Final Job Evaluation Presentation . 12.10

8/3/2019 Final Job Evaluation Presentation . 12.10

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JOB EVALUATION

is the process of determining and quantifying the value of jobs.

Significant aspects of the process include:1. Determining the innate value of jobs.2. Determining the relative value of jobs.3. The use of external market information.4. The use of objective measurments.5. Stakeholders participation and negotiation.


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1. Ranking involves creating a hierarchy of jobs.

2. The Classification method defines categories of jobs

and slots jobs into these classes.

3. Factor Comparison involves job to job comparisons onseveral specific factors.

4. The Point Method compares jobs on rating scales.


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1. Review the choices of Job Evaluation

methods, and select the most appropriate.

2. Gather information on each job within the

organization.


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3. Ensure that each job description lists pertinentaccountabilities and responsibilities; revise or expand

job descriptions using the information collected.

4. Evaluate each position utilizing the chosen methodandlink the ranked job to the organizations existingcompensation system or to a newly developed pay

structure.


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5. Create the appropiate pay grades and payranges in the pay structure and along with

policies and procedures setting out employeeprogress within the range.

6. Periodically review the job evaluation system

itself.


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Is a process to identify and determine in detailthe job duties and requirements and the relativeimportance of these duties for a given job.

Purpose: To provide the information necessary forpreparing job descriptions and evaluating jobs.


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Job Analysis can produce the following types of information:

1. Tools, materials and equipment used to perform jobtasks.

2. Methods or processes used to perform job tasks.

3. Specified duties related to a job.

4. Critical tasks and key result areas of the job.


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1. Observation

2. Interviews

3. Questionnaires


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Is a written summary of a job which identifies

the position and describes its tasks, major duties

and responsibilities and minimum qualificationsand abilities required to perform a job.


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1. Job Title, department / location, date of posting.2. Job Summary3. Reporting and supervisory relationships.4. Authority of incumbent in terms of responsibilities.5. Duties and responsibilities in order of priority or

importance.6. Mental and physical effort demanded by the job.7. Working conditions.8. Qualifications required to perform the job.


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1. Ranking simple method ; ranks jobs from

highest to lowest based on the overall value

of the job to the organization.


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ADVANTAGES

Simple

Easy to understand

Easy to communicate

results to employees

DISADVANTAGES

Difficult to administer as

the number of jobsincreases.

Relies too heavily on

guesstimates.


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2. Classification(Grade Method)

- is based on job descriptions intowhich jobs are categorized by class

descriptions.

- is popular with the service sector.


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ADVANTAGES

1. Simple, straightforward.

2. inexpensive, capacity to be

flexible.

DISADVANTAGES

1. Classification judgments

are subjective.

2. The classication structure

may have biases.


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3.Factor Comparison

- more complex.- Jobs are assessed using a set of

compensable factors.


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ADVANTAGES

The value of the job is

expressed in monetaryterms.

Can be applied to a widerange of jobs.

Customized job ranking.

DISADVANTAGES

The pay for each factor is

based on judgments that aresubjective.

The standard used for

determining the pay for each

factor may have build biases.


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4. Point Method(Point-Factor/ Value/

Evaluation)

- is a quantitative process.

- assigns points to each job, based on

compensable fctors.


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ADVANTAGES

Once the scales are

developed, they may be usedfor considerable period.

Point method plans facilitate

job pricing and the

development of paystructures.

DISADVANTAGES

Subjective perceptions.

Developing a point

method plan is complex


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- are the most important characteristics of

a given job.

- where pay rates are established.

- relative worth evaluated.


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1. Skill

Knowledge

Interpersonal Skills/ Contacts

Problem-Solving/ Judgment

2. Effort Mental Effort

Physical Effort

3. Responsibility

Personnel Policies and Practices

Information Resources

Financial Resoruces

Material Resources

4. Working Conditions

Environment


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Conducta JobAnalysis

Determine andDefine

CompensableFactorsand Sub-

Factors

Establishing theDegreesand

Scalingthe Factors& Sub-Factors


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Determine theWeight of

EveryCompensableFactor & Sub-

Factor

Applying andCheking forReliability

Communicatewith

Employees

DeterminingBase PayStructure


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The process of linking specific tasks to

specific jobs and deciding what techniques,

equipment, and procedures should be used toperform those tasks.


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Specifying the tasks that constitute a job forSpecifying the tasks that constitute a job foran individual or a group.an individual or a group.

1.1. Job specializationJob specialization2.2. Job expansionJob expansion

3.3. Psychological componentsPsychological components

4.4. SelfSelf--directed teamsdirected teams5.5. Motivation and incentive systemsMotivation and incentive systems


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The division of labor into unique tasksThe division of labor into unique tasks

First suggested by Adam Smith in 1776First suggested by Adam Smith in 1776

1.1. Development of dexterity and faster learningDevelopment of dexterity and faster learning

2.2. Less loss of timeLess loss of time

3.3. Development of specialized toolsDevelopment of specialized tools

Later Charles Babbage (1832) added another considerationLater Charles Babbage (1832) added another consideration

4.4. Wages exactly fit the required skillWages exactly fit the required skill


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Process of adding more variety to jobs

Intended to reduce boredom associated with

labor specialization Methods

Job enlargement

Job enrichment

Job rotation Employee empowerment


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ControlControl

PlanningPlanning

Enriched JobEnriched Job

Task #3Task #3Task #2Task #2

Enlarged JobEnlarged Job

Present JobPresent Job


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Present job

Manually insert and

solder six resistors

Task #3

Lock printed circuit into

fixture for next operation

Task #2

Adhere labels to

printed circuit board

Control

Test circuits after

assembly

Planning

Participate in a cross-

function quality-

improvement team

Enriched job

Enlarged job


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GeriatricsGeriatrics1995 Corel Corp.

PediatricsPediatrics

1995 Corel Corp.

MaternityMaternity

1995 Corel Corp.


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Employee empowerment is a term used

to express the ways in which non-managerial staff

can make autonomous decisions withoutconsulting a boss/manager.


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Employee Empowerment

ControlControlDecisionDecision--MakingMaking

PlanningPlanning


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Worker performance depends on

Motivation

Ability

Work environment

Motivation is the set of forces that compel behavior

Money may serve as a psychological & financialmotivator


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Motivationand Money

Taylors scientific management (1911) Workers are motivated mainly by money Suggested piece-rate system

Maslows theory (1943) People are motivated by hierarchy of needs, which includes money

Herzberg (1959) Money either dissatisfies or is neutral in its effect


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Bonuses: Cash & stock options

Profit sharing: Distribution of profits

Gain sharing: Reward for company performance (e.g., costreduction) Scanlon plan is most popular (cost reduction.)

Incentive systems Measured daywork: Pay based on standard time

Piece rate: Pay based on pieces done


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Book VI TERMINATION ON EMPLOYMENT


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LABOR CODE BOOK VI

ARTICLE 282. Termination byemployer.

An employer may terminate an employment for any of the following

causes:

(a) Serious misconduct or willful disobedience by the employee of the

lawful orders of his employer or representative in connection with hiswork;

(b) Gross and habitual neglect by the employee of his duties;


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LABOR CODE BOOK VI

(c) Fraud or willful breach by the employee of the trust reposed in him by his

employer or duly authorized representative;

(d) Commission of a crime or offense by the employee against the person of his

employer or any immediate member of his family or his duly authorized

representatives; and

(e) Other causes analogous to the foregoing.


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LABOR CODE BOOK VI

ARTICLE 283. Closure ofestablishment andreduction ofpersonnel.

- The employer may also terminate the employment of any employee due to

the installation of labor-saving devices, redundancy, retrenchment to

prevent losses or the closing or cessation of operation of the

establishment or undertaking unless the closing is for the purpose of

circumventing the provisions of this Title


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, by serving a written notice on the workers and the Ministry of Labor

and Employment at least one (1) month before the intended date

thereof. In case of termination due to the installation of labor-saving

devices or redundancy, the worker affected thereby shall be entitled

to a separation pay equivalent to at least his one (1) month pay orto at least one (1) month pay for every year of service, whichever is

higher.


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. In case of retrenchment to prevent losses and in cases of closures or

cessation of operations of establishment or undertaking not due to

serious business losses or financial reverses, the separation pay shall be

equivalent to one (1) month pay or at least one-half (1/2) month pay for

every year of service, whichever is higher. A fraction of at least six (6)months shall be considered one (1) whole year.


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ARTICLE 284. Disease as ground fortermination.

An employer may terminate the services of an employee whohas been found to be suffering from any disease and whose

continued employment is prohibited by law or is prejudicial to hishealth as well as to the health of his co-employees: Provided, Thathe is paid separation pay equivalent to at least one (1) monthsalary or to one-half (1/2) month salary for every year of service,whichever is greater, a fraction of at least six (6) months beingconsidered as one (1) whole year.


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ARTICLE 285. Termination byemployee.

(a) An employee may terminate without just cause the employee-

employer relationship by serving a written notice on the employer at leastone (1) month in advance. The employer upon whom no such notice was

served may hold the employee liable for damages.


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(b) An employee may put an end to the relationship without serving any

notice on the employer for any of the following just causes:

1. Serious insult by the employer or his representative on the honor and

person of the employee;

2.I

nhuman and unbearable treatment accorded the employee by theemployer or his representative;

3. Commission of a crime or offense by the employer or his representative

against the person of the employee or any of the immediate members of

his family; and

4. Other causes analogous to any of the foregoing.


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Documents

Final Job Evaluation Presentation . 12.10