Job Evaluation & Compensation System
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Job evaluation is a process that serves the needs of the compensation system in a company by determining the relative value of one job in relation to another. The basic purpose of job evaluation is to eliminate pay inequities which may exist because of illogical pay structures, such as might develop over time if care is not taken in how compensation is determined. Job evaluation programs are generally administered by the human resource department and is usually conducted by committee. The jobs people have are major determinants of the amount of financial compensation they will receive, and organizations pay for the value attached to certain duties, responsibilities, and other job-related factors, such as working conditions. The relative worth of jobs is usually determined through a combination of job analysis, job descriptions, and job evaluation. Job analysis and job description determine and express the content of a given job, while job evaluation makes use of this data to compare jobs and set compensation.Job evaluation is used to accomplish the following tasks: * Identify the job structure of the organization. * Bring order and equity to the relationship among jobs. * Develop a hierarchy of job value to create a pay structure. * Achieve a consensus among managers and employees concerning jobs and pay within the company (Mondy & Noe, 1993, 453). Job evaluation should be conducted as a systematic analysis of jobs to determine relati
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1992, 294-295).
METHODS OF JOB EVALUATION
Among the decisions to be made is whether a single or a multiple plan will be instituted, whether one or multiple job evaluation plans should be used to evaluate the jobs in an organization. Job evaluation plans usually vary depending on the job family, such as clerical or professional, and this approach is based on the assumption that the work content of various job families is too diverse to be caught in one plan. Supporters of multiple plans claim that such an approach is necessary to capture the unique and different job characteristics of job families. Proponents of comparable worth or of pay equity favor a single pay plan because they assume that there are universal compensable factors relating to all jobs. Only when jobs are evaluated on the same criteria can the relative value of all jobs de ascertained. Separate plans make it easier to discriminate against specific classes of jobs, such as clerical versus skilled. Universal factors must be used to prevent this (Schuler, 1992, 295).
Job evaluation methods differ on several points. Some are used to evaluate the whole job, while others can only evaluate jobs using compensable factors. The approaches also vary in terms of th
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Some common words found in the essay are:
JOB EVALUATION, Mondy Noe, Policy Research, Elbert Hatfield, CRITERIA EVALUATION, Hartmann Aaronson, Comparable Worth, INTRODUCTION Job, job evaluation, CONCLUSION Job, West Publishing, pay equity, compensable factors, human resource, hartmann aaronson, female-dominated jobs, job analysis, schuler 1992, noe 1993, jobs organization, job evaluation committee, compensation job evaluation, elbert hatfield 1995, mondy noe 1993, carrell elbert hatfield,
Approximate Word count = 2957
Approximate Pages = 12 (250 words per page)
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