This document discusses various methods for evaluating jobs, including analytical and non-analytical approaches. It describes the ranking method and job grading method as non-analytical, where jobs are ranked or graded without precise quantification. For analytical methods, it outlines the point method, which assigns numerical points to factors like skills and responsibilities, and the factor comparison method, which compares jobs based on factors like mental effort, skills, and working conditions. It provides examples and discusses the advantages and disadvantages of each approach.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
In this file, you can ref useful information about ranking method of performance appraisal such as ranking method of performance appraisal methods, ranking method of performance appraisal tips, ranking method of performance appraisal forms, ranking method of performance appraisal phrases … If you need more assistant for ranking method of performance appraisal, please leave your comment at the end of file.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
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.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
This document discusses various methods of performance appraisal. It begins by defining performance appraisal as a method to evaluate an employee's performance in terms of quality, quantity, and cost. It then categorizes performance appraisal methods into traditional and modern methods. Some traditional methods discussed include rating scales, checklists, forced choice, critical incident reporting, and confidential reports. Modern methods discussed include management by objectives, 360-degree feedback, assessment centers, and psychological appraisal.
This document discusses various methods for evaluating jobs, including analytical and non-analytical approaches. It describes the ranking method and job grading method as non-analytical, where jobs are ranked or graded without precise quantification. For analytical methods, it outlines the point method, which assigns numerical points to factors like skills and responsibilities, and the factor comparison method, which compares jobs based on factors like mental effort, skills, and working conditions. It provides examples and discusses the advantages and disadvantages of each approach.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
In this file, you can ref useful information about ranking method of performance appraisal such as ranking method of performance appraisal methods, ranking method of performance appraisal tips, ranking method of performance appraisal forms, ranking method of performance appraisal phrases … If you need more assistant for ranking method of performance appraisal, please leave your comment at the end of file.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
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.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
This document discusses various methods of performance appraisal. It begins by defining performance appraisal as a method to evaluate an employee's performance in terms of quality, quantity, and cost. It then categorizes performance appraisal methods into traditional and modern methods. Some traditional methods discussed include rating scales, checklists, forced choice, critical incident reporting, and confidential reports. Modern methods discussed include management by objectives, 360-degree feedback, assessment centers, and psychological appraisal.
This document discusses job design and evaluation in human resource management. It defines job design as systematically organizing tasks and responsibilities to achieve objectives. The key aspects of job design are determining required tasks, how they are performed, and their sequence. Job evaluation determines the relative worth of jobs for purposes like determining fair pay. It discusses analytical methods like factor comparison that evaluate jobs based on factors like skills, effort, and responsibilities to determine appropriate wages. Overall, the document provides an overview of the concepts, processes, importance and limitations of job design and evaluation.
Promotion involves advancing an employee to a higher level position with greater responsibility, prestige, skills and pay. A promotion policy provides guidelines for promotions including assessing performance, determining if promotions come from within the organization, and establishing clear promotion ladders and criteria. While promotions benefit both employees and organizations, they can also create issues such as disappointing employees not promoted, employees refusing promotions, and negatively impacting workplace relationships and morale.
The document discusses various topics related to employee discipline and grievances, as well as separation of employment. It defines discipline and grievance, outlines objectives and types of discipline, describes grievance procedures and methods of identifying grievances. It also discusses the "hot stove rule" for discipline. Finally, it covers various types of separation of employment such as voluntary resignations and retirements, as well as involuntary separations like dismissal, layoffs, and retirement.
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
The document discusses the human resource management selection and selection process. It defines selection as a systematic process of choosing the best qualified candidate for a job. The selection process involves multiple steps from initial application screening to making a final hiring decision. These steps include application forms, resume screening, testing, interviews, evaluating candidates, making an offer, and negotiating salary. The objectives of selection are to identify the most suitable candidates and fill positions with high caliber employees.
The document discusses four methods of job design: job simplification, job rotation, job enlargement, and job enrichment. Job simplification breaks jobs into repetitive tasks for efficiency. Job rotation periodically shifts employees between similar jobs to prevent boredom. Job enlargement expands jobs horizontally by adding more tasks without new skills. Job enrichment expands jobs vertically by giving employees more autonomy, responsibility, and motivation through challenging work.
Performance appraisals involve establishing standards, measuring employee performance against those standards, providing feedback, and taking corrective actions. There are traditional methods like essay, ranking, and checklists as well as modern methods like 360-degree feedback and management by objectives. An effective performance appraisal process includes setting goals, evaluating performance, discussing evaluations, and identifying areas for improvement.
This document discusses recruitment, which is the process of finding suitable candidates for open positions in an organization. It defines recruitment as searching for prospective employees and encouraging them to apply. Vacancies can arise due to retirement, death, resignation, disablement, or dismissal of employees.
The recruitment process involves identifying candidates with required characteristics, developing applicant sources, communicating job information, and encouraging candidates to apply. Sources can be internal, like transfers or promotions, or external, such as advertisements, employment agencies, campus interviews, or recommendations. The document compares merits and demitis of internal and external recruitment sources and factors that determine recruitment choices.
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Job design and analysis are important human resource functions. Job design involves defining how work will be performed through approaches like job enlargement and enrichment. Job analysis is the process of systematically gathering information about job tasks, responsibilities, skills, and requirements. This information is then used to develop job descriptions and specifications, which outline the purpose, duties, and qualifications of a role. The results of job analysis provide essential data for strategic human resource activities including planning, recruitment, compensation, performance management, and training.
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.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
Management and Organization Behavior PPT, MBAIshaq Ahmed
This document discusses a decision made by Rimers Tea Estate to implement significant changes in response to problems they were facing. The key issues they were facing included lack of coordination, weak distribution channels, low sales and production, and high labor turnover. Their decision was to maintain current employees but change their compensation package to increase pay across different levels by 6-12% and provide additional benefits and incentives. They created an action plan to implement this decision, estimate additional costs, set new sales targets, and monitor performance. The goal of the changes was to improve employee satisfaction, organizational performance, and profits.
This document discusses job analysis, which involves systematically gathering information about tasks, duties, responsibilities, skills and qualifications required for a job. It outlines the process of job analysis including organizational analysis, data collection methods, developing job descriptions and specifications. Benefits of job analysis include its uses for recruitment, selection, training, performance appraisal and more. Challenges with job analysis like not updating it regularly and potential subjectivity are also covered. The document concludes with defining job design and methods of job design like job rotation, enlargement and enrichment.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
This document discusses job evaluation, which is a systematic process for determining the value or worth of jobs within an organization. It describes the main steps in job evaluation, which include deciding which jobs to evaluate, analyzing each job and preparing descriptions, rating jobs based on selected evaluation factors, and comparing jobs to determine appropriate compensation. The key factors used in evaluating jobs are knowledge, problem-solving abilities, and accountability. Several common methods for conducting job evaluations are also outlined, including ranking, classification, point, and factor comparison methods, along with their advantages and disadvantages.
This document discusses various training methods, including on-the-job training and off-the-job training. On-the-job training focuses on learning while working and includes methods like coaching, working under study, job rotation, apprenticeship, and vestibule training. Off-the-job training imparts skills outside the workplace and involves discussion methods, field trips, lectures, and e-learning. Specific methods like coaching help identify weaknesses, job rotation provides experience in different jobs, and e-learning allows trainees to learn at their own pace.
A study related to job and its three components job description, job specification and job evaluation. Learn what is Job Analysis concept meaning and definition in HRM?
For more information visit https://www.hrhelpboard.com/performance-management/job-analysis.htm
This document discusses job evaluation, which is a systematic process for determining the value or worth of jobs within an organization. It describes the main steps in job evaluation, which include deciding which jobs to evaluate, analyzing each job and preparing descriptions, rating jobs based on selected evaluation factors, and comparing jobs to determine appropriate compensation. The key factors used in evaluating jobs are knowledge, problem-solving abilities, and accountability. Several common methods for conducting job evaluations are also outlined, including ranking, classification, point, and factor comparison methods, along with their advantages and disadvantages.
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.
This document discusses job design and evaluation in human resource management. It defines job design as systematically organizing tasks and responsibilities to achieve objectives. The key aspects of job design are determining required tasks, how they are performed, and their sequence. Job evaluation determines the relative worth of jobs for purposes like determining fair pay. It discusses analytical methods like factor comparison that evaluate jobs based on factors like skills, effort, and responsibilities to determine appropriate wages. Overall, the document provides an overview of the concepts, processes, importance and limitations of job design and evaluation.
Promotion involves advancing an employee to a higher level position with greater responsibility, prestige, skills and pay. A promotion policy provides guidelines for promotions including assessing performance, determining if promotions come from within the organization, and establishing clear promotion ladders and criteria. While promotions benefit both employees and organizations, they can also create issues such as disappointing employees not promoted, employees refusing promotions, and negatively impacting workplace relationships and morale.
The document discusses various topics related to employee discipline and grievances, as well as separation of employment. It defines discipline and grievance, outlines objectives and types of discipline, describes grievance procedures and methods of identifying grievances. It also discusses the "hot stove rule" for discipline. Finally, it covers various types of separation of employment such as voluntary resignations and retirements, as well as involuntary separations like dismissal, layoffs, and retirement.
A human flow in an organization is marked by various stages of acceleration, transfers and finally exit. The presentation details these crucial processes.
The document discusses the human resource management selection and selection process. It defines selection as a systematic process of choosing the best qualified candidate for a job. The selection process involves multiple steps from initial application screening to making a final hiring decision. These steps include application forms, resume screening, testing, interviews, evaluating candidates, making an offer, and negotiating salary. The objectives of selection are to identify the most suitable candidates and fill positions with high caliber employees.
The document discusses four methods of job design: job simplification, job rotation, job enlargement, and job enrichment. Job simplification breaks jobs into repetitive tasks for efficiency. Job rotation periodically shifts employees between similar jobs to prevent boredom. Job enlargement expands jobs horizontally by adding more tasks without new skills. Job enrichment expands jobs vertically by giving employees more autonomy, responsibility, and motivation through challenging work.
Performance appraisals involve establishing standards, measuring employee performance against those standards, providing feedback, and taking corrective actions. There are traditional methods like essay, ranking, and checklists as well as modern methods like 360-degree feedback and management by objectives. An effective performance appraisal process includes setting goals, evaluating performance, discussing evaluations, and identifying areas for improvement.
This document discusses recruitment, which is the process of finding suitable candidates for open positions in an organization. It defines recruitment as searching for prospective employees and encouraging them to apply. Vacancies can arise due to retirement, death, resignation, disablement, or dismissal of employees.
The recruitment process involves identifying candidates with required characteristics, developing applicant sources, communicating job information, and encouraging candidates to apply. Sources can be internal, like transfers or promotions, or external, such as advertisements, employment agencies, campus interviews, or recommendations. The document compares merits and demitis of internal and external recruitment sources and factors that determine recruitment choices.
The document discusses job evaluation and provides definitions, purposes, processes, techniques, factors and benefits of job evaluation. It summarizes that job evaluation is a systematic way to determine the relative worth of jobs in an organization in order to establish fair pay. It involves analyzing jobs and ranking them based on factors like skills, effort, responsibility and working conditions using both quantitative and qualitative techniques. An effective job evaluation helps organizations attract and retain talent through fair compensation.
Job design and analysis are important human resource functions. Job design involves defining how work will be performed through approaches like job enlargement and enrichment. Job analysis is the process of systematically gathering information about job tasks, responsibilities, skills, and requirements. This information is then used to develop job descriptions and specifications, which outline the purpose, duties, and qualifications of a role. The results of job analysis provide essential data for strategic human resource activities including planning, recruitment, compensation, performance management, and training.
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.
This document discusses human resource management (HRM). It begins by outlining some of the challenges faced by organizations that impact HRM, such as global competitiveness, workforce diversity, and technology changes. It then defines HRM as planning, organizing, directing, and controlling human resources to help organizations and individuals meet their objectives. The document outlines the evolution, nature, scope, objectives, functions, influencing factors, and futuristic vision of HRM. It concludes by stating that HRM should be linked to strategic goals and objectives to improve business performance and develop flexible organizational cultures.
Management and Organization Behavior PPT, MBAIshaq Ahmed
This document discusses a decision made by Rimers Tea Estate to implement significant changes in response to problems they were facing. The key issues they were facing included lack of coordination, weak distribution channels, low sales and production, and high labor turnover. Their decision was to maintain current employees but change their compensation package to increase pay across different levels by 6-12% and provide additional benefits and incentives. They created an action plan to implement this decision, estimate additional costs, set new sales targets, and monitor performance. The goal of the changes was to improve employee satisfaction, organizational performance, and profits.
This document discusses job analysis, which involves systematically gathering information about tasks, duties, responsibilities, skills and qualifications required for a job. It outlines the process of job analysis including organizational analysis, data collection methods, developing job descriptions and specifications. Benefits of job analysis include its uses for recruitment, selection, training, performance appraisal and more. Challenges with job analysis like not updating it regularly and potential subjectivity are also covered. The document concludes with defining job design and methods of job design like job rotation, enlargement and enrichment.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
This document discusses job evaluation, which is a systematic process for determining the value or worth of jobs within an organization. It describes the main steps in job evaluation, which include deciding which jobs to evaluate, analyzing each job and preparing descriptions, rating jobs based on selected evaluation factors, and comparing jobs to determine appropriate compensation. The key factors used in evaluating jobs are knowledge, problem-solving abilities, and accountability. Several common methods for conducting job evaluations are also outlined, including ranking, classification, point, and factor comparison methods, along with their advantages and disadvantages.
This document discusses various training methods, including on-the-job training and off-the-job training. On-the-job training focuses on learning while working and includes methods like coaching, working under study, job rotation, apprenticeship, and vestibule training. Off-the-job training imparts skills outside the workplace and involves discussion methods, field trips, lectures, and e-learning. Specific methods like coaching help identify weaknesses, job rotation provides experience in different jobs, and e-learning allows trainees to learn at their own pace.
A study related to job and its three components job description, job specification and job evaluation. Learn what is Job Analysis concept meaning and definition in HRM?
For more information visit https://www.hrhelpboard.com/performance-management/job-analysis.htm
This document discusses job evaluation, which is a systematic process for determining the value or worth of jobs within an organization. It describes the main steps in job evaluation, which include deciding which jobs to evaluate, analyzing each job and preparing descriptions, rating jobs based on selected evaluation factors, and comparing jobs to determine appropriate compensation. The key factors used in evaluating jobs are knowledge, problem-solving abilities, and accountability. Several common methods for conducting job evaluations are also outlined, including ranking, classification, point, and factor comparison methods, along with their advantages and disadvantages.
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.
Job evaluation is the process by which companies determine employee compensation. It involves analyzing each job based on factors like education, responsibility, discretion, and impact levels. Jobs are then evaluated and assigned levels that determine salaries and financial/non-financial rewards. Techniques for job evaluation include non-quantitative methods like simple ranking, paired comparison, and grading. Quantitative methods include point, factor comparison, and Hay methods. Job evaluation aims to establish a fair wage structure by assessing the relative worth of different jobs.
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
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.
The Factor Comparison Method is a systematic job evaluation method that ranks jobs based on key factors rather than overall ranking. It involves selecting key jobs representing different salary levels, identifying factors to evaluate all jobs, independently ranking each job under each factor, and assigning monetary values to factors. The wage rate for other jobs is determined by comparing them to key jobs based on their factor rankings. While more analytical, it can be difficult to implement and questionably uses uniform criteria across diverse jobs.
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.
This document provides an overview of compensation management and job evaluation. It discusses compensation packages, which include basic pay, supplementary pay like fringe benefits, and incentive pay. Fringe benefits are indirect compensation provided in addition to wages and include items like paid time off and health insurance. Incentive plans provide extra pay to motivate higher performance. Job evaluation is the systematic process of determining the relative worth of jobs in an organization to establish a fair wage structure. Key methods of job evaluation include point rating and factor comparison.
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 chapter discusses compensation system development and covers several topics: establishing internal equity through job evaluation methods; establishing external equity using wage and salary surveys; establishing individual equity by designing pay ranges and setting individual pay; legal regulation of compensation by laws like the Fair Labor Standards Act; administering compensation systems; and the issue of comparable worth. The goal is to design compensation systems that motivate employees and address different types of equity.
This document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides examples of how each method works and the general steps involved. Key factors that are evaluated include skills, effort, responsibility, and working conditions. Legal considerations for compensation are also reviewed, such as the Equal Pay Act and other anti-discrimination laws. The overall process of job evaluation is outlined as identifying the need, choosing a committee, performing the evaluation, and getting employee cooperation.
This document discusses methods for evaluating jobs within an organization. It describes job evaluation as determining the relative worth of one job compared to others based on factors like responsibilities, skills required, decisions made, and demands placed on employees. Three common methods are described: ranking jobs from highest to lowest value, classifying jobs into categories like executives, skilled workers, and unskilled workers, and comparing jobs based on factors like mental effort, physical effort, skills, and responsibilities required. The document outlines the objectives, key factors, procedures, and steps involved in conducting a job evaluation within a company.
This document provides an overview of services offered by PrimePay to help businesses with human resources functions from hiring to retiring employees. The services include pre-employment screening, HR administration, labor law compliance, payroll processing, time and attendance tracking, health benefits administration, unemployment and workers' compensation management, retirement plans, and Affordable Care Act compliance assistance. PrimePay aims to help businesses of any size stay compliant with employment laws and regulations at every stage of an employee's career.
This is a class long project to design and implement a compensation system based on a company profile, market data, and current pay data. Our goal was to redesign the compensation structure to better align with the business objectives of the company. All data and analysis was stored in an Access database.
This document outlines the point method for job evaluation. It discusses 9 key steps: 1) selecting jobs to evaluate, 2) inputting job information, 3) selecting compensable factors like skills, effort, responsibilities, and working conditions, 4) defining these factors, 5) defining degrees within each factor, 6) determining total points and weighting factors, 7) assigning points to degrees within factors, 8) evaluating jobs, and 9) writing a job evaluation manual to document the process. The point method breaks jobs down into measurable factors and degrees to assign numerical values and place similar jobs into appropriate pay grades.
Ranking method of job evaluation - compensation management - Manu Melwin Joymanumelwin
Perhaps the simplest method of job evaluation is the ranking method. According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the organization. obs can also be arranged according to the relative difficulty in performing them.
Job evaluation is a systematic process to determine the value of a job compared to others in an organization. It begins with job analysis and ends with determining equitable pay between jobs. There are several methods of job evaluation including ranking, grading, factor comparison, and point-ranking. The ranking method simply ranks jobs from highest to lowest based on importance but is subjective. The grading method assigns jobs to predetermined grades but risks over or undervaluing jobs. The factor comparison method evaluates jobs based on factors like effort and skills and compares jobs on these factors. The point-ranking method identifies key job factors and assigns points to sub-factors to evaluate jobs objectively but is complex.
This document discusses reward management and job descriptions. It provides information on elements of good job descriptions, writing job descriptions, job specifications, job evaluation methods, and the point method of job evaluation. Key methods discussed include ranking, classification, and factor comparison. The document emphasizes that job evaluation establishes pay structures by systematically comparing jobs to assess their relative worth.
Job evaluation involves systematically determining the value of jobs in an organization by comparing them. It begins with analyzing each job and ends with assigning a value or worth. There are several methods used - ranking jobs, classifying them into groups, and point methods that assign scores to compensable factors like skills and responsibility required in each job. The point method is widely used as it considers multiple factors for each job and allows determining appropriate pay through adding the points. However, job evaluation lacks exact science and can be difficult to implement.
This document discusses employee performance appraisals. It begins by outlining the benefits of conducting appraisals, such as providing feedback to improve performance and motivating employees. It then describes the systematic process for appraising performance, which involves establishing expectations, observing performance, and providing feedback. The document discusses potential biases in appraisals and different types of appraisal forms and methods. It emphasizes the importance of appraisals being fair, accurate, and free of discrimination.
Job evaluation is the process of determining the relative worth of jobs within an organization. It involves analyzing and comparing job characteristics like responsibilities, skills required, decisions made, and importance to the organization. The objectives are to establish a fair wage structure, minimize pay discrimination, and ensure equal pay for equal work. Common methods include ranking, classification, and point systems which assign numerical values to job factors. An effective job evaluation helps reduce pay inequalities, supports selection and specialization, standardizes compensation, and facilitates integrating new roles into the pay structure.
The document discusses various topics related to performance management including job evaluation, performance planning, and performance appraisal.
It begins with an overview of job evaluation, describing it as a systematic process to determine the value of jobs. It then outlines common job evaluation methods like ranking, classification, and factor comparison.
It also discusses the performance management process which involves planning, coaching, and reviewing performance. Key steps in the planning stage include setting goals, providing feedback, and agreeing on objectives. Coaching involves regular meetings and providing training.
The document concludes with sections on performance planning and different types of performance appraisal processes like critical incident method. It provides pros and cons of performance appraisals for both organizations and employees.
This document discusses performance appraisals and how to conduct them effectively while avoiding bias. It outlines the benefits of appraisals in motivating employees and providing records for decisions. The appraisal process involves establishing expectations, observing performance, and providing feedback. Various appraisal methods are described, including rating scales, paired comparisons, essays, and checklists. The document emphasizes establishing objective standards and avoiding biases from personal preferences, central tendency, proximity, harshness, or leniency that could undermine fair evaluations.
This document discusses performance appraisals and how to conduct them effectively while avoiding bias. It outlines the benefits of appraisals in motivating employees and providing records for decisions. The appraisal process involves establishing expectations, observing performance, and providing feedback. Various appraisal methods are described, including rating scales, paired comparisons, forced-choice, and checklists. The document emphasizes establishing objective standards and avoiding biases from leniency, harshness, proximity, and personal preferences that could discriminate against employees.
This document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. Key factors considered in job evaluation include responsibilities, output, specialty, decision-making authority, and emerging business needs. The objectives of job evaluation are to gather job-related data, compare duties and responsibilities, determine job hierarchies, and ensure equal pay for equal work. Common methods include ranking, classification, and point systems that assign numerical values to job characteristics. The advantages of job evaluation are reducing pay inequalities, facilitating specialization, aiding selection, improving employee relations, standardizing pay scales, and assessing new jobs.
Job evaluation is a systematic process to determine the relative worth of jobs within an organization. It compares different jobs and provides a basis for grading and pay structure. The relative worth of jobs is assessed to determine appropriate wages. Job evaluation involves analyzing jobs, selecting an evaluation method, classifying jobs based on factors like skills and responsibilities, and periodically reviewing jobs as they change. Both quantitative methods that assign points and non-quantitative ranking or grading methods can be used. The main objectives are to develop a fair pay structure and aid in recruitment, training, and avoiding discrimination.
This document discusses job evaluation, pay structures, and rewards. It defines job evaluation as assessing the relative worth of jobs to determine fair pay structures. The key points are:
1. Job evaluation involves analyzing each job, developing job descriptions, selecting an evaluation method, classifying jobs by grade, and maintaining the system. Common methods are ranking, grading, point, and factor comparison.
2. Pay structures provide a framework for managing pay scales and ranges attached to job grades/levels based on job evaluation and market rates. Structures can be narrow graded, broad banded, career families, or job families.
3. Performance management is often linked to pay through contingent pay, bonuses, or performance-related
Job evaluation is a systematic process to determine the relative worth of jobs in an organization. It involves job analysis to understand key job requirements, rating jobs based on selected factors, and comparing jobs to establish compensation. Common factors used include knowledge, problem-solving skills, accountability, and working conditions. Ranking, classification, point, and factor comparison are key methods, with point and factor comparison providing more detailed analysis but also being more complex and resource-intensive. The goal is to link pay fairly to job requirements and maintain internal pay equity.
The document discusses different techniques for job evaluation, including ranking and classification methods, to assess the relative worth of jobs and establish equitable wage differentials. It covers topics like job analysis, benefits of job evaluation, processes involved, and how ranking and classification methods work by arranging or grouping jobs based on factors like difficulty, skills required, and value to the organization. The overall purpose of job evaluation is to link pay to job requirements and develop a fair wage structure.
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Job evaluation is a technique used to assess the relative worth of jobs within an organization. It involves analyzing job duties, responsibilities, skills required, and working conditions to determine a ranking or grade for each job. This ranking establishes the basis for internal pay structures but does not directly determine pay levels. Job evaluation methods can be analytical, involving point-based assessments of job factors, or non-analytical, such as simple ranking or grading of jobs. The process typically involves job analysis to develop job descriptions and specifications which are then used in the evaluation.
Job evaluation is a systematic process to determine the value or worth of a job in an organization. Key factors considered include responsibilities, output, decision making authority, and skills required. The objectives of job evaluation are to gather job data, compare duties across roles, determine hierarchies, and ensure equal pay for equal work. Common methods of job evaluation include ranking, classification, point-based, and factor comparison. Wage plans like time-rate, piece-rate, and incentive plans are used to determine pay based on job evaluations. Minimum wages in India are set by the government based on essential needs, while living wages provide more than minimum needs.
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2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
3. Methods of Job Evaluation
• There are primarily
three methods of job
evaluation:
– (1) ranking.
– (2) classification.
– (3) Factor comparison
method or Point
method.
5. Ranking method
• Perhaps the simplest
method of job evaluation is
the ranking method.
According to this method,
jobs are arranged from
highest to lowest, in order of
their value or merit to the
organization. obs can also be
arranged according to the
relative difficulty in
performing them.
6. Ranking method
• The jobs are examined as
a whole rather than on
the basis of important
factors in the job; the job
at the top of the list has
the highest value and
obviously the job at the
bottom of the list will
have the lowest value.
7. Ranking method
• Jobs are usually ranked
in each department
and then the
department rankings
are combined to
develop an
organizational ranking.
8. Ranking method
• The variation in payment of
salaries depends on the
variation of the nature of
the job performed by the
employees. The ranking
method is simple to
understand and practice
and it is best suited for a
small organization.
9. Ranking method
• Its simplicity however
works to its
disadvantage in big
organizations because
rankings are difficult to
develop in a large,
complex organization.
10. Ranking method
• Moreover, this kind of
ranking is highly
subjective in nature
and may offend many
employees. Therefore,
a more scientific and
fruitful way of job
evaluation is called for.
12. Classification/Grading Method of Job Evaluation
• According to this
method, a
predetermined
number of job
groups or job classes
are established and
jobs are assigned to
these classifications.
13. Classification/Grading Method of Job Evaluation
• This method places
groups of jobs into job
classes or job grades.
Separate classes may
include office, clerical,
managerial, personnel,
etc.
14. Classification/Grading Method of Job Evaluation
• Following is a brief
description of such a
classification in an
office.
– Class I - Executives:
Further classification
under this category
may be Office Manager,
Deputy office manager,
Office superintendent,
Departmental
supervisor, etc.
15. Classification/Grading Method of Job Evaluation
• Following is a brief
description of such a
classification in an
office.
– Class II - Skilled
workers: Under this
category may come
the Purchasing
assistant, Cashier,
Receipts clerk, etc.
16. Classification/Grading Method of Job Evaluation
• Following is a brief
description of such a
classification in an
office.
– Class III - Semiskilled
workers: Under this
category may come
Stenotypists, Machine-
operators, Switchboard
operator etc.
17. Classification/Grading Method of Job Evaluation
• Following is a brief
description of such a
classification in an
office.
– Class IV - Unskilled
workers: This category
may comprise peons,
messengers, house
keeping staff, File clerks,
Office boys, etc.
18. Classification/Grading Method of Job Evaluation
• The job grading method
is less subjective when
compared to the earlier
ranking method. The
system is very easy to
understand and
acceptable to almost all
employees without
hesitation.
19. Classification/Grading Method of Job Evaluation
• One strong point in
favour of the method is
that it takes into account
all the factors that a job
comprises. This system
can be effectively used
for a variety of jobs.
20. Classification/Grading Method of Job Evaluation
• The weaknesses of the
Grading method are:
– Even when the
requirements of different
jobs differ, they may be
combined into a single
category, depending on
the status a job carries.
– It is difficult to write all-
inclusive descriptions of a
grade.
21. Classification/Grading Method of Job Evaluation
• The weaknesses of the
Grading method are:
– The method oversimplifies
sharp differences between
different jobs and different
grades.
– When individual job
descriptions and grade
descriptions do not match
well, the evaluators have
the tendency to classify the
job using their subjective
judgements.
23. Factor Comparison/Point Method of Job Evaluation
• This method is
widely used and is
considered to be one
of the reliable and
systematic approach
for job evaluation in
mid and large size
organisations.
24. Factor Comparison/Point Method of Job Evaluation
• Most consulting
firms adopt this
method, which was
pioneered by
Edward Hay in 1943.
Here, jobs are
expressed in terms
of key factors.
25. Factor Comparison/Point Method of Job Evaluation
• Points are assigned to each
factor after prioritizing
each factor in order of
importance. The points are
summed up to determine
the wage rate for the job.
Jobs with similar point
totals are placed in similar
pay grades.
26. Factor Comparison/Point Method of Job Evaluation
• The procedure
involved may be
explained thus:
–1. Select key jobs.
Identify the factors
common to all the
identified jobs
such as skill, effort,
responsibility, etc.
27. Factor Comparison/Point Method of Job Evaluation
• The procedure
involved may be
explained thus:
– 2. Divide each major
factor into a number
of sub factors. Each
sub factor is defined
and expressed
clearly in the order
of importance,
preferably along a
scale.
28. Factor Comparison/Point Method of Job Evaluation
• The procedure
involved may be
explained thus:
– 4. Once the worth
of a job in terms of
total points is
expressed, the
points are converted
into money values
keeping in view the
hourly/daily wage
rates.