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VII.
VIII.
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 scheme.
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 acceptable
manner.
Job evaluation is based on judgement and is not scientific. However if applied correctly it
can enable objective judgements to be made.
The real test of the evaluation results is their acceptability to all participants.
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Job evaluation can aid organisational problem solving as it highlights duplication of tasks
and gaps between jobs and functions.
Job Evaluation is concerned with measuring the demands the job places on its
holder. Most factors that contribute to this job pressure, e.g. physical strength
required, knowledge of mathematics required, are assessed and the result is a
numerical estimate of the total job pressure. When evaluations are carried out on all
hourly paid personnel the techniques uses include establishing relative wage rates
for different tasks. It is possible to use it for all grades of personnel, even senior
management.
The Time Span of Discretion is an interesting and unusual method of job evaluation
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 decisions
commit the company. A machine operative, for example, is at any moment
committing the company only for the period needed to make one product unit or
component. The manager who buys the machine is committing the company for ten
years.
This method can be very misleading if is used alone.this method tries to understand the
importance of a particular job to that particular industry and rank them accordingly.the highly
important ones are placed high in the organization chart.the characteristics of this method:
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Eg: food industry- the most importyant aspect is the quality assuarance
Hardware industry- the most important aspect is the strength of the steel
Service industrty- the most important aspect is the customer services
Ranking Method
The simplest and administratively the easiest techniques.the evaluater compares the job with
other jobs based on duties,respnosibilities and denads made by the jobs on the job incumbment
and the degree of important of the job to the organization and rank all the jobs form the most
important to the least important.the evaluater has to appraise and rank tha jobs but not the
incumbments.
Meritsa.
b.
c.
d.
This method is very simple ,quick and cheaper in terms of terms of time and money.
This method is very suitable for small units.
It is also usefull for evaluating top executives in big organization
It is powerfull instruments for the job evaluation.
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c. Define class or grade descriptions for each grade in terms of amount or leaves of jobs
factors in the jobs.
d. Prepare job descriptions for all other jobs,taking these benchmarks jobs in to
consideration.
e. Compare all job with bencmarks jobs and on the basis of the comparison,slot each in to
the grade,which they seem most, clearly belong to.
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1. Mental
2. Physical
4. Working Conditions
1. Location
2. Hazards
3. 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 points. Each job is
rated using the job evaluation instrument. The points for each factor 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
Disadvanteges
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 biases that
would affect certain groups of employees (females or minorities).
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A set of compensable factors are identified as determining the worth of jobs. Typically the
number of compensable factors is small (4 or 5). Examples of compensable factors are:
1. Skill
2. Responsibilities
3. Effort
4. Working Conditions
Next, benchmark jobs are identified. Benchmark jobs should be selected as having certain
characteristics.
1. equitable pay (not overpaid or underpaid)
2. 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
Job
Secretary
Admin
Assistant
Supervisor
Manager
Hourly
Rate
The hourly rate is divided into pay for each of the following
factors:
Pay for Pay for
Pay for
Pay for Working
.
Skill
Effort
Responsibility
Conditions
9.00
4.50
2.00
2.00
0.50
11.00
5.50
2.50
2.50
0.50
15.00
21.00
6.00
9.00
3.50
3.50
4.00
7.00
1.50
1.50
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.
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Advantages
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 biases that
would affect certain groups of employees (females or minorities).
Ranking Method
Ranking 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 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
Since there is no standard used for comparison, new jobs would have to be compared
with the existing jobs to determine its appropriate rank. In essence, the ranking process
would have to be repeated each time a new job is added to the organization.
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Classification Method
Classification Jobs are classified into an existing grade/category structure or hierarchy. Each
level in the grade/category structure has a description and associated job titles. Each job is
assigned to the grade/category providing the closest match to the job. The classification of a
position is decided by comparing the 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 are used. Because of differences in duties, skills and knowledge, and other aspects of
trades and labor jobs, job grading standards are developed mainly along occupational 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 characteristics of occupations
which are significant for distinguishing different levels of work. They define these key
characteristics in such a way as to provide a basis for assigning the appropriate grade level to all
positions in the occupation 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
The standard used for comparison (the grade/category structure) may have built in biases
that would affect certain groups of employees (females or minorities).
Some jobs may appear to fit within more than one grade/category.
Employers do not enjoy high turnover rates, unproductive employees or other issues that
weaken the company. A job evaluation can help an employer avoid these issues--if the evaluation
is used effectively. Although a job evaluation does not determine pay--at least not directly--it
establishes a basis for internal job rankings.
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Incorporates an evaluation calculator that displays component factor scores, grades, and
user-specified measures while evaluating a job
With CompXpert from NPKtools, you are not tied to any particular methodology. Out of the box,
CompXpert supports any point/factor job evaluation method. Essentially, any evaluation
methodology that can be implemented with a spreadsheet can be implemented with
CompXpert.
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In CompXpert, your company data is stored in an industrial strength database. Multiple users can
be using data at the same time. Get info from people who know the jobs best. Control access by
dept or function. Compare evals across business units or any organizational function to ensure
hierarchy and consistency. This might be an analyst preparing a survey submission, an HR
manager creating a custom report, and a line manager contributing factor ratings. All access is
governed by highly granular, rules-based security that you control.
The job evaluation process established the relative value of jobs throughout the university. There
are two steps involved in this process:
1. Job Analysis and Job Description - Using a "job profile," the content of each job is
analyzed to identify key duties, responsibilities, and qualification necessary to perform
the job. Written job descriptions are then prepared to contain this information.
2. Job Evaluation - A computer assisted job evaluation plan, measuring 17 dimensions of
nonexempt work and 28 dimensions of exempt work, is used to evaluate the relative
worth of staff positions. This evaluation process focuses on valuing the content of each
position in terms of a series of well defined compensable factors.
The factors for clerical, service, technical, and administrative support positions include:
a. Knowledge: Minimum required level of specialized training, education, and
previous related work experience.
b. Skill: The manual and physical skills required to perform the duties of the
position.
c. Work Complexity: The degree and amount of judgment, initiative and ingenuity
involved in accomplishing work.
d. Contact with Others: The extent to which the work entails dealing with others in
the course of one's regular duties, including the frequency and nature of contacts
and the likely results of such contacts.
e. Property Protection and Use: The extent to which the position has responsibility
for university property, including funds, vehicles and confidential information.
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At the conclusion of the job evaluation process, the compensable factors are weighted. A
numerical total is then derived and each position is assigned a salary grade which has a salary
range A salary range consists of a:
MINIMUM The lowest wage paid to a new employee with limited or no experience in
:
this specific position.
MIDPOIN
The "market" (or average) wage paid to one who is fully qualified.
T:
MAXIMU
The highest wage paid for jobs in the salary grade.
M:
Each salary range has different jobs, e.g. Clerk and Grounds Worker, because they
have the same relative value as determined by job evaluation.
Salary ranges - intentionally overlap from one grade to another. Fully qualified incumbents in a
lower salary grade may be at the high end of their salary range, while the salary of a less
experienced employee in a higher salary grade may be near the minimum of the range. It is thus
thesameormore than the salary of an inexperienced incumbent in a higher rates position possible
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that the salary of an experienced incumbent in a lower rated position will be.
Salary surveys are conducted annually and analyzed to establish and maintain competitive pay
levels with all the markets in which the university competes and recruits, as summarized in the
following exhibit.
SURVEY SOURCES
Employee Group
Mark
et
Salary Surveys
A. Exempt
1. Department
Head and Above
Nation
al
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2. Below
Department Head
Regio
nal
3. Entry Level
Local
Local
B. Nonexempt
All Jobs
Starting salaries of new hires are normally placed within the first quartile of the salary range but
occasionally may go up to the range midpoint to accommodate special recruiting needs. Salary
progression in the range occurs over time, based on the salary budget and employee
performance.
Subsequent to employment, salaries normally change as a result of a promotion, an annual merit
increase or an adjustment to maintain equity.
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Department-
Job title-
Date-
Sex-
Assesor:
Max
Mental effort:(20)
Dealing with situation
cocentration
Notes
points
10
10
05
07
Training time
Dexterity
Complexity
Basic knowledge
15
10
10
10
10
08
08
06
Respnsibility:(18)
For crash
Intermediate and finish product
Control over cost
04
04
04
01
03
03
For tools
For recrds ets:
03
03
03
01
Physical requirements:(05)
05
04
Working conditions:(12)
Working environment
Hazards
08
04
06
02
Skills:(45)
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100
67
JOB CLASSIFICATION
Grade
Points possible
Up to 50
51 to 60
61 to70
71 to 80
Points awarded
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81 to 90 91 to 100
Job analysis
The process of obtaining job factors
Job description
Job specification
A statement of
duties,job condition and
responsibilities
A statement of human
qualities required to
perform the job
Job rating
Using a predetermined
system,study the JSs and JDs
and assign relative value or
score to each job.
Salary/wage allocation
Assign a money rate of pay to
each job according to a define
system or sacle
Employee classification
Classify all employees under proper job title
based upon the content of the work they
actually perform
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Advantages
A base pay system provides an employer with a systematic approach to balance human resource
costs with the ability to attract and keep employees. It assures that the following criteria are
addressed:
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