Benchmarking on Job Evaluation

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Table of Contents

Introduction
Recommended job evaluation system
References

Introduction

Job evaluation and its analysis is a process that entails the creation of structures that establish the worth of every job in an organization. It is based on job itself, the required skills, the specific duties, as well as the working conditions. Job evaluation aims at providing a fair, systematic and consistent mode of measuring the value of jobs in an organization (Otis & Leukart, 2004).

Job titles can be misleading; in big enterprises, it might be difficult to remember various job titles existing, which calls for a detailed job description that will form a basis for the job evaluation. This paper will look at job evaluation in general, and identify various job evaluation plans that have been used by organizations.

Point factor evaluation system

The first thing that has to be taken into consideration is the identification of factors that can be compensated, and that are shared by the group being evaluated. In this system of evaluation, jobs are not evaluated at once, but instead they are broken down into various factors and sub factors.

Their values are then measured separately, and those that have been grouped into factors are put together. The result of summing up individual values becomes the jobs value. The factors that are used in this evaluation process are responsibility, education and working conditions. The skill factor is further subdivided into sub factors that include complexity, knowledge and communication. Effort is further subdivided into physical and mental sub factors. Responsibility is further sub divided into decisions and resources (Kaufman, 2006).

The point factor evaluation system starts as a point of information statement that acts as the main document to be used for the job evaluation. It is also used for other practices in the human resource sector, such as compensation, recruitment, performance appraisal and restructuring. This evaluation technique is unbiased, hence, more effective as compared to others (Heartfied, 2010).

Ranking

Ranking is another job evaluation process which is very easy and fast. It is also not expensive and quite efficient for small organizations that have few classifications of jobs. Jobs are placed in hierarchy from the top to the lowest ones. Its main advantage consists in the fact that it is simple, and it is easy to communicate the obtained results to employees (Heartfied, 2010).

Classification

In this process of evaluation, the various job groupings are described, after which a detailed report of the jobs within each grouping illustrates the various jobs characteristics. The various groupings are further grouped, based on the similarity between tasks. This system is mostly utilized by organizations that have limited resources. This evaluation method is simple and allows new jobs as well as those whose roles have changed to be included into the system.

Aim of job evaluation

There are various reasons why organizations carry out job evaluations. One of them is a change in an organization, which in turn requires new job places. This can also be carried out in case of reported dissatisfaction among employees on how the various jobs are graded. Such issues as those related to pay, may arise and compel an organization to carry out job evaluations.

Benefits of job evaluation

Job evaluation enables an organization to determine the duties and responsibilities of each employee. It also helps in the determination of training methods required for particular jobs, as well as making improvements in job designs. Job evaluation is a tool that is powerful when it comes to the compensation of employees (Milkovich, 2010).

In case employees feel that the job evaluation criteria that an organization uses are unfair, they are entitled to make appeals against the decisions. An effective job evaluation provides an organization with the information that can be used in the development of job descriptions, which meet the needs of the organization (Kaufman, 2006).

From the research that has been conducted, it must be stressed out that different organizations apply different job evaluation techniques, depending on a number of factors within the organization. Such factors are size and the available resources set aside to carry out the evaluation process.

Recommended job evaluation system

From the reviews made and from the information gathered from my peers, I would recommend the use of a point factor system of evaluation for the organization. Although it has been used for a long time, it is more efficient as compared to modern systems. I propose this system to Tech Plaza, since it is a relatively large organization with various job positions and responsibilities. The organizations need a job evaluation system that will cover all these positions.

The point factor system is, therefore, appropriate since it will classify the jobs into factors. It is appropriate because it will ensure that the evaluation process is conducted thoroughly. It is also efficient as it is not biased since the person, carrying out the evaluation process assigns the total points that can be awarded even before the compensable factors get into the equation. The system is also easy to apply, hence, it is the most appropriate system to choose.

References

Heartfied, S. (2010). Conduct a job evaluation. Web.

Kaufman, L. (2006). Job evaluation systems: concepts and issues. Kingston, Ont.: Industrial Relations Centre, Queens University at Kingston.

Milkovich, T. (2010). Compensation. Georgia: South University.

Otis, J. & Leukart, R. (2004). Job evaluation, a basis for sound wage administration. New York: Prentice-Hall.

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