decision band system
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The document discusses job evaluation and the Paterson Plan Decision BandTM Method (DBM) of job evaluation. It describes the DBM method which involves categorizing jobs into six decision bands based on the level of decision making required. Jobs are then further classified into grades and sub-grades based on factors like supervision responsibilities, stress, and variety of tasks. The document outlines the typical procedural steps for implementing a job evaluation scheme using the DBM method, including job analysis, grading jobs, communication of results, and linking the evaluation to compensation structures.
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is presentation s acopy right of Omar A.wahab.opened for read only.those who are in need for more detail may contact the author via email:
awrad2000@yahoo.co.uk
JOB EVALUATION SYSTEMS
The document discusses several job evaluation systems used in Zimbabwe:
1. The Paterson system evaluates jobs based on the complexity of decisions required, with six levels defined. It is internationally recognized and cost-effective.
2. The Peromnes system evaluates jobs on eight factors and assigns grades to determine rank within an organization.
3. The Hay Guide Chart Profile method analyzes jobs based on know-how, problem-solving, and accountability. It establishes proportional balances between these factors at different levels.
4. Other systems discussed include Castellion, Questionnaire, and Zimplest, each analyzing various job factors to determine grades or ranks.
Hay method of job evaluation
The Hay Group Guide Chart-Profile Method is a widely used and recognized proprietary job evaluation method. It evaluates jobs based on three factors: Know-How, Problem Solving, and Accountability. Know-How looks at the technical and soft skills required. Problem Solving examines the thinking environment and challenges. Accountability considers the job's freedom, scale of impact, and directness of impact. The method provides ranked and defined jobs, optimal structures, pay ranges, and external market comparisons. It supports objectives like equal pay and is flexible enough to adapt to organizational changes.
Job evaluation and grading methods
The document provides an overview of job evaluation processes and systems through a comparative study. It describes job evaluation as systematically determining the relative worth of jobs in an organization. The key purposes are to establish a rational pay structure and achieve equitable distribution of wages. Several common job evaluation methods are examined, including Paterson, Hay, Peromnes, and Castellion systems. Each method evaluates jobs based on different compensable factors like decision-making, skills, knowledge, responsibilities. The document also compares the strengths and weaknesses of different approaches and provides examples of how job grades correspond across evaluation systems.
decision band system
The document discusses job evaluation and the Paterson Plan Decision BandTM Method (DBM) of job evaluation. It describes the DBM method which involves categorizing jobs into six decision bands based on the level of decision making required. Jobs are then further classified into grades and sub-grades based on factors like supervision responsibilities, stress, and variety of tasks. The document outlines the typical procedural steps for implementing a job evaluation scheme using the DBM method, including job analysis, grading jobs, communication of results, and linking the evaluation to compensation structures.
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Job evaluation-hay-method reb
The Hay Method is the most widely used job evaluation method globally, used by over 7,000 organizations. It evaluates jobs based on three main factors: Know-how (knowledge and skills), Problem Solving (thinking required), and Accountability (responsibilities and impact). Know-how and Problem Solving represent the inputs (knowledge and thinking) and Accountability represents the outputs (results and impact). Jobs are evaluated based on the level of each factor and their balance or "profile". The Hay Method provides a standardized scale to measure differences between jobs.
Grade and pay structure - compensation management - Manu Melwin Joy
This document discusses various types of grade and pay structures used in compensation management. It defines grade structures as hierarchies that group similar jobs and pay structures as attaching pay ranges or scales to grades. Narrow structures have many grades while broad structures have fewer broader grades. Career family structures group jobs by function into families with levels defined by responsibilities. Broad banding reduces grades for more flexible pay. Pay spines show incremental pay points. Performance-linked compensation ties pay to goals. Incentives like bonuses motivate higher performance.
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is presentation s acopy right of Omar A.wahab.opened for read only.those who are in need for more detail may contact the author via email:
awrad2000@yahoo.co.uk
JOB EVALUATION SYSTEMS
The document discusses several job evaluation systems used in Zimbabwe:
1. The Paterson system evaluates jobs based on the complexity of decisions required, with six levels defined. It is internationally recognized and cost-effective.
2. The Peromnes system evaluates jobs on eight factors and assigns grades to determine rank within an organization.
3. The Hay Guide Chart Profile method analyzes jobs based on know-how, problem-solving, and accountability. It establishes proportional balances between these factors at different levels.
4. Other systems discussed include Castellion, Questionnaire, and Zimplest, each analyzing various job factors to determine grades or ranks.
Hay method of job evaluation
The Hay Group Guide Chart-Profile Method is a widely used and recognized proprietary job evaluation method. It evaluates jobs based on three factors: Know-How, Problem Solving, and Accountability. Know-How looks at the technical and soft skills required. Problem Solving examines the thinking environment and challenges. Accountability considers the job's freedom, scale of impact, and directness of impact. The method provides ranked and defined jobs, optimal structures, pay ranges, and external market comparisons. It supports objectives like equal pay and is flexible enough to adapt to organizational changes.
Job evaluation and grading methods
The document provides an overview of job evaluation processes and systems through a comparative study. It describes job evaluation as systematically determining the relative worth of jobs in an organization. The key purposes are to establish a rational pay structure and achieve equitable distribution of wages. Several common job evaluation methods are examined, including Paterson, Hay, Peromnes, and Castellion systems. Each method evaluates jobs based on different compensable factors like decision-making, skills, knowledge, responsibilities. The document also compares the strengths and weaknesses of different approaches and provides examples of how job grades correspond across evaluation systems.
decision band system
The document discusses job evaluation and the Paterson Plan Decision BandTM Method (DBM) of job evaluation. It describes the DBM method which involves categorizing jobs into six decision bands based on the level of decision making required. Jobs are then further classified into grades and sub-grades based on factors like supervision responsibilities, stress, and variety of tasks. The document outlines the typical procedural steps for implementing a job evaluation scheme using the DBM method, including job analysis, grading jobs, communication of results, and linking the evaluation to compensation structures.
All you need to know about implementing the Paterson Job Grading system
Comprehensive overview of the Paterson Job Grading system with reference to the South African legal system
Job evaluation-hay-method reb
The Hay Method is the most widely used job evaluation method globally, used by over 7,000 organizations. It evaluates jobs based on three main factors: Know-how (knowledge and skills), Problem Solving (thinking required), and Accountability (responsibilities and impact). Know-how and Problem Solving represent the inputs (knowledge and thinking) and Accountability represents the outputs (results and impact). Jobs are evaluated based on the level of each factor and their balance or "profile". The Hay Method provides a standardized scale to measure differences between jobs.
Grade and pay structure - compensation management - Manu Melwin Joy
This document discusses various types of grade and pay structures used in compensation management. It defines grade structures as hierarchies that group similar jobs and pay structures as attaching pay ranges or scales to grades. Narrow structures have many grades while broad structures have fewer broader grades. Career family structures group jobs by function into families with levels defined by responsibilities. Broad banding reduces grades for more flexible pay. Pay spines show incremental pay points. Performance-linked compensation ties pay to goals. Incentives like bonuses motivate higher performance.
Job evaluation-hay-guidance
The document provides an overview of the HAY job evaluation system used by the County Council. It evaluates jobs based on three elements: Know How (technical skills, management breadth, communication skills), Problem Solving (thinking environment and challenge), and Accountability. Each job is given a numeric score for each element, with the total scores determining the job's grade. The system measures job size, not individual employees, and evaluates the current requirements of the job rather than past or future changes.
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The document discusses different types of pay structures used by organizations, including:
1) Narrow-graded structures which have defined pay grades with small ranges and provide scope for progression.
2) Broadbanded structures which reduce the number of grades into wider bands for more flexibility.
3) Career family and job family structures which group jobs by common functions or processes into levels with consistent pay ranges.
4) Pay spines used in public sector with incremental pay points and grades attached. The document compares advantages and disadvantages of different structures.
Job evaluation
Job evaluation is a process to determine the importance and complexity of jobs in an organization. It is crucial for creating equitable pay structures and attraction/retention of top talent. There are several common job evaluation methods: ranking method ranks jobs based on value to the organization; classification method groups similar jobs into classes/grades; point method assigns points to compensable factors like skills, responsibility and conditions; and factor comparison method evaluates jobs based on compensable factors without weights. Each method has advantages like objectivity, but also limitations such as subjectivity.
Hay group
Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
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Job evaluation methods
The document discusses various job evaluation methods, including ranking, classification, factor comparison, and point methods. It provides details on the advantages and disadvantages of each. It also provides an in-depth explanation of the Hay Guide Chart-Profile Method, including the three factors it uses (know-how, problem solving, and accountability) and how jobs are evaluated using questionnaires and a committee. The document outlines steps taken, such as periodic retraining and correlation studies, to ensure the Hay system is applied fairly. It explains how Hay points are used to determine salary ranges but do not directly impact individual salaries.
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This document provides an overview of job evaluation, including:
1. Job evaluation is a systematic process to define the relative worth of jobs within an organization to establish pay structures and ensure equal pay.
2. Analytical schemes involve analyzing jobs based on defined factors, while non-analytical schemes like ranking do not meet equal pay requirements.
3. Surveys find most organizations use analytical schemes like points-factor rating which provide yardsticks for objective evaluations.
Hay system
The Hay System is a widely used job evaluation method that assesses jobs based on three factors: Know-How, Problem Solving, and Accountability. Jobs are evaluated using questionnaires completed by the job holder and manager, then scored on scales for each factor. This results in total points that can be used to rank jobs and set internal pay structures, as well as compare pay levels to external market data. However, critics argue the Hay System matrix is complex, favors traditional management roles, and may not fully capture collaborative work environments.
Job evaluation
This document discusses different concepts and methods related to job evaluation. It covers the following key points in 3 sentences:
Job evaluation involves systematically evaluating jobs within an organization based on factors like skills, effort, responsibility, and working conditions to determine their relative worth and establish a pay structure. Common methods of job evaluation include ranking, classification, factor comparison, and point methods which break jobs down and compare them based on compensable factors. The goal of job evaluation is to establish equity and fairness in compensation by objectively assessing the value of different jobs within an organization.
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2) Determine pay grades by deciding the number of grades and job levels within each grade.
3) Develop pay ranges by setting the minimum, midpoint, and maximum for each grade using common differentials and spreads.
4) Assign positions to grades based on market pay and internal alignment. Maintain the structure by annually benchmarking grades and hot jobs against the market.
Job evaluation
The aim of job evaluation is to establish a transparent grading framework with a clear route for pay progression. It measures the job, not the person doing it. It does not measure the volume of work or individuals’ performance.
Why introduce it?
To ensure that jobs are graded fairly and to achieve equal pay for work of equal value.
To underpin new pay and grading structures and ensure that the internal system behind them is fair.
To assist harmonisation of terms and conditions following merger or acquisition.
To clarify job profiles and ensure relevant comparisons when benchmarking externally.
Collinson Grant's job evaluation scheme, outlined in this document, is an analytical scheme for evaluating all administrative and managerial jobs. It is not suitable for manual jobs.
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The document discusses different types of pay structures used by organizations, including:
1) Narrow-graded structures which have defined pay grades with small ranges and provide scope for progression.
2) Broadbanded structures which reduce the number of grades into wider bands for more flexibility.
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4) Pay spines used in public sector with incremental pay points and grades attached. The document compares advantages and disadvantages of different structures.
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Job evaluation is a systematic process that ranks jobs by comparing them based on factors like know-how, problem solving, and accountability. The Hay Guide Chart-Profile Method is one of the most widely used job evaluation systems. It evaluates jobs based on three factors - know-how, problem solving, and accountability - and assigns points to determine a ranking. The ranking can then be used to assess internal pay equity and compare pay levels to market data. However, critics argue the Hay system is complicated, emphasizes management roles, and may not be well-suited to collaborative work environments.
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The document discusses various job evaluation methods, including ranking, classification, factor comparison, and point methods. It provides details on the advantages and disadvantages of each. It also provides an in-depth explanation of the Hay Guide Chart-Profile Method, including the three factors it uses (know-how, problem solving, and accountability) and how jobs are evaluated using questionnaires and a committee. The document outlines steps taken, such as periodic retraining and correlation studies, to ensure the Hay system is applied fairly. It explains how Hay points are used to determine salary ranges but do not directly impact individual salaries.
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This document provides an overview of company policies and procedures for new employees at Primedsys. It introduces key leadership roles and outlines general working hours, core business hours, dress code, harassment policies, and performance review processes. Performance reviews occur twice yearly and determine employee bonuses and compensation growth. The company culture emphasizes values such as honesty, reliability, simplicity, openness, trust, commitment and ethics.
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The document presents information on using the point method for job evaluation. It discusses how the point method works by breaking jobs down into factors that are assigned point values. The factors include skill, effort, responsibility, and job conditions. Jobs are evaluated and graded by adding up the total points for all factors. The point method provides a systematic and explainable way to determine the relative worth of jobs.
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This document provides an overview of job evaluation, including:
1. Job evaluation is a systematic process to define the relative worth of jobs within an organization to establish pay structures and ensure equal pay.
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3. Surveys find most organizations use analytical schemes like points-factor rating which provide yardsticks for objective evaluations.
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The Hay System is a widely used job evaluation method that assesses jobs based on three factors: Know-How, Problem Solving, and Accountability. Jobs are evaluated using questionnaires completed by the job holder and manager, then scored on scales for each factor. This results in total points that can be used to rank jobs and set internal pay structures, as well as compare pay levels to external market data. However, critics argue the Hay System matrix is complex, favors traditional management roles, and may not fully capture collaborative work environments.
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This document discusses different concepts and methods related to job evaluation. It covers the following key points in 3 sentences:
Job evaluation involves systematically evaluating jobs within an organization based on factors like skills, effort, responsibility, and working conditions to determine their relative worth and establish a pay structure. Common methods of job evaluation include ranking, classification, factor comparison, and point methods which break jobs down and compare them based on compensable factors. The goal of job evaluation is to establish equity and fairness in compensation by objectively assessing the value of different jobs within an organization.
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This document outlines the process of human resource management and planning. It discusses forecasting personnel needs through analyzing trends, ratios, and other techniques. It also covers forecasting the supply of internal candidates using qualification inventories and replacement charts. Strategic planning involves defining business missions, evaluating strengths and weaknesses, and formulating goals and actions. The process also includes implementing programs and evaluating the results of human resource planning.
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This document outlines the key responsibilities of a human resources professional. The responsibilities include: handling various HR functions like recruitment, compensation, performance management, and training; ensuring statutory compliance; onboarding new employees; developing and implementing HR policies; managing compensation and benefits; overseeing performance management; engaging employees through training, events, and visual management; maintaining HR records and reporting; and general HR administration and operations. The professional has extensive experience in strategic talent planning, recruitment, developing HR strategies, and maintaining compliance.
Pay structure: Grades & Ranges
The document discusses building and maintaining a pay structure with grades and ranges. It provides guidance on key steps:
1) Identify multiple pay schedules to group labor markets and streamline the structure.
2) Determine pay grades by deciding the number of grades and job levels within each grade.
3) Develop pay ranges by setting the minimum, midpoint, and maximum for each grade using common differentials and spreads.
4) Assign positions to grades based on market pay and internal alignment. Maintain the structure by annually benchmarking grades and hot jobs against the market.
Job evaluation
The aim of job evaluation is to establish a transparent grading framework with a clear route for pay progression. It measures the job, not the person doing it. It does not measure the volume of work or individuals’ performance.
Why introduce it?
To ensure that jobs are graded fairly and to achieve equal pay for work of equal value.
To underpin new pay and grading structures and ensure that the internal system behind them is fair.
To assist harmonisation of terms and conditions following merger or acquisition.
To clarify job profiles and ensure relevant comparisons when benchmarking externally.
Collinson Grant's job evaluation scheme, outlined in this document, is an analytical scheme for evaluating all administrative and managerial jobs. It is not suitable for manual jobs.
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Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and qualifications required to perform a specific job. It involves studying job duties, working conditions, relationships, and the skills, education, and training required. The outcomes of job analysis include job descriptions, which summarize the tasks and responsibilities of a job, and job specifications, which outline the qualifications needed to perform the job. Job analysis provides important information for recruitment and selection, performance appraisal, training, compensation, and other human resource functions.
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Job analysis and design
Job analysis is the process of obtaining information about jobs to determine duties, tasks, and activities. It provides data to develop job descriptions and specifications that form the basis for performance appraisal, training, compensation, and other HR functions. A job description outlines the tasks, duties, responsibilities, and requirements of a specific job. Job design uses job analysis data to improve jobs through technological and human considerations to enhance efficiency and satisfaction. Employee teams and empowerment grant workers more autonomy and responsibility over their work.
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Job evaluation is a systematic way to determine the relative worth of jobs within an organization. It aims to establish a rational pay structure by comparing jobs based on factors like skill, effort, and responsibility required. The main methods of job evaluation are ranking, classification, factor comparison, and point method. Ranking simply arranges jobs in order of value, while classification groups similar jobs into predefined grades. Factor comparison and point method assign scores to jobs based on how they rate on important compensable factors. While objective, job evaluation still involves some subjectivity and may require periodic review.
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- 14. OMER ABD AL WAHAB MOHD.........MBA2009-164 BAND A DEDINED DECISION UNSKILLED WORKER BAND B AUTOMATIC DECISION SEMI SKILLED WORKERS BAND C ROUTINE DECISION SKILLED WORKERS BAND D INTERPRETIVE DECISION MIDDLE MANAGEMENT BAND E PROGRAMMING DECISION SENIOR MANAGEMENT BAND F POLICY MAKING DECISION TOP MANAGEMENT TYPES OF PATTERSON BANDS Decision Band™ Method (DBM) Pyramid
- 15. OMER ABD AL WAHAB MOHD.........MBA2009-164 Job Evaluation These are decisions that determine the scope, the direction, and the overall goals of the whole organization. Band F decisions are the kind typically made by a Board, Council, or CEO. BAND F -Policy Making Decision
- 17. OMER ABD AL WAHAB MOHD.........MBA2009-164 Job Evaluation At Band D, the incumbents are required to interpret and carry out the programs or objectives developed at Band E. These decisions specify what is to be done in lower Bands, and how the resources allocated by Band E are to be deployed. Band D decisions are typically made by middle managers in various functions. BAND D – Interpretive decisions
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- 23. Job Evaluation OMER ABD AL WAHAB MOHD.........MBA2009-164 The Grades within the Bands : GRADE BAND Higher….Coordinating routine decision. C Lower….Making routine decision. C Higher….Coordinating automatic decision. B Lower…..Making automatic decision. B No Higher or lower grade, just single grade A
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