PSC JOB EVALUATION PROJECT REPORT

ACKNOWLEDGEMENTS

The Public Service Commission would like to acknowledge the invaluable contribution of
all those who worked towards the successful completion of the Public Service Job
Evaluation Exercise.
First and foremost, immense gratitude goes to Treasury for funding the project without
which the project would not have been possible.
The Commission also appreciates the dedication and cooperation demonstrated by Heads
of Ministries, all the members from Line Ministries who participated in the Job Evaluation
Exercise as focal persons and respondents. Their cooperation and commitment to seeing
the exercise succeed is greatly treasured.
The Commission further acknowledges the dedication, commitment and support of its
leadership and the entire Secretariat throughout the Job Evaluation Exercise.
The Public Service Commission Agencies and Departments‟ timely release of Job
Evaluation Champions is also greatly appreciated.
Special thanks go to MBB Training and Development Consultancy for their esteemed
facilitation of the entire Job Evaluation Exercise.
The Commission is indebted to all those who provided guidance, valuable feedback,
suggestions and all manner of support, which led to the successful accomplishment of the
Job Evaluation Exercise.

CHAIRMAN’S FOREWORD

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It gives me great pleasure to share with you the Public Service Job Evaluation Report.
The Job Evaluation exercise is one of the pillars of the Public Sector reform projects
implemented by the Public Service Commission. Through the Organisation Design and
Management Pillar, the Public Service Commission sought to transform the Public
Service by conducting a Job Evaluation exercise.
Notwithstanding the reform efforts that were conducted by the Government in the past
years, the public service still experiences some institutional, structural and process
challenges that demand bold intervention strategies that would intensify and accelerate the
transformative agenda and realisation of the targets for the country‟s Vision 2030 -
attainment of a middle-income status by 2030. The Job Evaluation exercise was identified
as one of the key tools to address the identified challenges and gaps in the Public Service.
These include, but are not limited to:
• Redundant Jobs;
• Lack of career progression in some jobs;
• Duplication of duties and responsibilities among different jobs; and 
Mismatch between grades, qualifications and salary.
The Job Evaluation interrogated the role and value of each position within the Public
Service. The empirical evidence gathered in the exercise minimises subjectivity and
enables rational, consistent and transparent decisions to be made about roles. Decision
making based on job evaluation is grounded in fact. This is particularly helpful when
making decisions about recruitment, pay scale and Ministry structures. By evaluating
different positions and the scope of responsibility of each position within the service, the
Commission is able to effectively define the hierarchy and chain of command as well as
rank jobs from the most influential to the least influential.

This Job Evaluation report encapsulates the concerted efforts of the Public Service
Commission stakeholders whose valuable input was incorporated to produce the final
output. Let me take this opportunity to thank the multitude of stakeholders who contributed
in one way or another to the existence of the job evaluation report that I am presenting
before you.
The adoption of the Public Service Job Evaluation report will assist in removing areas of
possible duplications/overlap, institutional weaknesses, operational challenges and capacity
constraints that negatively impact on service delivery thus militating against progress
towards the country‟s Vision 2030. It also forms the foundation for the development and
the realisation of a Single Spine Pay Structure which links pay and grading arrangements

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for all institutions whose existence is based on the tax payers, who are the esteemed
citizens of Zimbabwe.
It is not lost upon us that by investing in the jobs of the Public Service, we all are investing
towards the building of a better future for the people of Zimbabwe. I therefore present
before you the Public Service Job Evaluation Report.

Dr V. Hungwe
Chairman, Service Commissions

SECRETARY’S PREFACE
In September 2022, the Public Service Commission embarked
on an arduous but very critical and highly necessary Job
Evaluation exercise for twenty-one (21) line Ministries. The
initiative was driven by the desire to address challenges in the

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Public Service and to usher forth a well streamlined Public Service with efficient and
effective operating systems.

The last Public Service Job Evaluation exercise was conducted in 2003, twenty years ago.
Due to the long period taken to conduct another job evaluation, a lot of distortions had
gradually found their way into the system rendering it dysfunctional in several ways and
outdated in some. This gave rise to disparities to the grading system across ministries. The
changes in the operating environment also negatively impacted the workplace resulting in
the Commission being inundated with requests for upgrading of posts and grades, creation
of new roles/ posts and salary queries. The absence of internal equity especially between
posts with the same titles and duties made decision making an uphill task. Institutional,
structural and process challenges faced by the Public Service therefore demanded quick
intervention strategies. As such, we had to act.

It is no secret that the Government in general and the Public Service in particular is the
major employer and failure on its part has a huge impact on the achievement of Vision
2030. In an endeavor to achieve this, the Commission adopted the Job Evaluation exercise
as one of its major strategies.
Working shoulder to shoulder with various stakeholders that include Heads of Ministries,
the Job Evaluation was successfully conducted. This report presents the findings.
The contribution of the Commissioners, various members of the Public Service, and the
Secretariat in the exercise is acknowledged. In this regard, special mention goes to the
Treasury for financially enabling the project and to consultants, MBB Training and
Development (Pvt Ltd), for their technical backstopping and coordination.

Dr Tsitsi Choruma
Secretary, Service Commissions
CONTENTS
LIST OF ACRONYMS: ......................................................................................................................................................

11 EXECUTIVE

SUMMARY ................................................................................................................................................. 12

1. INTRODUCTION AND BACKGROUND .................................................................................................................

14

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1.1. CURRENT STATE
ANALYSIS.............................................................................................................................. 14

1.2. SCOPE OF THE JOB EVALUATION

EXERCISE ............................................................................................... 14

2. ABOUT JOB EVALUATION .....................................................................................................................................

14

2.1. DEFINING JOB

EVALUATION ............................................................................................................................ 14

2.2. STANDARD PRINCIPLES OF JOB

EVALUATION ............................................................................................ 15

3. THE PROCESS ...........................................................................................................................................................

16

3.1. HOW THE ASSIGNMENT WAS CARRIED

OUT ............................................................................................... 16

TABLE 1: TOOLS USED IN THE JOB EVALUATION PROJECT. ............................................................................................................................... 17

4. THE PATERSON JOB EVALUATION SYSTEM ....................................................................................................

18

TABLE 2: SUMMARY OF THE PATERSON JOB EVALUATION GENERAL RESULTS BY BAND DEFINITION............................................................................ 18

4.1. METHODOLOGY .......................................................................................................................................

........... 19

TABLE 3: THE SIX PHASES OF THE METHODOLOGY, ACTIVITIES AND DELIVERABLES ................................................................................................ 19

4.2. INVENTORY OF CIVIL SERVICE JOB

TITLES ................................................................................................ 21

4.3. PROFILES AND JOB DESCRIPTIONS FOR JOBS IN THE CIVIL

SERVICE ................................................. 21

4.4. DUPLICATIONS IN JOB TITLE AND/OR JOB

SCOPE ..................................................................................... 22

TABLE 4: IDENTIFIED DUPLICATIONS IN THE JOB TITLES AND/OR JOB SCOPE ......................................................................................................... 22

4.5. REDUNDANCIES IN JOB TITLES AND JOB

SCOPES ...................................................................................... 26

4.5.1. THE “THROUGH GRADE”

SYSTEM .............................................................................................................. 26 4.5.2.

ANALYSIS OF THE VACANCIES IN THE PUBLIC

SERVICE ..................................................................... 27

TABLE 5: VACANCY SUMMARY BY MINISTRY ............................................................................................................................................... 27

4.5.3. REPORTING RELATIONSHIPS ....................................................................................................................... 28

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4.6. JOB GRADE SCHEDULES FOR ALL JOBS IN THE CIVIL
SERVICE ............................................................ 30

5. COMPLEMENTARY ISSUES INFLUENCING THE JOB EVALUATION RESULTS .........................................

30

5.1. DISTRIBUTION OF
JOBS ..................................................................................................................................... 30

5.1.1. MAX WEBER’S THEORY OF

BUREAUCRACY ............................................................................................ 31

5.1.2. THE PARETO

PRINCIPLE ...............................................................................................................................
31

5.2. TEST OF THE DISTRIBUTION OF

JOBS ........................................................................................................... 32

5.3. DISTRIBUTION OF JOBS PER

MINISTRY ........................................................................................................ 34

5.3.1. MINISTRY OF ENERGY AND POWER

DEVELOPMENT ............................................................................ 34 Distribution of Jobs by
Band ............................................................................................................................................... 34
Distribution of Jobs by Band ...............................................................................................................................................
34
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
34
General Comments...............................................................................................................................................................
34
5.3.2.MINISTRY OF INFORMATION COMMUNICATION TECHNOLOGY, POSTAL AND
COURIER
SERVICES ..........................................................................................................................................................................
35

Distribution of Jobs by Band ...............................................................................................................................................

35
Distribution of Jobs by Band ...............................................................................................................................................
35
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
35
Comments .............................................................................................................................................................................
35
5.3.3. MINISTRY OF INFORMATION PUBLICITY AND BROADCASTING
SERVICES .................................... 36

Distribution of Jobs by Band ...............................................................................................................................................

36

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Distribution of Jobs by Band ...............................................................................................................................................
36
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
36
General Comment ................................................................................................................................................................
36

5.3.4. MINISTRY OF INDUSTRY &

COMMERCE ................................................................................................... 37

Distribution of Jobs by Band ...............................................................................................................................................

37
Distribution of Jobs by Band ...............................................................................................................................................
37
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
37
Comment ..............................................................................................................................................................................
37

5.3.5. MINISTRY OF FINANCE AND ECONOMIC

DEVELOPMENT .................................................................... 38

Distribution of Jobs by Band ...............................................................................................................................................

38
Distribution of Jobs by Band ...............................................................................................................................................
38
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
38
Comment ..............................................................................................................................................................................
38
5.3.6. MINISTRY OF ENVIRONMENT, CLIMATE CHANGE, TOURISM & HOSPITALITY
INDUSTRY ........ 39

Distribution of Jobs by Band ...............................................................................................................................................

39
Distribution of Jobs by Band ...............................................................................................................................................
39
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
40
Comment ..............................................................................................................................................................................
40

5.3.7. MINISTRY OF JUSTICE, LEGAL & PARLIAMENTARY

AFFAIRS ............................................................ 40

Distribution of Jobs by Band ...............................................................................................................................................

40
Distribution of Jobs by Band ...............................................................................................................................................
41

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Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
41
Comment ..............................................................................................................................................................................
41

5.3.8. MINISTRY OF DEFENCE AND WAR

VETERANS ........................................................................................ 41

Distribution of Jobs by Band ...............................................................................................................................................

41
Distribution of Jobs by Band ...............................................................................................................................................
42
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
42
Comment ..............................................................................................................................................................................
42
5.3.9. MINISTRY OF NATIONAL HOUSING & SOCIAL
AMENITIES .................................................................. 42

Distribution of Jobs by Band ...............................................................................................................................................

42
Distribution of Jobs by Band ...............................................................................................................................................
43
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
43
Comment ..............................................................................................................................................................................
43

5.3.10. MINISTRY OF MINES & MINING

DEVELOPMENT .................................................................................... 44

Distribution of Jobs by Band ...............................................................................................................................................

44
Distribution of Jobs by Band ...............................................................................................................................................
44
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
44
Comment ..............................................................................................................................................................................
44

5.3.11. MINISTRY OF FOREIGN AFFAIRS AND INTERNATIONAL

TRADE ........................................................ 45

Distribution of Jobs by Band ...............................................................................................................................................

45
Distribution of Jobs by Band ...............................................................................................................................................
45
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
45

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Comment ..............................................................................................................................................................................
46

5.3.12. MINISTRY OF PUBLIC SERVICE, LABOUR AND SOCIAL

WELFARE .................................................... 46

Distribution of Jobs by Band ...............................................................................................................................................

46
Distribution of Jobs by Band ...............................................................................................................................................
46
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
47
Comment ..............................................................................................................................................................................
47

5.3.13. MINISTRY OF TRANSPORT & INFRASTRUCTURAL

DEVELOPMENT .................................................. 47

Distribution of Jobs by Band ...............................................................................................................................................

47
Distribution of Jobs by Band ...............................................................................................................................................
48
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
48
Comment ..............................................................................................................................................................................
48
5.3.14.
MINISTRY OF WOMEN AFFAIRS, COMMUNITY, SMALL AND MEDIUM
ENTERPRISE
DEVELOPMENT ...............................................................................................................................................................
49

Distribution of Jobs by Band ...............................................................................................................................................

49
Distribution of Jobs by Band ...............................................................................................................................................
49
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
49
Comment ..............................................................................................................................................................................
49

5.3.15. MINISTRY OF YOUTH, SPORT, ARTS AND

RECREATION ....................................................................... 50

Distribution of Jobs by Band ...............................................................................................................................................

50
Distribution of Jobs by Band ...............................................................................................................................................
50
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
50

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Comment ..............................................................................................................................................................................
50

5.3.16. MINISTRY OF HOME AFFAIRS AND CULTURAL

HERITAGE ................................................................. 51

Distribution of Jobs by Band ...............................................................................................................................................

51
Distribution of Jobs by Band ...............................................................................................................................................
51 Distribution of Jobs by Managerial Vs Non-
Managerial ................................................................................................... 51
Comment ..............................................................................................................................................................................
51

5.3.17. MINISTRY OF LOCAL GOVERNMENT & PUBLIC

WORKS ...................................................................... 52

Distribution of Jobs by Band ...............................................................................................................................................

52
Distribution of Jobs by Band ...............................................................................................................................................
52
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
52
Comment ..............................................................................................................................................................................
52
5.3.18. MINISTRY OF HIGHER AND TERTIARY EDUCATION, INNOVATION, SCIENCE AND
TECHNOLOGY DEVELOPMENT ...................................................................................................................................
53

Distribution of Jobs by Band ...............................................................................................................................................

53
Distribution of Jobs by Band ...............................................................................................................................................
53
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
53
Comment ..............................................................................................................................................................................
54
5.3.19. MINISTRY OF LANDS, AGRICULTURE, FISHERIES, WATER & RURAL
DEVELOPMENT ................. 54

Distribution of Jobs by Band ...............................................................................................................................................

54
Distribution of Jobs by Band ...............................................................................................................................................
54
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
55
Comment ..............................................................................................................................................................................
55

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5.3.20. MINISTRY OF PRIMARY AND SECONDARY
EDUCATION ....................................................................... 55

Distribution of Jobs by Band ...............................................................................................................................................

55
Distribution of Jobs by Band ...............................................................................................................................................
56
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
56
Comment ..............................................................................................................................................................................
56

5.3.21. OFFICE OF THE PRESIDENT AND

CABINET .............................................................................................. 57

Distribution of Jobs by Band ...............................................................................................................................................

57
Distribution of Jobs by Band ...............................................................................................................................................
57
Distribution of Jobs by Managerial Vs Non-Managerial ...................................................................................................
57
Comment ..............................................................................................................................................................................
58

5.4.
DISTRIBUTION OF MANAGERIAL AND NON-MANAGERIAL JOBS (APPLICATION OF
PARETO
PRINCIPLE) .......................................................................................................................................................................
58

TABLE 5: RATIO OF MANAGERIAL AND NON-MANAGERIAL JOBS ...................................................................................................................... 58

5.5. COMPARATIVE ANALYSIS ON DISTRIBUTION OF JOBS BY

BAND .......................................................... 59

5.6. OFFICE OF THE PRESIDENT AND

CABINET .................................................................................................. 59

6. SUMMARY AND CONCLUSION .............................................................................................................................

60

6.1. QUALITY
ASSURANCE ........................................................................................................................................ 60

6.2. APPEALS AND

AUDITS ........................................................................................................................................ 61

6.3. CHALLENGES ............................................................................................................................................

........... 61

7. RECOMMENDATIONS .............................................................................................................................................
61

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8. AFTER WORK (FURTHER CONSIDERATIONS) .................................................................................................. 62

List of Acronyms:
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Public Service Commission PSC

Human Resources HR
Detailed Establishment Tables DETs
Assistant Asst
Principal Princ
Senior Snr
Management Mgt
Director Dir
Deputy Director DD
Agriculture Agric
Department of Agricultural, Technical and Extension Services Agritex
Technician Tech
Information Technology IT
Global Positioning System GPS
Role Clarification RCQ
Job Description JD
Information Publicity and Broadcasting Services IPBS
Defence and War Veterans MOD
Environment, Climate, Tourism and Hospitality Industry MOECTH
Energy and Power Development MOEPD
Finance and Economic Development MOF
Foreign Affairs & International Trade MOFAIT
Home Affairs and Cultural Heritage MOHACH
National Housing and Social Amenities MOHSA
Higher and Tertiary Education, Innovation, Science and Technology
MOHTEDU
Development
Industry & Commerce MOIC
Information Communication Technology and Courier Services MOICT
Justice, Legal and Parliamentary Affairs MOJ
Local Government and Public Works MOLGPWS
Mines and Mining Development MOMMD
Primary and Secondary Education MOPSEDU
Public Service, Labour and Social Welfare MOPSLSW
Ministry of Transport & Infrastructural Development MOT
Women Affairs and Community Development MOWACD
Youth, Sport, Arts and Recreation MOY
Office of the President and Cabinet OPC

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Executive Summary

This comprehensive job evaluation report presents an in-depth analysis of the Public
Service. It focusses on job grades and hierarchies, the identification and resolution of
critical issues such as redundant jobs, lack of career progression in some jobs, and
confusing job titles. It also zeroes in on inconsistencies in job titles across ministries,
duplications and overlaps in roles leading to problematic reporting structures. By
examining each Ministry individually, the report provides a detailed understanding of the
challenges faced within the Public Service and suggests recommendations to improve
overall efficiency and effectiveness.

One of the primary concerns highlighted in the report is the use of through grades, which is
an anathema in job evaluation. The system was focusing on people and not on jobs and
thus making the „job evaluation‟ outdated and confusing. To address this, the report
proposes a change strategy through the stabilisation, modernisation and standardisation of
jobs and job titles to better reflect the roles and responsibilities of the positions. The report
also identifies discrepancies in job titles used across different ministries, suggesting the
need for the Public Service Commission as the centralised authority to approve and
regulate job titles for consistency and clarity.

Moreover, the report uncovers several instances of duplications and overlaps in roles, both
within and between ministries. To tackle this issue, it recommends a systematic review of
roles and responsibilities, with the aim of eliminating redundancies and streamlining
reporting lines. Additionally, the report highlights the need for better-defined career
progression paths, particularly for technical and specialist roles, to ensure that their
expertise is effectively utilised and recognised.

The evaluation process also revealed challenges in reporting structures and the need for
uniformity in the Public Service. By standardising these reporting structures, the Public
Service can achieve better alignment and coordination across all ministries.

In summary, this extensive job evaluation report offers valuable insights into the intricacies
of the Public Service and presents a detailed roadmap for making meaningful
improvements. By addressing identified issues and implementing recommended changes,
the Public Service can work towards becoming a more streamlined, effective, and
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wellunderstood entity. Embracing the principles of equity and transparency, the report
presents a comprehensive and nuanced picture of the current state of the Public Service,
paving the way for a more efficient and effective workforce.

Below are details of the process and methodology used and the general results of the
grading expounding use of the Paterson system.

1. Introduction and Background

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As part of a raft of measures aimed at reforming the Public Sector in line with national
imperatives as espoused in the National Development Strategy One (NDS1), the
Government of Zimbabwe, through the Public Service Commission, commissioned a
Job Evaluation Project to interrogate the composition and value of jobs and functions
across the ministries. In its five-year strategic plan (2021-2025), the Public Service
Commission identified the Job Evaluation Project as a critical step in the Public Sector
transformation agenda.

1.1. Current State Analysis

The current “Paterson” job grading system, which is used in the Public Service, was
installed in 2003. The system is now dysfunctional owing to job evaluation distortions
from different angles. This includes use of „through grades‟, redundant jobs, lack of
career progression in some jobs, duplication of duties and responsibilities among
different jobs within and across ministries amongst other issues. The Commission
embarked on a Job Evaluation Project covering approximately 1460 jobs spread
through 21 Ministries of Government. At the end of the exercise the total number of
jobs graded was 1335.

The report does not cover jobs in the Public Service Commission (PSC) secretariat. It
also excludes colleges which have been moved from the PSC to the Tertiary Education
Council. It should also be noted that although Law Officer jobs are now covered by the
Attorney General‟s Department, some were included in the report as the notification
was received after some of the officers had already submitted their role clarifications.

1.2. Scope of the Job Evaluation Exercise

a) Develop an inventory of all job titles in the civil service.
b) Produce profiles and job descriptions for all the jobs in the civil service.
c) Identify duplications in the job titles and/ job scopes.
d) Identify redundancies in job titles and job scopes and recommend appropriate
actions.
e) Produce job grade schedules for all jobs in the Civil Service

2. About Job Evaluation

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2.1. Defining Job Evaluation

Job evaluation is the systematic process of determining the relative value or worth of
different jobs in an organisation. It is composed of two major steps, Job Analysis and
Job Grading. Job Analysis is a comprehensive process, while Job grading is a
comparative process. Job Analysis is the first step to Job Evaluation. It is a process
done to prepare job descriptions and job specifications (job roles) used as a foundation
for job grading. The immediate objectives of the job evaluation reforms were to achieve
internal equity within and across Ministries and to ensure external competitiveness (i.e.
to attract and retain a competent workforce in the Public Service). The reforms were
guided by the principles of fairness, equity, consistency, and transparency.

2.2. Standard Principles of Job Evaluation

Job evaluation systems follow standard principles of validation and authenticity
irrespective of the job evaluation method used. Below are some of the key principles.
a) Job evaluation rates the JOB, NOT the person or persons doing the job.
b) Job evaluation does not rate job titles. It is the decisions made whilst performing the
duties that determines the grade in the Paterson System.
c) The minimum qualifications required to make decisions on the job, irrespective of the
qualifications of the job holder, are considered for job evaluation. This allows for
comparison of job grades internally and externally so long as the duties performed are
similar.
d) A job maintains one grade throughout its lifetime unless the DUTIES of the job have
changed warranting re-grading.
e) Longevity or attaining higher education qualifications should never be factors for
changing a job grade. These factors are dealt with through the performance
management system, recruitment and promotion, the salaries and benefits policies
amongst others.
f) Job Evaluation Grades jobs and not people in jobs.
g) Where the job, as originally conceived by management, has been modified and
changed by the actions of the job holder, then the Job Grading Standing Committee
must decide whether THE JOB, as modified, is now the new and accepted standard
for the job. Only the Standing Committee on Job Evaluation can change a job
grade through re-grading. All new jobs should undergo a work study for needs
analysis and authenticity.
h) A job grade should never be determined by the reporting structure. It is the value or
worth of the duties that determines the job grade.
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i) When a subordinate‟s job and the senior‟s job end up in the same grade, the senior job
will automatically be placed a grade higher.
j) The final evaluation of any job should result from agreement and not from the estimate
of one person alone or from voting. Some people have their own agendas.
k) The appeals policy should only be applied where the Head of Department is convinced
that a job in his department needs re-grading. Appeals are accepted only on the value
or weight of the duties as defined in the job evaluation manual.
l) The job evaluation system should be audited every year by the Public Service
Commission and once every two years by external consultants to keep the system
authentic.
m) “The Person to Holder Principle” or” Person to Holder Roles” states that a person
whose job was in a higher grade but end up being downgraded. In such an instance the
person will hold on to their salary and benefits even if the grade has been downgraded.
This is the only principle that refers to a person during the implementation of the Job
Evaluation Results.
n) Job evaluation IS NOT about promotion, salary increases, cost of living adjustment or
upgrading BUT it is about grading jobs, establishing a hierarchy, or pay relationship
and a platform for building other policies and systems.

3. The Process

3.1. How the Assignment was Carried Out

The Job Evaluation process for the Public Service was a massive exercise involving
many participants. Stakeholder involvement was key from the onset to ensure that
everyone understood what was happening and responded to every query on the way.
The Data Collection for the assignment and job description writing took approximately
five (5) months (November 2022 to April 2023). Although the job grading process
started in Mid-February, some Ministries were still returning role clarification
questionnaires and job descriptions up to mid-April. The collection of questionnaires,
the job description writing, and the job grading were therefore done in tandem to speed
up the process. The job evaluation process involved the following nine (9) steps:
1. Stakeholder Sensitisation (Awareness Campaigns)
2. Development of Job Grading Manuals
3. Training of Job Analysis Teams (JATs)
4. Administration of Job Analysis Questionnaires (JAQs) 5. Development of Job
Descriptions (JDs).
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6. Validation of Job Descriptions by Ministries (Signing of the job descriptions by the

Head of Department)
7. Training of Job Grading Teams
8. Job Grading
9. Development of a Grading Structure

Table 1: Tools Used in the Job Evaluation Project.

Job Tools Used During the Project
Evaluation
Stage
Awareness Sensitisation was through official mail to all Accounting Officers of
Ministries and awareness workshops which were held with
management and staff in every institution in preparation for the
exercise.
Training Training was undertaken for all those who were to be involved in the
Job Evaluation exercise. This included the training of JATs and JD
writers. Candidates trained were drawn from all 21 Government
Ministries. A total of 142 candidates were trained.
Sampling Systematic Stratified Strategy was used in the sampling of jobs. The
jobs were clustered into generic and unique categories. The job-spread
was from the low ranks of general workers, up to the executive levels
of Chief Directors. In adopting the sampling technique, it was
important to take full scope of the wide distribution of the jobs both
geographically intra- and inter-ministerially as well as vertically
within each Ministry.
Data The main data collection tool used in the job analysis was the Role
Collection Clarification Questionnaire. It uses a rationalised work study approach
Instrumen but is simple to complete such that the lowest level employee can
ts complete it with very little assistance. This was to be completed online
(RCQ but some resisted opting for hard copies. Understandably some did not
Template - have computers and/or internet.

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Annexure Team of Experts

A) Where a job was vacant, or did not make sense, a team of experts was
constituted so as to give the job credibility.
Historical data.
This approach was applied where the historical job description was
available, and the job was vacant. Otherwise for job evaluation purposes it
is recommended to use current data.
Interviews
Where the job holder failed to articulate his/her duties, interviews were
held with either the incumbent, the superior or a Ministry representative
who knew the job well to facilitate consensus.
Job The crafted Paterson job description template was used. This template
Descriptio simplified the job purpose and duties during job description development.
n Writing It included all characters required for the job grading.
Job The bona fide Paterson Job Evaluation system was used. This was the
Grading system of choice by the Public Service Commission

4. The Paterson Job Evaluation System

The Paterson Job Evaluation System is a Decision Band Method (DBM) developed by
Professor Thomas Paterson. The philosophy is pegged on Decision-making as a key factor.
It is based on the premise that each job has a decision-making element and decisions can be
applied to all types of jobs and levels. The philosophy is analytical, objective, and
unbiased. It is simple and easy to understand as ALL jobs are graded in the same manner.

The grading is decided by a panel and NOT by an individual. The system measures jobs in
terms of the highest level of decision-making required of the job. It defines six bands of
„decision-making‟ common to all organisations irrespective of industry or country. The
level of difficulty of decisions increases from completely defined decisions at Band A, to
Policy decisions at Band F (top management). Responsibility is measured by the
complexity of decision-making to be exercised by the individual allocated to a specified
position in the organisation. See below.

Table 2: Summary of the Paterson Job Evaluation General Results by Band Definition

BAND BAND TYPE RATIONALISED SUMMARY

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OF THE GRADING
RESULTS
F - Policy Executive Board Members‟ jobs, Jobs falling under this band were
making Most Top Executives jobs, Most outside the terms of reference.
decisions Senior Specialist jobs and Heads
of Ministries‟. Decides on
Policy.
E - Strategic / Senior Executives and Senior Chief Directors, Directors, and
Programming Specialists and Heads of State Counsel 1, Senior
decisions Departments‟ jobs. Decides on Specialist jobs etc.
the plans or programs to
execute the policy
D - Tactical / Senior Middle Management/ Deputy Directors and High-
Interpretive High-Level Specialists /Section Level Specialists, State Counsel
decisions Heads. Decides on systems and 11, Chief Accountant, Chief
procedures, rules and Technicians, Chief Internal
regulations, plant manuals, Auditors etc.
localizations not covered by the
rules that is what to do.
C - Specialized Officers and High-Level Skilled Officers, Accountant, Auditor,
/sequenced Jobs. Have specialized training Technician, Surveyor, Engineer,
Decisions and knowledge or skills that Artisan, PA‟s to the Minister,
apply to the work. Decisions are Librarian, Database
connected to the specialization Administrator, Executive
and training – routine or Assistant, etc.
specialized decisions
B - Semi-Skilled and Low-level Driver, Cook, Records &
Discretionary supervisory jobs – can supervise Information Assistants, Sample
/Automatic „A „Band jobs. Might have some Analyst, Laboratory Assistant,
Decisions training and skill but not enough etc.
to do specialized work.
A - Basic Basic, unskilled jobs (no special General workers, Office Orderly,
Defined training or experience). Basic Watch Person, Laundry Person,
Decisions Defined Decisions etc

Details of the above table are supported by Job Grade Schedules for All Jobs in the Civil
Service (Annexure 1)

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4.1. Methodology
The methodology carries a clearly defined process, technical approach and technique
that is very simple and easy for all employees to understand. It is collaborative in that it
takes cognizance of the need to impart skills to the organisation‟s employees for
continuity. It also shows the rationale of having an Appeals Policy and an Audit Policy
as monitoring and evaluation tools to keep the system up-to-date and accurate. The
approach breaks the project into six phases. Below are the six phases, activities, and
deliverables.

Table 3: The Six Phases of the Methodology, Activities and Deliverables

Phase Activities Deliverables
1. Preliminar y ✔ Preliminary meeting Inception Report submitted
✔ Establishment of the objectives: on 22/09/22.
✔ Review of the authority’s strategy Training of 40 Job
✔ Audit of the Authority’s departments Evaluation Champions from
and roles. the PSC on Job Evaluation
✔ Official kick off meeting with the
Permanent Secretary on 8th September
2022.

2. Preparation ✔ Identification of the stakeholders and Awareness meetings

Authority’s strategy
✔ Awareness meetings
✔ Interviews with Management
✔ Job Evaluation champions trained
3. Mapping ✔ Gathering of information. Role Clarifications
✔ Drafting of Job descriptions submitted
4. Designing ✔ Analysis of Role Clarification forms Drafted Paterson Job
✔ Identification of gaps and Descriptions.
opportunities.
✔ Development of job descriptions 12-16
Dec - ZIPAM
✔ Progress report submitted to PSC on 1
Dec 2022
✔ Christmas break – 3 weeks
✔ 16 January to 10 February JD Writing at
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ZIPAM
5. Developme ✔ Ministries validate the proposed job Signed Paterson job
nt descriptions and signed by the Heads descriptions
/Building of Departments
✔ Job grading begins13 February Paterson Job Grading
Matrix
✔ First draft of report 17-04-2023 Presentation of first draft
6. ✔ Final job evaluation report and Implementation Kit:
Implementati Presentation of Job evaluation toolkit Appeals Policy
on & ✔ Presentation of Final report and project Audit Policy)
Maintenance closure Project closure

*The collection of role Clarification forms, writing job descriptions, validation, signing
of job descriptions and grading were done concurrently.

Job Evaluation Project Results

The project sought to address the following terms of reference

a) Develop an inventory of all job titles in the civil service.
b) Produce profiles and job descriptions for all the jobs in the civil service.
c) Identify duplications in the job titles and/ job scopes.
d) Identify redundancies in job titles and job scopes and recommend appropriate
actions.
e) Produce job grade schedules for all jobs in the Civil Service

The following results have fulfilled the required mandate:

4.2. Inventory of Civil Service Job Titles

An inventory of all job titles in the Public Service was developed from the job analysis,
job description writing and subsequent job grading. Refer to the link

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https://lookerstudio.google.com/reporting/66f305a6-ab1e-49ce-92c7-c6bb3a5d4282 for
the inventory of job titles.

4.3. Profiles and Job Descriptions for Jobs in the Civil Service
Job descriptions with profiles were drafted for every job in the Civil Service using the
Paterson Job Evaluation System. The Paterson system profiles and job descriptions are
very effective for comparing jobs internally and externally.

By definition, a profile is a description of the exact tasks involved in a particular job, and
of the skills, experience, and personality a person would need in order to do the job. The
information in a job profile can be used to develop effective training programs, recruitment
policies, salaries administration policies, structures amongst other uses.

Since the Paterson system uses minimum qualifications and minimum experience for
uniformity in grading jobs, the resultant job profile and description in this project follows
that of the Paterson Job Evaluation system. This can be used as a basis for developing
profiles for all other Human Resources activities such as recruitment, Performance
Management, Training etc

4.4. Duplications in Job Title and/or Job Scope

Duplications were identified in job titles and/or scope and proposals made as detailed in the
table below:

Table 4: Identified Duplications in the Job Titles and/or Job Scope

Ministry Current Job Title/s Proposed Comments

Public Service Accounting Assistant/ Provincial The job
Labor and Accountant/ HR/Admin Administrator encompasses
social Welfare Assistant/ Officer/ Senior Accounts, HR and
/Principal Administration
duties
Supervisor National Caregiver The title was not
Rehabilitation Centre reflective of the job
Senior Supervisor Child Services function
Supervisor
Superintendent Welfare
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Administrator
Rehabilitation
Administrator
Home Affairs Assistant Registrar Births, Assistant Registrar All these titles are
and Cultural Deaths, Citizenship, Civil Registry encompassed in
Heritage Marriages & Brands, Civil Registry
Passport
Processing Officer- Processing Officer
Internal/external Passports, Civil Registry
Births/Deaths, Marriages
& Brands/National
Registration, Passport
Production
Senior Darkroom Darkroom Operative Standardisation of
Assistant/Darkroom job titles
Operative
Technician Quality Technician Quality
Inspection Control
System Analyst/Database Systems Analyst
Admin/Programmer
Information, Chief Network Network & Systems
Communication Technician/Systems Administrator

Technology and Administrator

Courier
Business Solutions Business Solutions
Services
Officer-SAP/WEB, Officer
Database Applications
Women Affairs Provincial Center Head Training Centre Duties to match title
Community Administrator
Small and
Medium
Enterprises
Development
Transport & Supervisor Planning and Gravel Location Duties to match title
Infrastructural Designs Supervisor
Development Civil Technician Training Technician Duties to match title
Machine Operator Heavy Equipment Standardisation of
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Operator Job Title across the

public service
Superintendent Roads Construction Standardisation of
& Maintenance job titles
Supervisor
Investigation Officer- Safety and Health Similar duties
Hazard Officer
Investigation Officer-
Safety Information
License Production Officer Licensing Officer
License Registration
Officer
Station Superintendent Station Supervisor
Vehicle Inspector/Driving Vehicle Inspector
Examiner
Lands, Livestock Production Livestock Standardisation of
Fisheries, Specialist-Small stock Production job titles
Water, Climate Livestock Production Specialist
and Rural Specialist-Large Stock
Development Network and systems/ Network & Systems
Database Administrator Administrator
Deputy Director Deputy Director
Operations-Tsetse Control Tsetse Control
Hunter-Tsetse Tsetse Hunter
Plumber/Drain Layer Plumber
Agricultural Economist- Agricultural

Business Devpt/Market & Economist

Trade
Agricultural Supervisor- Agricultural To standardise the
Crop Division Supervisor job title
Research/Agricultural
Technical Services
Warden Hostel Janitor Job title matched to
duties
Matron Canteen Caretaker Job title matched to
duties
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Higher and Manager – Management Management Standardisation of

Tertiary Information Systems Information System job titles
Education, Manager
Innovation, Incubation Officer Science &
Science & Technology Officer
Technology Technician Innovation Innovation
Development Technician
Training Mechanical Tech Training Technician Overlapping roles
Training Production Tech
Justice, Lecture – Judicial College Judicial College Standardisation of
Legal and Lecturer job titles
Parliamentary Senior Examiner Examiner
Affairs Regional Inspector Provincial Inspector To match the scope
of work
National Planning/Project Officer Project Officer Standardisation of
Housing and Construction Officer, Construction & job titles
Social Construction Maintenance Officer
Amenities
Environment, Meteorological Data Capturer
Climate, Technician-Data Capturer
Tourism and
Hospitality
Industry
Defence & War Deputy Director Deputy Director Uniformity of titles
Veterans Procurement & Research Procurement across ministries
Explosive Explosive Assistant Standardisation of
Assistant/Serviceman the job title
Ammunition
Senior Sister Nurse in Charge

Mines and Sampler Survey Trainee Sample Analyst Standardisation of

Mining Technician the job title
Development
Local Fire Inspector, Fire Fire Precautions Jobs were merged as
Government & Appliance Inspector and Officer overlapping roles in
Public Works Fire Precautions officer the three jobs were
noted
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Information Technology Information Standardisation of

Technician- Technology the job title
Hardware/Network/System Technician
Admin
Construction Officer Construction & Standardisation of
Building Mechanical Maintenance the job title
Officer
Foreign Affairs Waiter Catering Attendant Job title to match
& International duties
Trade
All Ministries Artisans Carpenter, Motor All skilled workers
Mechanic, Welder, (artisans) have been
Plumber; Painter, renamed by their
Electrician, Brick trade names
Layer, etc
All titles with hand „Hand‟ replaced by The word hand has
(general hand, kitchen „General Worker‟. colonial
hand, technical hand, connotations. They
research hand, workshop are now general
hand etc) workers
Machine Operator Heavy Equipment Incorporates all
Operator drivers for
construction
equipment like
tractors, caterpillars,
tow graders etc.
Printer Operator, Plan & Duplicating Uniformity across
Printing Operator, senior &Printing Operator Ministries
duplicating Officer, Senior
Duplicator
Deputy Directors - Deputy Director For uniformity of
Strategic Policy Planning, Strategic Planning titles across
Strategic Planning, ministries
Strategic Policy Planning &
Research
Strategic Policy Planning Strategic Planning
Officer Officer
Driver to Minister VIP Driver
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Watchman Watchperson
Senior Office Orderly Office Orderly
Audit Assistant/Snr/Princ Internal Auditor
Human Resources Human Resources
Assistant/Officer Officer
Accounting Accountant
Assistant/Accountant
Administration Administration
Assistant/Officer Officer
Administrative Administrative
Assistant/Officer Officer
Executive Executive Assistant
Assistant/Snr/Princ
Driver II/III Driver
Energy Development Energy
Officer/Snr/Princ Development
Officer
Energy Conservation Energy
Officer/Snr/Princ/Chief Conservation
Officer

4.5. Redundancies in Job Titles and Job Scopes

Redundancies were identified in:
a) Through Grade System
b) Analysis of the vacancies in the Public Service
c) Reporting Relationships
d) Duplication of functions
e) Structures

4.5.1. The “Through Grade” System

It was noted that the current PSC advancement policy links qualifications and longevity in
a job to job grades. This has resulted in one job with the same duties having multiple
grades. For example, a job can start in C1 and changes grades when the incumbent furthers
his/her education or stays for long in that position with the job title changing from say
Assistant to Officer, Senior, and Principal amongst such other titles. As a result, the
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multiple job grades being used for promotion or granting pay increases by using what is
called the “through” grade system, adds to the adulteration of the grading system. The
grade changes without any changes in duties. Such job titles were made redundant. Cases
in point include:
● Human Resources Assistant/Human Resources Officer
● Officer/Senior/Principal Officers
● Executive Assistant/Principal/Senior
● Accounting Assistant/Accountant/Senior/Principal
● Admin Assistant/Officer
● Examiner/Senior/Principal
● Audit Assistant/ Auditor/Snr/Princ
● Inland Water Controller/Snr/Princ/Chief
● Testing & Research Officer/Snr/Princ/Chief
● Engineer/Snr/Princ/Chief

In case of the Ministry of Justice, Legal and Parliamentary Affairs the issue of through
grades was solved by creating a promotional grade between Examiner and the Deputy
Chief Registrar with the suggested name being „Registrar‟. It was noted that the duties of
the Examiner and the Principal Examiner were completely different.

4.5.2. Analysis of the vacancies in the Public Service

The average vacant positions for the 21 Ministries is 24% with the minimum being 3% and
the highest being 47%. Please refer to the table below. The best practice is that once a job
is vacant for more than 3 months a needs analysis must be done to ascertain that the job is
still required. We recommend that all jobs that have been vacant for more than 3 months be
made redundant and a needs analysis project be embarked on. The table below explains
the extent of vacancies in the Public Service as at May 2023.

Table 5: Vacancy Summary by Ministry

Name of Ministry Approved Vacan % Vacancies to
Establishm cies Approved
ent Establishment
Ministry of Energy and Power Development 125 47 38%
Ministry of Information Communication 166 38 23%
Technology
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Ministry of Information Publicity 211 28 13%

Broadcasting
Ministry of Industry and Commerce 404 141 35%
Ministry of Finance Economic Development 412 47 11%
Ministry of Environment, Climate, Tourism 415 43 10%
and Hospitality
Ministry of Justice Legal and Parliamentary 615 170 28%
Affairs
Ministry of Defence and War Veteran 700 267 38%
Affairs
Ministry of National Housing 791 135 17%
Ministry of Mines and Mining Development 800 159 20%
Ministry of Foreign Affairs 960 30 3%
Ministry of Public Service Labour and 1315 326 25%
Social Welfare
Ministry of Transport and Infrastructural 1785 377 21%
Development
Office of the President and Cabinet 1788 840 47%
Ministry of Women Affairs 2348 853 36%
Ministry of Youth Sports Arts and 2914 570 20%
Recreation
Ministry of Home Affairs 3602 757 21%
Ministry of Local Government 3678 1043 28%
Ministry of Higher and Tertiary Education 5203 786 15%
Ministry of Lands Agriculture, Fisheries and 15886 3743 24%
Water Development
Ministry of Primary and Secondary 145763 9000 6%
Education
GRAND TOTAL 189881 19400 24%

4.5.3. Reporting Relationships

Overlapping Roles
An analysis of the job descriptions showed that in most cases, there was an overlap
between the duties of Deputy Director, Director, and Chief Director jobs in terms of real
activities performed. Hence one would observe similarities in activities in the hierarchy of

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managerial jobs e.g. Chief Director Finance & Administration, Director Finance, Director
Administration and Deputy Director Administration; Chief Director Human Resources and
Development, Director Human Resources & Deputy Director Human Resources; Chief
Director, Director and Deputy Director Projects and Programmes; etc. Bureaucracy and red
tape tend to hinder or delay decision-making.

Job Titles
It was observed that the Ministry of Finance and Economic Development is adopting
parallel Job Titles from the ones recognised by the PSC as reflected on the Ministry‟s
Detailed Establishment Table. It is recommended that the current job titles being used by
the Ministry be adopted by the Public Service Commission. In future proposals to change
job titles should be discussed and agreed with PSC before being adopted to ensure
upholding of standards across the public service. Driver I/Driver II titles were renamed to
VIP Driver and Driver III to Driver.

Duplication of Functions
Programs and Projects Department and the War Veterans Affairs Departments of the
Ministry of Defence and War Veterans are both responsible for the affairs of War Veterans.
It is recommended that these functions be merged under the War Veterans Affairs
department and make the jobs under the Programmes and Projects Department redundant
to eliminate duplications.

Building Operative job is a job existing in the Ministry of Defence and War Veterans but
not on DET. It is recommended that the job be adopted by the PSC.

There seems to be duplications and/or overlapping roles between the Ministry of Local
Government and Public Works and the Ministry of National Housing and Social
Amenities. The two have construction brigades whose duties are seemingly the same. It is
recommended that these be analyzed and rationalized.

Possible overlap in roles was also noted between the Community Development
Coordinator (Ministry of Women's Affairs) and Ward Development Coordinator (Ministry
of Youth). The 2 jobs may target the same clientele for example in instances where there
are women in the youth category. If projects in the agricultural sector are involved, the
overlaps can also extend to include Agritex Officer. It is recommended that these
functions be coordinated and streamlined.
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Structures
Specialist jobs such as Engineer, Surveyor, and other technical specialist jobs in the
Ministry of Lands, Agriculture, Fisheries, Water and Rural Development should have their
progression parallel to the administrative progressions. This parallel progression will assist
in controlling the brain drain on specialist skills because they are being sealed off at
Deputy Director Level. In addition, some cases were noted where the reporting structures
were deemed inappropriate for example Technician Agricultural Mechanization
Department reports to Engineer but the two ordinarily do not have the same progression
lines under which case the Technician should report to Chief Technician. The same was
also noted for Technician Farm Structures, Technician Soil and Water conservation
amongst others. It is our recommendation that the Chief Technician job should not be the
ceiling for technical staff and should have an option of progressing to Director Level. Jobs
from Deputy Director upwards all need managerial skills. Operational skills should not be
over-emphasised on managerial jobs.

Senior Master/Women and Head of Department or subjects are not on the authorized
structure of the Ministry of Primary and Secondary Education. It is recommended that the
Job of Head of department be recognized as a promotional grade. It is also suggested that
the Schools Inspector job be recognized through the type of school, e.g., Inspector Primary,
and Inspector Secondary schools. The duties of the Inspectors should also be based on
functional disciplines such as Mathematics and Science; Commercials; Practical Subjects,
Commercials, Arts, etc.

4.6. Job Grade Schedules for All Jobs in the Civil Service
A schedule of jobs in the civil service was produced. Further to the schedule of jobs the
link below displays all the jobs in the civil service with job grades and the Ministry in
which they are found: https://lookerstudio.google.com/reporting/66f305a6-ab1e-49ce-
92c7-c6bb3a5d4282

5. Complementary Issues Influencing the Job Evaluation Results

5.1. Distribution of Jobs

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This section gives an overview of the distribution of jobs per band in each Ministry and
between the managerial and non-managerial jobs in the Ministry. The concepts applied for
measurement were
i. Max Weber‟s Theory of Bureaucracy (Bell Curve theory). and; ii.
Pareto Principle

5.1.1. Max Weber’s Theory of Bureaucracy

Best practice Government structures are bureaucratic in nature (Max Weber). The
bureaucratic structure of an organisation has two fundamental characteristics one of them
being that it is hierarchical in nature, they maximize performance, through a hierarchy and
secondly, they should follow the normal distribution curve (The Bell Curve Theory).

The Normal Distribution Curve of Jobs in a Bureaucracy

The bell curve theory was tested on the distribution of jobs by band. The Bell Curve
Theory (Normal distributions Curve) which is also referred to as the Gaussian distribution
denotes a probability distribution which shows symmetry regarding the mean. It signifies
that the data that is closer to the average or mean occurs more frequently as compared to
the data that is at a distance from the mean. An application of this principle would follow
the distribution curve of jobs on each side of Band „C‟, showing symmetry on each side
i.e., Bands A & B on one side and Bands D & E jobs on the other side.

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5.1.2. The Pareto Principle

This Principle was applied on analysis of the distribution of managerial and nonmanagerial
jobs. The Pareto Principle in business refers to the way 80 percent of a given business's
profit typically comes from a mere 20 percent of its clientele. The expectation of results
when this principle is applied to the jobs in Ministries was that 20 percent managerial jobs
would coordinate 80 percent non-managerial jobs i.e. best case would be conformance to
ratios of 20:80 or 1 to 4 ratio between managerial and non-managerial jobs. The choice of
this theory for analysis was based on the following Pareto concepts that emanate from the
Pareto Principle:

i. The Predictable Imbalance

ii. Cause and Effect Theory

The graphs below endeavor to compare the application of the Pareto and Gaussian
Principles to the jobs in all Ministries under the Public Service Commission:

5.2. Test of the Distribution of Jobs

The distributions of jobs in the Public Service does not emulate a normal distribution as
shown in the table below where comparison is made against percentages on a hypothetical
normal distribution curve:

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MINISTRY A@ B@ C@ D @ 13.6 E @ 2.1

2.1% 13.6% 68.2%
1 Energy and Power Development 3% 8% 46% 24% 19%
2 Information Publicity & Broadcasting Services 6% 8% 47% 23% 17%
3 Agriculture, Lands, Fisheries, Water, Climate and Rural 4% 11% 49% 21% 15%
Development
4 Defence and War Veterans 8% 12% 41% 18% 21%
5 Environment, Climate, Tourism and Hospitality Industry 1% 5% 59% 22% 13%
6 Finance and Economic Development 1% 3% 36% 36% 25%
7 Foreign Affairs & International Trade 2% 15% 26% 35% 23%
8 Home Affairs and Cultural Heritage 3% 10% 42% 29% 17%
9 National Housing and Social Amenities 3% 7% 53% 20% 17%
10 Higher and Tertiary Education, Innovation, Science and 1% 13% 38% 31% 17%
Technology Development
11 Industry & Commerce 4% 7% 44% 27% 17%
12 Information Communication Technology and Courier Services 2% 5% 51% 29% 12%
13 Justice, Legal and Parliamentary Affairs 1% 6% 43% 22% 28%
14 Local Government and Public Works 2% 7% 47% 24% 20%
15 Mines and Mining Development 7% 9% 48% 22% 13%
16 Primary and Secondary Education 1% 7% 29% 38% 25%
17 Public Service, Labour and Social Welfare 4% 10% 39% 30% 17%
18 Transport & Infrastructural Development 3% 9% 44% 29% 14%
19 Women Affairs and Community Development 5% 15% 37% 29% 15%
20 Youth, Sport, Arts and Recreation 4% 11% 38% 28% 19%
21 Office of the President and Cabinet 2% 5% 20% 29% 45%
Grand Total 3% 9% 41% 27% 21%

Furthermore, the line graphs in 6.3 below gives a pictorial appreciation on the distribution
of the jobs in the Public Service

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5.3. Distribution of Jobs per Ministry

5.3.1. Ministry of Energy and Power Development

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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General Comments
● Each managerial job oversees 1.32 non-managerial jobs.
5.3.2. Ministry of Information Communication Technology, Postal and Courier
Services
Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comments
● Each managerial job oversees 1.43 non-managerial jobs.

5.3.3. Ministry of Information Publicity and Broadcasting Services

Distribution of Jobs by Band

Distribution of Jobs by Band

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Distribution of Jobs by Managerial Vs Non-Managerial

General Comment
● Each managerial job oversees 1.50 non-managerial jobs.
5.3.4. Ministry of Industry & Commerce

Distribution of Jobs by Band

Distribution of Jobs by Band

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Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.27 non-managerial jobs.
5.3.5. Ministry of Finance and Economic Development
Distribution of Jobs by Band

Distribution of Jobs by Band

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Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 0.64 non-managerial jobs.
● This is an anomaly as there are more managerial jobs compared to non-managerial
jobs an indication of over supervision which needs correction by flattening the
management hierarchy.

5.3.6. Ministry of Environment, Climate Change, Tourism & Hospitality Industry

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Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.86 non-managerial jobs.

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5.3.7. Ministry of Justice, Legal & Parliamentary Affairs

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1 non-managerial jobs.
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5.3.8. Ministry of Defence and War Veterans

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 1.63 non-managerial jobs.

5.3.9. Ministry of National Housing & Social Amenities

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 1.70 non-managerial jobs.
5.3.10. Ministry of Mines & Mining Development
Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 1.86 non-managerial jobs.

5.3.11. Ministry of Foreign Affairs and International Trade

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 0.72 non-managerial jobs. This is an anomaly as there
are more managerial jobs compared to non-managerial jobs an indication of over
supervision which needs correction by flattening the management hierarchy.

5.3.12. Ministry of Public Service, Labour and Social Welfare

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 1.17 non-managerial jobs.

5.3.13. Ministry of Transport & Infrastructural Development

Distribution of Jobs by Band

Distribution of Jobs by Band

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Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.27 non-managerial jobs.

5.3.14. Ministry of Women Affairs, Community, Small and Medium Enterprise

Development
Distribution of Jobs by Band

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Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.27 non-managerial jobs.
5.3.15. Ministry of Youth, Sport, Arts and Recreation
Distribution of Jobs by Band

Distribution of Jobs by Band

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Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.13 non-managerial jobs.
5.3.16. Ministry of Home Affairs and Cultural Heritage

Distribution of Jobs by Band

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Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.17 non-managerial jobs.
5.3.17. Ministry of Local Government & Public Works

Distribution of Jobs by Band

Distribution of Jobs by Band

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Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.27 non-managerial jobs.

5.3.18. Ministry of Higher and Tertiary Education, Innovation, Science and

Technology Development

Distribution of Jobs by Band

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Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.08 non-managerial jobs.

5.3.19. Ministry of Lands, Agriculture, Fisheries, Water & Rural Development

Distribution of Jobs by Band

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Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

Comment
● Each managerial job oversees 1.78 non-managerial jobs.

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5.3.20. Ministry of Primary and Secondary Education

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 0.59 non-managerial jobs which signifies over
supervision

5.3.21. Office of the President and Cabinet

Distribution of Jobs by Band

Distribution of Jobs by Band

Distribution of Jobs by Managerial Vs Non-Managerial

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Comment
● Each managerial job oversees 0.35 non-managerial jobs.
● Jobs are concentrated in the managerial level. This ratio is inconsistent with best
practice and indicates a case of over supervision.

5.4. Distribution of Managerial and Non-Managerial Jobs (Application of Pareto

Principle)
Most ministries have a managerial to non-managerial job ratio of almost one-to-one with
the calculated average for all the ministries being 1.24. None emulate the Pareto Principle
(1:4) where multiple jobs would be supported by fewer management jobs to maximize
efficiency. The highest ratio in the Public Service is almost 1:2. It may be worth
undertaking an organizational optimization exercise to understand whether the structures in
place are still fit for purpose. The table below shows the ratios that were obtained for all
Ministries:

Table 5: Ratio of Managerial and Non-Managerial Jobs

% of % of Non-
Managerial Managerial
Ministry Name Jobs Jobs Ratio
Office of the President and Cabinet 74 26 0.35
Ministry of Finance and Economic Development 61 39 0.64
Ministry of Primary and Secondary Education 63 37 0.59
Ministry of Foreign Affairs & International Trade 58 42 0.72
Ministry of Justice, Legal and Parliamentary
Affairs 50 50 1.00
Ministry of Public Service, Labour and Social
46 54 1.17
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Welfare
Ministry Of Youth, Sport, Arts and Recreation 47 53 1.13
Ministry of Higher and Tertiary Education,
Innovation, Science and Technology Development 48 52 1.08
Ministry of Energy and Power Development 43 57 1.33
Ministry Of Women Affairs and Community
Development 44 56 1.27
Ministry of Local Government and Public Works 44 56 1.27
Ministry of Transport and Infrastructural
Development 44 56 1.27
Ministry of Industry & Commerce 44 56 1.27
Ministry of Defence and War Veterans 38 62 1.63
Ministry of National Housing and Social Amenities 37 63 1.70
Ministry of Home Affairs and Cultural Heritage 46 54 1.17
Ministry of Lands, Fisheries, Water, Climate and
Rural Development 36 64 1.78
Ministry of Information Publicity and Broadcasting
Services 40 60 1.50
Ministry of Information Communication
Technology and Courier Services 41 59 1.44
Ministry Of Environment, Climate, Tourism and
Hospitality Industry 35 65 1.86
Ministry of Mines and Mining Development 35 65 1.86
Average Ratio 1.24

5.5. Comparative Analysis on Distribution of Jobs by Band

A Comparison of Paterson Job Evaluation Results of 2016 report for Kenya‟s Public
Sector and Zimbabwe in 2023 shows that jobs for Zimbabwe are more skewed towards
managerial grades as shown in the table below:
PATERSON PERCENTAGE
BAND KENYA ZIMBABWE
A 1 1
B 21 7
C 57 43
D 20 27

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E 1 22
GRAND 100 100
TOTAL

5.6. Office of the President and Cabinet

Peculiarities were noted for the jobs in the Office the President and Cabinet with cases in
point being that:

a) OPC has the highest ratio of managerial jobs Vs Non Managerial jobs
b) The Deputy Director jobs, a managerial level is typically undertaking the processing
functions duties which are ordinarily performed by Officers in other Ministries.
c) Most of the Deputy Directors have no subordinates which makes the decisionmaking
factor for this grade compromised. Deputy Directors being referred to include the
following:
• Deputy Director Communication Services
• Deputy Director Economic Affairs
• Deputy Director Evaluation & Learning
• Deputy Director International Relations
• Deputy Director Liaison
• Deputy Director National Disability
• Deputy Director Policy Analysis
• Deputy Director Presidential Secretariat
• Deputy Director Programme Management
• Deputy Director Public Sector Reforms
• Deputy Director Publicity & Advocacy
• Deputy Director Social Affairs
• Deputy Director Special Development Programmes
• Deputy Director Public Assets & Disposal

Paterson Principle of Sapiential Authority

Some jobs in the OPC have an oversight role to government ministries, departments and
agencies resulting in decisions made on the duties of such jobs not being clearly defined.
Examples of such jobs include Director Evaluation and Learning, Director Liaison,
Director National Priority Programmes, Director Social Programmes, Director Programme
Management Social Services, Chief Director Performance Management amongst others.
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Grading results of most of the ministry specific jobs in OPC were thus determined more by
the Paterson Principle of Sapiential Authority. The jobs have as Sapiential Authority as
they generate persuasive capacity through their horizontal and vertical advisory and
instructing nature. The jobs exude various degrees of knowledge or wisdom expected of
the job holder. It is therefore recommended that OPC be considered a specialized Ministry
and graded differently from the other ministries.

6. Summary and Conclusion

6.1. Quality Assurance

It is important to put in mind the rationale of the PSC in undertaking the job evaluation
project. The job evaluation results have addressed all the terms of reference. Once
implemented the job evaluation system should remain unchanged except through the
inhouse job evaluation committee. All new jobs should first be graded so that they fit in
with the grading structure.
Vacant positions should not be automatically filled in before a needs assessment is
undertaken by the in-house grading committee.

6.2. Appeals and Audits

A job evaluation exercise is important for ensuring internal equity across an organisation
and it is important to ensure that the system adopted is maintained. This entails auditing
and reviewing the entire job evaluation structure every two years as per appeals and audit
policies to ensure that the system remains relevant and accurate. Once implemented the job
evaluation system should remain unchanged except through the in-house job evaluation
committee. All new jobs should first be graded so that they fit in with the grading
structure. Vacant positions should not be automatically filled in before a needs assessment
is undertaken by the in-house grading committee.

6.3. Challenges
The report acknowledges specific challenges encountered during the job evaluation
process. These included administrative (e.g. transport to Ministries; Role Clarifications
returns) and resource-related (e.g. Unavailability of Printers and Toner, Absence of
Ministry personnel at the beginning of the exercise causing unnecessary duplication of
effort). These obstacles affected delivery timelines of the project and underscore the

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importance of providing adequate resources for the implementation of any such future
exercises.

7. Recommendations
The evaluation identified several issues including redundant job titles, confusing job titles,
and over supervision in reporting structures. The PSC should take action to address these
issues by implementing the several recommendations provided by the job evaluation
report. These include streamlining job titles to better reflect job roles, making redundant
job titles redundant, and creating a standardised approach to job naming based on level of
leadership or core competencies required.

Furthermore, the issue of „through grades‟ should die a natural death. Most of the
problems highlighted in the report emanated from abuse and adulteration of jobs through
the
„through‟ grade system.

The job evaluation report also identified a high rate of vacancies in the public service.
These should be filled in a timely manner and a needs assessment should be undertaken
before automatically filling vacant positions in future.

Overall, the PSC should take action to address the issues identified in the job evaluation
report to ensure internal equity and improve the efficiency of the public service as per the
objectives of NDS1 and Vision 2030.

8. After work (Further Considerations)

There is a need for training in new technologies and digital skills. With the increasing
use of technology in the workplace, it is important for employees to be able to adapt
and use new software, systems, and devices for example some employees in the Public
Service could not fill in role clarification online. This training could be provided
through online platforms, workshops, or in-house training programs. This would
improve staff efficiency.

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There is a need for training in leadership and management skills. This could include
training in areas such as leadership, decision-making & problem solving, conflict
resolution, communication, time management, team building and project management.
Such training could be provided through executive education programs, mentorship
programs, and workshops. The training will assist in diluting the high ratios of
managerial jobs.

CONTACT DETAILS

SECRETARY TO SERVICE COMMISSIONS

Public Service Commission
6th Floor, Social Security Centre (SSC Building)
Julius Nyerere Way/Sam Nujoma Street
P.O. Box CY 440, Causeway, Harare

Zimbabwe Public Service Commission

Public Service Commission PUBLIC SERVICE COMMISSION ZIMBABWE-

Zimbabwe

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Download the PSC-ZIM App

263-242-793936
263-242-700882
263-242-700884

Public Service Commission-ZIM

263-788584848
[email protected]
[email protected]

Public Service Commission Zimbabwe

Website: www.psc.gov.zw

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An Empowered Public Service Leading and

Propelling Sustainable and Inclusive
Socio-Economic Growth

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