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JOB-EVALUATION.
SEMINAR BY: SANAT PANDOH(1656/15)
 INTRODUCTION.
 FEATURES.
 OBJECTIVES.
 PROCESS.
 GUIDELINES FOR CONDUCTING J/E.
 METHODS.
 MERITS and DE-MERITS.
Content
 A job evaluation is a systematic way of determining the
value/worth of a job in relation to other jobs in an organization.
 It tries to make a systematic comparison between jobs to assess
their relative worth for the purpose of establishing a rational pay
structure.
INTRODUCTION.
 It attempts to assess jobs, not people.
 Job Evaluation is the output provided by job Analysis.
 It provides bases for wage negotiation founded on facts.
 Job Evaluation does not design wage structure, it helps in
rationalizing the system by reducing number of separate and
different rates.
 Job Evaluation is done by group of experts.
 Job Evaluation determines the value of job and the value of each of
the aspects of job such as skill and responsibility levels are also
related and studied in connection with the job.
 Job Evaluation helps the management to maintain high levels of
employee productivity and employee satisfaction.
FEATURES
 Wage and Salary Fixation
 Restructuring Job Hierarchy and
 Overcoming Anomalies.
OBJECTIVES
 Gaining acceptance.
 Creating job evaluation committee.
 Finding the jobs to be evaluated.
 Analyzing and preparing job description.
 Selecting the method of evaluation.
 Evaluating jobs.
PROCESS.
Gaining
acceptance.
top management must explain the aims
and uses of the programme to
managers, employees and unions
Creating job
evaluation
committee
job evaluation committee consisting of
experienced employees, union
representatives and HR experts is
created to set the ball rolling.
Finding the jobs
to be evaluated
Every job need not be evaluated. This
may be too taxing and costly. Certain
key jobs in each department may be
identified. While picking up the jobs,
care must be taken to ensure that they
represent the type of work performed
in that department, at various levels.
Analyzing and
preparing job
description.
This requires the preparation of a job
description and also an analysis of job
specifications for successful
performance.
Selecting the
method of
evaluation
The Most Important Method of
Evaluating the job must be identified
Now, keeping the job factors
Evaluating jobs
The relative worth of various jobs in an
organisation may be determined by
applying the job evaluation method.
The method may consider the "whole
job" by ranking a set of jobs, or by
comparing each job to a general level
description.
 Rate the job not the person or employee on the job.
 Strive to collect all the facts accurately.
 Look especially for distinguishing features of jobs and relationship to
other jobs.
 Job evaluation must be conducting systemetically. based on factual and
accurate information.
 The result must be fair ,rational and unbased to the individuals being
affected.
GUIDELINES FOR CONDUCTING
J/E.
 Quantitative methods.
• Ranking method.
• Grading method.
 Qualitative methods.
• Point method.
• Factor Comparison method.
Methods
Ranking method
In the ranking method of job
evaluation, a whole job is compared
with others and rank is provided on
the basis of this comparison.
Grading Method
Job grading method also known as
job classification method
establishes various grades for
different categories of jobs. For
example, jobs of an operative may be
classified as unskilled, semi-skilled,
skilled and highly-skilled
Point Method
Point method of job evaluation is
widely used in business
organisations. It is an analytical and
quantitative method which determines
the relative worth of a job on the basis
of points alloted to each specific factor
of a job. The sum total to these points
allotted to various job factors is the
worth of the job. This total is compared
with that of other jobs and relative
worth of various jobs is determined
Factor
Comparison
Method
Each factor of a job is compared with
the same factor of the other jobs or the
key job either defined or existing one.
When all factors are compared, the
final rating is arrived at by adding the
value received at each comparison. For
this purpose, Benge identified five
factors – mental effort, skill, physical
effort, responsibility and working
conditions.
MERITS:-
• Helps in selection of employee.
• Standardization.
• Specialization.
• Relevance of new jobs.
• Harmonious relationship between employee and manager.
Merits and Demerits
DEMERITS:-
• Problem of adjustment.
• Unrealistic.
• Subjective.
• Opposition by workers.
• Ogranisational Limitations.
Merits and Demerits
Job evaluation

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Job evaluation

  • 2.  INTRODUCTION.  FEATURES.  OBJECTIVES.  PROCESS.  GUIDELINES FOR CONDUCTING J/E.  METHODS.  MERITS and DE-MERITS. Content
  • 3.  A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization.  It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. INTRODUCTION.
  • 4.  It attempts to assess jobs, not people.  Job Evaluation is the output provided by job Analysis.  It provides bases for wage negotiation founded on facts.  Job Evaluation does not design wage structure, it helps in rationalizing the system by reducing number of separate and different rates.  Job Evaluation is done by group of experts.  Job Evaluation determines the value of job and the value of each of the aspects of job such as skill and responsibility levels are also related and studied in connection with the job.  Job Evaluation helps the management to maintain high levels of employee productivity and employee satisfaction. FEATURES
  • 5.  Wage and Salary Fixation  Restructuring Job Hierarchy and  Overcoming Anomalies. OBJECTIVES
  • 6.  Gaining acceptance.  Creating job evaluation committee.  Finding the jobs to be evaluated.  Analyzing and preparing job description.  Selecting the method of evaluation.  Evaluating jobs. PROCESS.
  • 7. Gaining acceptance. top management must explain the aims and uses of the programme to managers, employees and unions
  • 8. Creating job evaluation committee job evaluation committee consisting of experienced employees, union representatives and HR experts is created to set the ball rolling.
  • 9. Finding the jobs to be evaluated Every job need not be evaluated. This may be too taxing and costly. Certain key jobs in each department may be identified. While picking up the jobs, care must be taken to ensure that they represent the type of work performed in that department, at various levels.
  • 10. Analyzing and preparing job description. This requires the preparation of a job description and also an analysis of job specifications for successful performance.
  • 11. Selecting the method of evaluation The Most Important Method of Evaluating the job must be identified Now, keeping the job factors
  • 12. Evaluating jobs The relative worth of various jobs in an organisation may be determined by applying the job evaluation method. The method may consider the "whole job" by ranking a set of jobs, or by comparing each job to a general level description.
  • 13.  Rate the job not the person or employee on the job.  Strive to collect all the facts accurately.  Look especially for distinguishing features of jobs and relationship to other jobs.  Job evaluation must be conducting systemetically. based on factual and accurate information.  The result must be fair ,rational and unbased to the individuals being affected. GUIDELINES FOR CONDUCTING J/E.
  • 14.  Quantitative methods. • Ranking method. • Grading method.  Qualitative methods. • Point method. • Factor Comparison method. Methods
  • 15. Ranking method In the ranking method of job evaluation, a whole job is compared with others and rank is provided on the basis of this comparison.
  • 16. Grading Method Job grading method also known as job classification method establishes various grades for different categories of jobs. For example, jobs of an operative may be classified as unskilled, semi-skilled, skilled and highly-skilled
  • 17. Point Method Point method of job evaluation is widely used in business organisations. It is an analytical and quantitative method which determines the relative worth of a job on the basis of points alloted to each specific factor of a job. The sum total to these points allotted to various job factors is the worth of the job. This total is compared with that of other jobs and relative worth of various jobs is determined
  • 18. Factor Comparison Method Each factor of a job is compared with the same factor of the other jobs or the key job either defined or existing one. When all factors are compared, the final rating is arrived at by adding the value received at each comparison. For this purpose, Benge identified five factors – mental effort, skill, physical effort, responsibility and working conditions.
  • 19. MERITS:- • Helps in selection of employee. • Standardization. • Specialization. • Relevance of new jobs. • Harmonious relationship between employee and manager. Merits and Demerits
  • 20. DEMERITS:- • Problem of adjustment. • Unrealistic. • Subjective. • Opposition by workers. • Ogranisational Limitations. Merits and Demerits