Professional Documents
Culture Documents
BOOKS
Chapter
14
JOB EVALUATION
14-2
ANNOTATED OUTLINE
INTRODUCTION
The purpose of job evaluation is to find the relative worth of a job and
determine what a fair wage for such a job should be. Job evaluation, it should
be noted, begins with job analysis (a systematic way of gathering information
about a job) and ends at that point where the worth of a job is ascertained
for achieving pay equity between jobs. Job evaluation is different from
performance appraisal too. Performance appraisal is the systematic
description of an employee's job related strengths and weaknesses.
Job Evaluation
14-3
Job Evaluation
14-4
Job Evaluation
14-5
Job Evaluation
14-6
E l e c t r ic ia n 60 11 (3 ) 1 4 (1 ) 1 5 (1 ) 1 2 (1 ) 8 (2 )
F itt e r 50 1 4 (1 ) 1 0 (2 ) 9 (2 ) 8 (2 ) 9 (1 )
W e ld e r 40 1 2 (2 ) 7 (3 ) 8 (3 ) 7 (3 ) 6 (3 )
C le a n e r 30 9 (4 ) 6 (4 ) 4 (5 ) 6 (4 ) 5 (4 )
L a b o u re r 25 8 (5 ) 4 (5 ) 6 (4 ) 3 (5 ) 4 (5 )
Job Evaluation
14-8
P o i n t v a lu e s f o r D e g r e e s T o ta l
F a c to r 1 2 3 4 5
S k i ll 10 20 30 40 50 150
P h y s ic a l e ffo r t 8 16 24 32 40 120
M e n ta l e ffo rt 5 10 15 20 25 75
R e s p o n s ib ili t y 7 14 21 28 35 105
W o r k in g c o n d it io n s 6 12 18 24 30 90
M a x im u m t o t a l p o in t s o f a ll f a c t o r s d e p e n d i n g o n t h e i r im p o r t a n c e t o jo b = 540
( B a n k O ffic e r)
Job Evaluation
14-10
5 0 0 -6 0 0 3 0 0 -4 0 0 1 O ff ic e r
6 0 0 -7 0 0 4 0 0 -5 0 0 2 A c c o u n ta n t
7 0 0 -8 0 0 5 0 0 -6 0 0 3 M a n a g e r I S c a le
8 0 0 -9 0 0 6 0 0 -7 0 0 4 M a n a g e r II S c a le
9 0 0 -1 0 0 0 7 0 0 -8 0 0 5 M a n a g e r I I I S c a le
Job Evaluation
14-11
R a n k in g W h o le jo b J o b s a r e s u b je c t i v e ly N o n - q u a n t it a t iv e R e l a t i v e ly q u i c k E n t ir e ly s u b je c tiv e
( c o m p e n s a b le o r d e r e d a c c o r d in g a n d in e x p e n s i v e
fa c to rs a re t o r e la t iv e w o r t h
im p lic it)
C la s s i f i c a t i o n W h o l e jo b C o m p a r e jo b to N o n - q u a n tita tiv e R e a d i l y a v a il a b le C u m b e rs o m e
d e s c r ip t i o n s o f jo b a n d in e x p e n s i v e s y s te m
g ra d e s
F a c to r C o m p e n s a b le C o m p a r e jo b to k e y Q u a n t i t a t iv e E a s y to u s e H a rd to c o n s tr u c t;
c o m p a r is o n fa c to rs o f jo b jo b s o n s c a l e s o f in a c c u r a te o v e r tim e
c o m p e n s a b le f a c t o r s
P o in t m e t h o d C o m p e n s a b le C o m p a r e jo b t o Q u a n t i t a t iv e A c c u r a te a n d M a y b e c o s t ly
fa c to r s o f jo b s ta n d a r d is e d s t a b le o v e r t i m e
d e s c r ip t io n s o f
d e g re e s o f u n iv e rs a l
c o m p e n s a b le f a c t o r s
a n d s u b fa c to rs
Job Evaluation