Download - Job Evaluation & Description
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JOB EVALUATION / GRADESTRUCTURE
UnitI
- by V. Sawankar
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Meaning
A job evaluation is a systematic way of determining thevalue/worth of a job in relation to other jobs in an organization.
Job evaluation provides a base for ranking or grading different
jobs and developing a pay structure for them.
The objective of job evaluation is to determine which jobs should
get more pay than others.
Job evaluation may be defined as a process of assigning value for
each job in a job hierarchy so as to find out a relative remuneration
for different jobs
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Meaning
Job evaluation provides a basis for ranking or grading different
jobs and developing a pay structure for them.
Job evaluation may be defined as a process of assigning valuefor each job in a job hierarchy so as to ascertain and determine
a relative remuneration for different jobs.
It takes into account the demands of the job in terms of effortsand abilities.
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Objective Of Job Evaluation
To Provide rational wage structure.
To compare job and pay structure with other organisation or
industry standards.
To reduce pay grievance.
To provide an incentive for employees to strive for higher
leveljobs.
To have source of information for wage negotiation
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Job Evaluation Method
Non Quantitative
methods
Quantitative
methods
Job as a Whole is consider.Judging and comparing witheach other
Requirement and elements of
job are consider.
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Ranking or Job Comparison
Jobs are arranged from highest tolowest, in order of their value or merit
to the organization.
The job at the top of the list has the
highest value and obviously the job atthe bottom of the list will have the
lowest value.
Jobs are usually ranked in eachdepartment and then the departmentrankings are combined to develop an
organizational ranking.
The variation in payment of salariesdepends on the variation of the nature
of the job performed by theemployees.
Its have disadvantage in big organizationsbecause rankings are difficult to develop in alarge, complex organization. Moreover, thiskind of ranking is highly subjective in natureand may offend many employees. Therefore,
a more scientific and fruitful way of jobevaluation is called for.
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Ranking Method of University Job
Ranking Order Pay Scale
Professor
Associate Professor
Lecturer / Asst Professor
Rs. 16,400-450-20900
Rs. 12000-420-18300
Rs. 8000-275-13800
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Job Classification or Grading Method
According to this method, apredetermined number of jobgroups or job classes are
established and jobs are assignedto these classifications. Following
is a brief description of such aclassification in an office.
Class I - Executives: Furtherclassification under this categorymay be Office Manager, Deputy
office manager, Officesuperintendent, Departmental
supervisor, etc.
Class II - Skilled workers: Underthis category may come the
Purchasing assistant, Cashier,Receipts clerk, etc.
Class III - Semiskilled workers:Under this category may come
Steno typists, Machine-operators,Switchboard operator etc.
Class IV - Unskilled workers: Thiscategory comprises, File clerks,
Office boys, etc.
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Job Classification or Grading
Method
Administration
AD 1
Admin Director
AD 2
Office Manager
AD 3Secretary
AD 4
Receptionist
Sales & Marketing
SM 1
Sales Director
SM 2
Sales Manager
SM 3
Sales Officer
SM 4
Executive
Human Resource
HR 1
Hr Director
HR 2
HR Manager
HR 3
HR Officer /Recruiter
HR 4
HR Consultant
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Job Classification or GradingMethod
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Factor Comparison Method
It is the most complex method of all, it is consistent and appreciable.
Under this method, instead of ranking complete jobs, each job isranked according to a series of factors.
These factors include mental effort, physical effort, skill needed,responsibility, supervisory responsibility, working conditions andother such factors (for instance, know how, problem solving abilities,accountability, etc.).
Pay will be assigned in this method by comparing the weights of thefactors required for each job, i.e., the present wages paid for key jobsmay be divided among the factors weighted by importance
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Example of Factor Comparison
Method
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Point Method
The point method is widely
used.
It requires identifying severalcompensable factors
Each factor is assigning a pointvalue. This helps to find the
relative worth of a job
Once the worth of job in terms oftotal points is expressed, the
money value is assigned to points.
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Point Method
Point Rating Job Grade Pay Scale
100 - 150 1 900 - 1800
150 - 200 2 1400 -2200
200 - 250 3 1700 - 2700
250 - 300 4 2400 - 4200
300
350 5 3200 - 5200
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JOB ANALYSIS
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What is Job Analysis?
JOB
Job is the collection of the task that can be
performed by a single employee to contribute
to production of some goods or services
provided by organization.
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Job Analysis Job Duties
Job Responsibilities
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Meaning
Job analysis is a formal anddetailed examination of jobs.
It is a systematic investigation ofthe tasks, duties andresponsibilities necessary to do a
job.
A task is an identifiable workactivity carried out for a specificpurpose, for example, typing aletter.
A Duty is a larger work segmentconsisting of several tasks (whichare related by some sequence ofevents) that are performed by anindividual, for example,Recruitment, selection, payroll,
induction etc.
Job responsibilities areobligations to perform certaintasks and duties.
JobAnalysis
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Definition
According to Edwin Flippo
Job analysis is the process of studying and collectinginformation relating to the operations and responsibilities of aspecific job.
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Nature of Job Analysis
1. Systematic way of gathering and analyzing
information about job.
2. Develop Jobs.
3. Identifies Job Factors and Duties.
4. Redesigns Job
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HRP
Recruitment
Selection
Placement
Training
CounsellingEmployee Safety
PerformanceAppraisal
Job design &Redesign
Job Evaluation
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Uses Of Job Analysis
Human resource planning: Job analysis helps inforecasting human resource requirements in terms ofknowledge and skills.
Recruitment: Job analysis is used to find out how and
when to hire people for future job openings.
Selection: Without a proper understanding of what is tobe done on a job, it is not possible to select the right person.
Placement:After selecting people, we have to placethem on jobs best suited to their interests, activities andaptitude.
Training: If there is no proper job analysis it will lead to
confusion and proper training cannot be initiated.
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Counseling: Managers will be in a position to counsel employees
about their careers when they understand the different jobs in anorganization.
Employee safety: A job analysis will indicate unsafeconditions associated with a job.
Performance appraisal: Only on a proper job analysisbeing made available will it be possible to assess or compare
individuals.
Job design and redesign: Once the jobs are understoodproperly, it is easy to locate weak spots and undertake remedial steps.
Job evaluation: Job analysis helps in finding the relative worthof a job, based on criteria such as degree of difficulty, type of work
done, skills and knowledge needed, etc.
Cont.
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Methods Of Collecting Job Analysis
Information
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INTERVIEW
Information sources
Individual employees
Groups of employees
Supervisors with knowledgeof the job
Interview formats
Structured (Checklist) Unstructured
Advantages
Quick, direct way to find
overlooked information
Disadvantages
Distorted information
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QUESTIONNAIRES
Information source Have employees fill out
questionnaires
Questionnaire formats Structured checklists
Opened-ended questions
Advantages Quick and efficient way to
gather information from
large numbers of employees
Disadvantages Expense and time consumed
in preparing and testing the
questionnaire
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Quantitative Job Analysis Techniques
The position analysis questionnaire (PAQ)
Questionnaire to collect quantifiable data concerning the duties
and responsibilities of various jobs.
The Department of Labor (DOL) procedure
Standardized method by which different jobs can be
quantitatively rated, classified, and compared.
Functional job analysis
The extent to which instructions, reasoning, judgment, and
mathematical and verbal ability are necessary for performing
job tasks.
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OBSERVATION
Information source Observing and noting the
physical activities of
employees as they go about
their jobs
Advantages Provides first-hand information
Reduces distortion of
information
Disadvantages Time consuming
Difficulty in capturing entirejob cycle
Of little use if job involves a
high level of mental activity
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PARTICIPANT DIARY
Information source Workers keep a
chronological diary/ log of
what they do and the time
spent in each activity
Advantages Produces a more complete
picture of the job
Employee participation
Disadvantages Distortion of information
Depends upon employees toaccurately recall their
activities
W iti J b D i ti
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Writing Job Descriptions
Job
Identification
Job
Summary
Responsibilities and
Duties
Authority of the
Incumbent
Standards of
Performance
Working Conditions
Job
Specifications
Sections of a Typical
Job Description
Th J b D i ti
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The Job Description
Job Identification
Job title
Preparation date
Job Summary
General nature of the job
Major functions/activities
Relationships
Reports to:
Supervises: Works with:
Outside the company:
Responsibilities & Duties
Major responsibilities and
duties (essential functions)
Decision-making authority
Direct supervision
Budgetary limitations
Standards of Performance
& Working Conditions
What it takes to do the job
successfully
OR / The Job Description
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OR / The Job Description
1. Job Identification Information
(Includes the job title, department & level)2. Position Supervisor
(Includes to whom the position reports)
3. Job Summary/ Scope of Job
(Provides a brief description of the scope of a job, explains
main duties of the position)
4. Responsibilities / Duties / Content
(list of duties , how these are performed & what standard of
performance is required. often start with "action verbs-for
example; "cook," "serve or "prepare)
5 Authority
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5. Authority
(Describes any limits to the employee's authority)
6. Job Specifications(Includes background, education, or skills a person should
bring to the job or mental, emotional or physical skills
associated with the position)
7. Job Setting Information
(Includes physical description of the primary locations of
the job, such as; kitchen or dining room)
8. Publication Information
(Who wrote the description, who is responsible for its
content & date it was approved or published)
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Job Identification Summary
Job Title
Job Code
Document Author,
Approvals, And Date
Job Location
Job Grade
Title Of
Supervisor
Pay Range