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Abra Ka Dabra

This document discusses job evaluation methods used to determine the relative worth of jobs within an organization. It describes both analytical and non-analytical job evaluation methods. The analytical methods discussed are the point method and factor comparison method, which involve analyzing jobs based on compensable factors. The non-analytical methods include ranking, where jobs are compared as a whole without using factors, and banding/grading, where jobs are grouped into predefined categories. The document also outlines Case University's job evaluation process, which uses a computerized system to evaluate jobs based on factors like knowledge, skills, responsibilities, and working conditions.

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59 views4 pages

Abra Ka Dabra

This document discusses job evaluation methods used to determine the relative worth of jobs within an organization. It describes both analytical and non-analytical job evaluation methods. The analytical methods discussed are the point method and factor comparison method, which involve analyzing jobs based on compensable factors. The non-analytical methods include ranking, where jobs are compared as a whole without using factors, and banding/grading, where jobs are grouped into predefined categories. The document also outlines Case University's job evaluation process, which uses a computerized system to evaluate jobs based on factors like knowledge, skills, responsibilities, and working conditions.

Uploaded by

InnOxent BaChaa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as TXT, PDF, TXT or read online on Scribd
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A job evaluation is a systematic way of

determining the value/worth of a job in relation to other jobs in an organizatio


n.
It tries to make a systematic comparison between jobs to assess
their relative worth for the purpose of establishing a rational pay structure.
This process refers to all components of the university's formal pay program. Th
e staff employee's pay at Case results from the following:
A. How are jobs evaluated?
The job evaluation process established the relative value of jobs throughout the
university. There are two steps involved in this process:
Job Analysis and Job Description - Using a "job profile," the content of each jo
b is analyzed to identify key duties, responsibilities, and qualification necess
ary to perform the job. Written job descriptions are then prepared to contain th
is information.
Job Evaluation - A computer assisted job evaluation plan, measuring 17 dimension
s of nonexempt work and 28 dimensions of exempt work, is used to evaluate the re
lative worth of staff positions. This evaluation process focuses on valuing the
content of each position in terms of a series of well defined compensable factor
s.
The factors for clerical, service, technical, and administrative support positio
ns include:
Knowledge: Minimum required level of specialized training, education, and previo
us related work experience.
Skill: The manual and physical skills required to perform the duties of the posi
tion.
Work Complexity: The degree and amount of judgment, initiative and ingenuity inv
olved in accomplishing work.
Contact with Others: The extent to which the work entails dealing with others in
the course of one's regular duties, including the frequency and nature of conta
cts and the likely results of such contacts.
Property Protection and Use: The extent to which the position has responsibility
for university property, including funds, vehicles and confidential information
.
Work Leadership: The responsibility for directing, instructing and training pers
onnel; and for planning controlling and assigning work.
Working Environment: The physical conditions encountered during a typical work d
ay. Conditions such as heat, cold, dirt, fumes, hazards, etc. are considered.
Student Relations: The responsibility for dealing with students, including the n
ature and frequency of contacts.
The factors for professional, administrative, and managerial positions include r
esponsibility for:
Programs, Projects or Operations: The level in the organization, scope of activi
ties performed, parameters of authority, complexity or nature of responsibilitie
s, and the minimum credentials required to perform the job upon hire.
Supervision: The number and variety of employees supervised.
Employee Relations: Promoting and maintaining satisfactory human relations, mora
le and effectiveness or subordinates.
External Contacts: Personally dealing with individuals or organizations outside
the university.
Internal Contacts: Personally dealing with individuals within the university, bu
t outside the direct line of authority of the position, to coordinate activities
and task accomplishment.
Investigation or Fact Finding: Activities undertaken to identify facts, and deve
lop ideas, designs or processes.
Scheduling, Planning and Forecasting: The complexity, variety and nature of the

activities involved in determining and carrying out plans and reports.


Establishing Objectives, Policies, Standards, Procedures, and Practices: The deg
ree of authority to establish standards, and the scope, nature and complexity or
these standards.
Effects of Decisions: Making decisions and commitments which impact the universi
ty's resources.
Student Relations: Personally dealing with students from routine exchanges of in
formation to more complex activities such as counseling.

Analytical:
1. Point Method
2.Factor Comparison Method
Point Method
The system starts with the selection of job factors, construction of degrees for
each factor,
and assignment of points to each degree. Different factors are selected for diff
erent jobs,
with accompanying differences in degrees and

Factor-Comparison Method:
The factor-comparison method is yet another approach for job evaluation in the a
nalytical
group. Under this method, one begins with the selection of factors; usually five
of themis assumed to be constant for all the jobs. Each factor is ranked individually w
ith other
jobs. For example, all the jobs may be compared first by the factor mental requir
ements.
the skills factor, physical requirements, responsibility, and working condition
s are
ranked. The total points are then assigned to each factor. The worth of a job i
s then
obtained by adding together all the point values.
Non-Analytical:
1. Ranking Method
2. Banding Method
3. Job-Grading Method
Non-analytical methods: Ranking and job classification methods come under this
category because they make no use of detailed job factors. Each job is treated a
s a whole
in determining its relative ranking.
Ranking method: this is the simplest, the most inexpensive and the most expedien

t
method of evaluation. The evaluation committee assesses the worth of each job
on the
basis of its title or on its contents, if the latter is available. But the job i
s not broken down
into elements or factors. Each job is compared with others and its place is dete
rmined.
The method has several drawbacks. Job evaluation may be subjective, as the jobs
are not
broken into factors. It is hard to measure whole jobs.
Ranking is the most straightforward method of work evaluation. Jobs, people, or
even
teams can be ranked from the ones adding most value to least value to the organi
zation.
Criteria for the ranking are not made explicit. Jobs rather than people are easi
er to rank
when there are a large number of people in jobs. Teams can be ranked in a teambased
environment as a substitute for or addition to the ranking of jobs and people. W
hen a
larger number of jobs, people, or teams are to be ranked, the method of paired
comparisons can be used. With this approach each entity is compared to every oth
er
entity in terms of value to the organization.
Overall value of the entity is determined by the number of times that the entit
y is
evaluated as being of greater value then the entity being compared against. If a
n
extremely large number of comparisons need to be made, statistical formulas are
available to reduce the number of comparisons required using sampling theory.
Six steps
1.
2.
3.
4.
5.
6.

Conduct job analysis


Determine compensable factors.
Scale the factors.
Weight the factors according to im
Communicate the plan, train users
Apply to non-benchmark jobs.

Four basic compensation factors are


Skills.
the experience, training ability and education required to perform a jib under c
onsideration
-not with the skills an employee may posses.
-Techinical know how.
-Specialized knowledge
-Organizational awareness
-Educational levels
-specialized training
-Years of experience required
-Interpesonal skills
Efforts.
The measurement of the physical or mental exertion needed for performance of job
.

-Diversity of tasks
-complexity of thinking
-Creativity of thinking
analytical problems solving.
-physical application of skills
Responsibility
the extent to which an employer depends on the employee to perform
job as expected, with emphasis on the importance of job Obligation
-Decision making authority
-scope of organization uder control
-scope of organization impacted
-Impact of failure or Risk of job.
Working conditions.
working conditions are reffered to as the conditons/Enviorment
in which an individual work.
-Hazards
-Physical surroundings of the Job.

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