliot Jaques for the Glacier Metal Company. In this method the job pressure is assessed according to the length of time over which managers dec isions commit the company. A machine operative, for example, is at any moment co mmitting the company only for the period needed to make one product unit or comp onent. The manager who buys the machine is committing the company for ten years. Job evaluation is the process of determining the appropriate Career Group and Ro le to which a position is assigned. The job evaluation process has four steps: Selecting the Occupational Family: The first step is to determine the appropriat e Occupational Family by reviewing the vocational characteristics (the nature an d type of work performed) outlined in the Employee Work Profile. Comparing and Selecting the Career Group: The second step is to compare the Conc ept of Work capsule that describes the array of work performed in the various Ca reer Group Descriptions to the Employee Work Profile in order to determine the a ppropriate Career Group. Comparing and Selecting a Role within a Career Group: The third step is to evalu ate and compare the Work Description (position objective; purpose of position; k nowledge, skills, abilities and competencies; education, experience, certificati on and licensure; core responsibilities and special assignments) outlined in the Employee Work Profile to the various Role Descriptions and the factor matrices to determine the appropriate Role. Comparing to other positions within a Role to ensure consistency: The final step is to confirm the assignment of the position to the Role by checking to make su re that it is consistent with other positions assigned to the same Role Job Evaluation: Methods: The two most common methods of job evaluation that have been used are first, whole job ranking, where jobs are taken as a whole and ran ked against each other. The second method is one of awarding points for various aspects of the job. In the points system various aspects or parts of the job suc h as education and experience required to perform the job are assessed and a poi nts value awarded - the higher the educational requirements of the job the highe r the points scored. The most well known points scheme was introduced by Hay man agement consultants in 1951. This scheme evaluates job responsibilities in the l ight of three major factors - know how, problem solving and accountability Ranking Ranking This method is one of the simplest to administer. Jobs are compared to e ach other based on the overall worth of the job to the organization. The 'worth' of a job is usually based on judgements of skill, effort (physical and mental), responsibility (supervisory and fiscal), and working conditions. Advantages

Simple. Very effective when there are relatively few jobs to be evaluated (less than 30) . Disadvantages Difficult to administer as the number of jobs increases. Rank judgements are subjective. Since there is no standard used for comparison, new jobs would have to be compar ed with the existing jobs to determine its appropriate rank. In essence, the ran king process would have to be repeated each time a new job is added to the organ ization. --------------------------------------------------------------------------------

Ranking Methods Ordering Simply place job titles on 3x5 inch index cards then order the titles b y relative importance to the organization. Weighting Paired Comparison Job Evaluation: Methods: Classification Classification Jobs are classified into an existing grade/category structure or hierarchy. Each level in the grade/category structure has a description and asso ciated job titles. Each job is assigned to the grade/category providing the clos est match to the job. The classification of a position is decided by comparing t he whole job with the appropriate job grading standard. To ensure equity in job grading and wage rates, a common set of job grading standards and instructions a re used. Because of differences in duties, skills and knowledge, and other aspec ts of trades and labor jobs, job grading standards are developed mainly along oc cupational lines. The standards do not attempt to describe every work assignment of each position in the occupation covered. The standards identify and describe those key charact eristics of occupations which are significant for distinguishing different level s of work. They define these key characteristics in such a way as to provide a b asis for assigning the appropriate grade level to all positions in the occupatio n to which the standards apply. Advantages Simple. The grade/category structure exists independent of the jobs. Therefore, new jobs can be classified more easily than the Ranking Method. Disadvantages Classification judgments are subjective. The standard used for comparison (the grade/category structure) may have built i n biases that would affect certain groups of employees (females or minorities). Some jobs may appear to fit within more than one grade/category. Job Evaluation: Methods: Factor Comparison Factor Comparison A set of compensable factors are identified as determining the worth of jobs. Typically the number of compensable factors is small (4 or 5). E xamples of compensable factors are: Skill Responsibilities Effort Working Conditions Next, benchmark jobs are identified. Benchmark jobs should be selected as having

certain characteristics. equitable pay (not overpaid or underpaid) range of the factors (for each factor, some jobs would be at the low end of the factor while others would be at the high end of the factor). The jobs are then priced and the total pay for each job is divided into pay for each factor. See example matrix below: Job Evaluation: Factor Comparison The hourly rate is divided into pay for each of the following factors: Job Hourly Rate . Pay for Skill Pay for Effort Pay for Responsibility Pay for Wo rking Conditions

This process establishes the rate of pay for each factor for each benchmark job. Slight adjustments may need o be made to the matrix to ensure equitable dollar weighting of the factors. The other jobs in the organization are then compared with the benchmark jobs and rates of pay for each factor are summed to determine the rates of pay for each of the other jobs. Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgements that are subjective. The standard used for determining the pay for each factor may have build in bias es that would affect certain groups of employees (females or minorities). Job Evaluation: Methods: Point Method Point Method A set of compensable factors are identified as determining the wort h of jobs. Typically the compensable factors include the major categories of: Skill Responsibilities Effort Working Conditions These factors can then be further defined. Skill Experience Education Ability Responsibilities Fiscal Supervisory Effort Mental Physical Working Conditions Location Hazards Extremes in Environment The point method is an extension of the factor comparison method. Each factor is then divided into levels or degrees which are then assigned point s. Each job is rated using the job evaluation instrument. The points for each fa ctor are summed to form a total point score for the job. Jobs are then grouped by total point score and assigned to wage/salary grades so that similarly rated jobs would be placed in the same wage/salary grade.

Advantages The value of the job is expressed in monetary terms. Can be applied to a wide range of jobs. Can be applied to newly created jobs. Disadvantages The pay for each factor is based on judgments that are subjective. The standard used for determining the pay for each factor may have built-in bias es that would affect certain groups of employees (females or minorities). Performance appraisal, also known as employee appraisal, is a method by which th e performance of an employee is evaluated (generally in terms of quality, quanti ty, cost and time). The roots of performance appraisal can be found in Frederick Winslow Taylor's time and motion study[citation needed]. Performance appraisal is a part of career development.

Performance appraisals are a regular review of employee performance within organ izations. Generally, the aims of a scheme are: Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personnel decisions-salary (merit) increases,promotions, discip linary actions, etc. Provide the opportunity for organizational diagnosis and development. Facilitate communication between employee and administrator. Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements. A common approach to assessing performance is to use a numerical or scalar ratin g system whereby managers are asked to score an individual against a number of o bjectives/attributes. Employees are also allowed the opportunity to assess the p erson (manager) at the same time. This is known as 360 appraisal. The most popular methods that are being used as performance appraisal process ar e: Management by objectives (MBO) 360 degree appraisal Thus performance appraisal is important for effective human resource management. Performance appraisal is a process of evaluating employee performance in order to guide and develop the employee's potential. In many extension organizations w hich are government departments, the performance appraisal is nothing more than a confidential judgement of work done and a character report used to facilitate disciplinary action or promotion. The employees do not get feedback about their performance. Extension organizations need to have an open appraisal system to pr ovide feedback and opportunities for open discussion with employees on their per formance, because they have immense potential to grow and develop. This system c an create a healthy working climate and employee motivation. The performance appraisal which e following major purposes: (1) formance goals, (3) to identify nagement of pay administration, aims at facilitating employee development has th to provide feedback and guidance, (2) to set per training needs, and (4) to provide inputs for ma rewards, and promotion. The steps involved in ef

fective performance appraisal are (1) identification of key performance areas an d setting yearly objectives under each KPA, (2) identification of critical attri butes for effective performance, (3) periodic review of performance, (4) discuss ion of performance with employees, and (5) identification of training and develo pmental needs (Pareek & Rao, 1992). Potential Appraisal The potential appraisal is a future-oriented appraisal by which the potential of an employee to occupy higher positions and to assume higher responsibilities is evaluated. The potential appraisal can help the extension staff to know their s trengths and weaknesses and can motivate them to further develop their skills. T hus the potential appraisal helps in planning overall career development of empl oyees. Some of the techniques used for the appraisal are self-appraisals, peer r ating, the management by objectives (MBO) approach, psychological test and simul ated work exercises, case analyses, and leadership exercises.