Job evaluation is the process of systematically determining the relative worth of jobs to create a job structure for the organization The evaluation is based on a combination of: Job content Skills required Value to the organization
Organizational culture External market
Content and value A structure based on content orders jobs on the basis of the skills, duties, and responsibilities associated with the jobs A structure based on job value orders jobs on the basis of the relative contribution of the skills, duties, and responsibilities of each job to the organization’s goals
Linking content with the external market Aspects of job content take on value based on their relationship to market wages Aspect not related to the external labor market may be excluded in the job evaluation
“Measure for measure” versus “Much ado about nothing” Job evaluation may be judged according to technical standards If participants agree that skills, effort, responsibilities, and working conditions are important, then work is evaluated based on these factors
To be sure that all relevant aspects of work are included in the evaluation, an organization may start with a sample of benchmark jobs Contents are well-known and relatively stable over time Job is not unique to one employer A reasonable proportion of the work force is employed in this job
Orders job descriptions from highest to lowest based on a global definition of relative value or contribution to the organization’s success Alternation ranking orders job descriptions alternately at each extreme Paired comparison method uses a matrix to compare all possible pairs of jobs
Disadvantages: Ranking criteria are usually poorly defined Evaluators must be knowledgeable about every job under study
A series of classes covers the range of jobs A job description is compared to the class descriptions to decide which class is the best fit
Greater specificity of the class definition improves the reliability of evaluation Limits the variety of jobs that can easily be classified Jobs within each class are considered to be equal work and will be paid equally
Common characteristics: Compensable factors Factor degrees numerically scaled Weights reflect relative importance of each factor
Conduct job analysis Determine compensable factors Scale the factors Weight the factors according to importance Communicate the plan, train users; prepare manual Apply to nonbenchmark jobs
A representative sample of jobs (benchmark jobs) is drawn for analysis Content of these jobs is basis for: Defining compensable factors Scaling compensable factors Weighting compensable factors
Compensable factors are those characteristics in the work that the organization values, that help it pursue its strategy and achieve its objectives
Based on strategy and values of organization Reinforce the organization’s culture, values, business direction, and nature of work May be eliminated if they no longer support the business strategy
Based on the work itself Documentation must support the choice of factors Acceptable to the stakeholders
Adapting factors from existing plans Skills and effort required, responsibility, and working conditions National Electrical Manufacturers Association (NEMA), National Metal Trades Association (NMTA), Equal Pay Act (1963), and Steel plan The Hay Guide Chart-Profile Method
How many factors? “Illusion of validity” - Belief that factors capture divergent aspects of a job and both are important “Small numbers” - If even one job has a certain characteristic, it is used in the entire work domain
Scales reflecting different degrees within each factor are constructed Most scales consist of four to eight degrees Also include undefined degrees such as plus and minus around a scale number Major issue: Interval scaling
Criteria for scaling factors: Ensure number of degrees is necessary to distinguish among jobs Use understandable terminology Anchor degree definitions with benchmark-job titles and/or work behaviors Make it apparent how degree applies to job
Different weights reflect differences in importance attached to each factor by the employer Determination of factor weights Advisory committee allocates 100 percent of the value among factors
Select criterion pay structure Committee members recommend the criterion pay structure Statistical modeling techniques are used to determine the weight for each factor Statistical approach is termed policy capturing to differentiate it from the committee a priori judgment approach Weights also influence pay structure
A manual is developed Describes job evaluation method Defines compensable factors Provides information to distinguish varying degrees of each factor Users require training and background information on the plan Appeals process may be included Communication is required to build employee acceptance
Final step involves applying plan to remaining jobs Plan becomes a tool for managers and HR specialists Trained evaluators will evaluate new jobs or reevaluate jobs whose work content has changed
Online job evaluation is widely used in larger organizations Becomes part of a Total Compensation Service Center for managers and HR generalists to use
Managers and employees with a stake in the results Committees, task forces, or teams that include representatives from key operating functions, including nonmanagerial employees Including union representatives helps gain acceptance
Compensation professionals are primarily responsible for most job evaluations for most jobs Design process matters Attending to the fairness of the design process and approach chosen is likely to achieve employee and management commitment, trust, and acceptance of results
Compensation professionals are primarily responsible for most job evaluations for most jobs Appeals/review procedures Inevitable that some jobs are incorrectly evaluated Requires review procedures for handling such cases and helping to ensure procedural fairness