2. HRM Job Evaluation.ppt

8/11/2019 2. HRM Job Evaluation.ppt

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MC

PGDM, UWSB-A, BATCH 2013-15, SEM-II

Course: Human Resource Management


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Job: group of positions that are identical with respect to their major or

significant tasks and sufficiently alike to justify their being covered by a

single analysis.

Task: discrete unit of activity and represents a composite of methods,

procedures, and techniques.

Job Description: written narrative describing the activities performed

on a job. Usually includes info on equip used and working conditions.

Job Specification: outlines specific skills, knowledge, abilities, and

other physical n personal characteristics necessary to perform the job.

Job Analysis: process of identification and determination of particular

job duties, requirements and responsibilities.

Duty: contains several distinct tasks that are performed by an individual


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Job evaluation is a process of determining the relative

worth of various jobs within the organization, so that

differential wages my be paid to jobs of different

worth.

- Wendell French


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Ranking Method

Job Classification

Point Method

Factor Comparison Method


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Ranking is based on value to the organization.

Jobs are compared with one another and rank determined

Job not broken down into elements or factors

When number of jobs large, paired comparison may be used Method simple to use, requires little time and minimal effort

Criteria for ranking not made explicit; possibility of bias;

ranking by different evaluators not comparable;distance between ranks not necessarily equal;

may invite perception of inequity


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Also known as Job Grading

Agreed number of grades are determined (usually 4 to 8) based ontasks performed, skills, competencies, experience, initiative and

responsibility.

Clear distinction made between grades; detailed grade definitions

produced.

Benchmark jobs evaluated to validate definitions.

Other jobs are then slotted on the basis of grade definitions.

Merits: Quick slotting; standards are explicit.

Demerits: Many jobs dont fit neatly into grade definitions; definitions

not quantified, may be vague; difference between classification

levels not equal; same schedule cant be used for all types of jobs


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Select job factors common to all jobs

Usually five factors are used:mental requirement, skill requirement, physical requirement,

responsibility and working conditions.

Jobs are considered one by one to understand

how much of current wage is paid for each factor.Key jobs arranged in order of their value for each factor.

Total of factor values for each job represents its rate

This method express value in monetary terms; can be applied

to a wide range of jobs and those newly created.However factor apportionment is subjective;

using monetary value may induce bias;

evaluation has to change when wage rates change.


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Factors I

egree

II

egree

III

egree

IV

egree

V

egree

Skill

1. Education 14 28 42 56 70

2. Experience 22 44 66 88 110

3. Initiative and ingenuity 14 28 42 56 70

Effort

4. Physical demand 10 20 30 40 50

5. Mental and/or visual 5 10 15 20 25

Responsibility

6. Equipment or process 5 10 15 20 25

7. Materials or product 5 10 15 20 258. Safety of others 5 10 15 20 25

9. Resp for work of others 5 10 15 20 25

Job conditions

10. Working conditions 10 20 30 40 50

11. Hazards 5 10 15 20 25


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(Proprietary instrument of the Hay Group)

Hay Job Evaluation Factors

Accountability

Every job exists to add value by delivering some set of results.

Accountability measures types and level of value job can add.

Know How

To achieve accountability, job requires know how. It is sum total of

every capability or skill required for fully competent job performance

Problem Solving

We think with what we know . Value of know how is in application to

achieve results. Problem solving refers to use of know how to

identify, delineate and resolve problems


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Accountability

Freedom to Act: degree of empowerment and guidance provided

Impact : jobs influence on business (end) result

Scope: business measures the job is designed to impact (magnitude)

Magnitude indicated by dollar size

Know HowTechnical/Specialized Skills : dept and breadth of K needed

Managerial Skills: functions such as planning, organizing etc

Human Relations Skills: for successful interaction inside and outside

Problem Solving

Thinking environment: degree to which problems/solutions are defined

Thinking Challenge: difficulty in identifying solutions that add value


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Evaluate jobs, not job holders.

Keep job elements easy to understand because jobevaluation is not truly a scientific process

Define clearly the elements to be evaluated. Use common

criteria to assess job content. Create buy-in by educating employees including managers.

Encourage employees and managers to participate in rating

of jobs.

Discus with managers and employees the ratings, not the

money values assigned to the points.

Avoid creating too many levels.


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It is highly subjective, based on judgmental estimates.

Does not take into account cyclical effect of market value

of occupations.

Does not factor in statutory requirements such as that

of minimum wages.

Documents

2. HRM Job Evaluation.ppt