Job evaluation


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Job evaluation

  1. 1. Job Evaluation How the company fix salary to their employees?
  2. 2. • It is through job evaluation ! • Job evaluation is the outcome of job analysis. • Each job is analyzed in terms of specific dimensions like educational level, responsibility level, discretion level, relationship with other impact level. These are then evaluated and few levels are fixed so that these can be used to determine compensations to the job holder like salary and other financial and non-financial rewards
  3. 3. • Job evaluation is the process of analysis and assessment of jobs to ascertain relatively their relative worth, using the assessment as the basis for a balanced wage structure. • The techniques of job evaluation: Job analysis has two techniques: • Non quantitative technique • Quantitative technique
  4. 4. Non quantitative technique • Non-Quantitative techniques: • This has • Simple ranking method • Paired comparison method • Grading method
  5. 5. • Simple ranking method: • This method compares one job with other job based on duties, responsibility, and the degree of importance to the organization. This mostly used in small organization.
  6. 6. • Paired comparison method: • The evaluator ranks each job in turn against all other jobs to be appraised so that a series of paired ranking is produced. In other words each job is paired with every other job in turn, and the more difficult job of the pair is indicated by the assessor. • They are ranked according to the number of times they are more judged as more difficult. • It is usual to distribute the pairs of jobs among several judges and collect the results on a computer.
  7. 7. • Grading method: • Major job classes are established. Various jobs are assigned by ranking to these grades based on their personal interpretations of relative difficulty of tasks, responsility involved, knowledge and experience required, authority level etc. This grading method mostly followed in public sector undertakings.
  8. 8. • Quantitative techniques: • This has three techniques. They are • Pont method • Factor comparison method • Hay method(For executives)
  9. 9. • Point method: • The point method break the job in to components and evaluate each of the job elements against specially construed scales. There are four steps in the point method. They are • Selection of compensable factors • Establishment of factor scales • Assignment of points to degrees and • Application to organizational jobs
  10. 10. • Factor comparison method: • The factor comparison method is a method of quantifying the job versus the job comparison. It is the least commonly used method of job evaluation. There are three steps in this method. • The first step is to select key jobs to help anchor the system. Key jobs are those jobs that are found many organizations that have relatively stable job content ; they also have to be jobs for which the prevailing wage rates are known.
  11. 11. • The second step is to rank the key jobson a few compensable factors, such as skill, effort, responsibility and job conditions. • The third step is to determine for each key job the amount of the present pay rate that is attributable to each of the factors. Suppose the trotal rate of a job is say $7.75, $1.75 is allocated for its level of skill, $1.75 for effort, $1.25 for responsibility and n$3.00 for working condition
  12. 12. • Problem solving is the amount of original thinking required by the job for arriving decisions; it includes the sub factors of degree of freedom and type of mental activity. Accountability is defined as being answerable for actions taken on the job; its three sub factors are freedom to act, dollar magnitude and impact. • The hay guide chart allows the evaluator to assign a point for each factor. The total of the points across all factors is the value of the job
  13. 13. Computerized job evaluation • This the recent trend in job evaluation. Here after some training, incumbents complete the structured questionnaires such as job position analysis questionnaire or task oriented questionnaire for the jobs they supervise. • Responses about time spent on and importance of various tasks are then incorporated into a statistical regression technique to calculate job points and the appropriate location of a job in the salary structure.
  14. 14. • Services that score the position analysis questionnaire also provide job evaluation information. • Other computer based procedure operate in similar fashions. That is they facilitate, a survey of jobs, evaluation of jobs, and the aggregation of market data for comparisons. • More and more computers are playing an important role in removing the drudgery from salary determination
  15. 15. • The end