Job evaluation is a crucial point in human resources management. The aim of human resources management is linking employees with their work results which should met in order for an organization to fulfill its tasks. Thus, job evaluation occurs as an irreplaceable factor that enables management through learning the necessary values. Enhancing the efficiency of a company depends on various endogenous and exogenous factors. Job evaluation may be the aspect that tips the scales in your competition’s favors. The evaluation itself is an analysis and assessment of requirements aiming at valuation of job quality. The results of job evaluation are used in human resources management, particularly in creating remuneration systems, i.e. decision making process concerning the differences between payments for different jobs. The aim is to work out a new method measuring quality features of jobs in a simple, transparent, universal and timeless way. The method itself is a development of the concepts and remarks of authors specializing in the field of job evaluation, as well as of practical experiences and implementation of modern knowledge coming from cognitive psychology, behavioral patterns in organizations and applied mathematics, including multi-criteria decision support. The additional cause for reexamining the issues was the fact that the most popular job evaluation methods (analytical point ranking) did not change much since the beginning of the 20th century, when they were established. As a compensation and benefits specialist, you are responsible for developing a fair compensation plan. Job evaluation is a tool used to evaluate the worth of each job in your organization and in today's labor market. A successful job evaluation system can help you make your organization's pay system equitable, understandable, legally defensible, approachable, and externally competitive. You can use job evaluations to: * Clarify job descriptions so that employees understand the expectations of their roles and the relationship of their roles to other jobs within the organization. * Attract desirable job candidates.
* Retain high-potential employees.
Factors in job evaluation:
* Training level or qualifications requirements
* Knowledge and skills requirements
* Complexity of tasks
* Interaction with various levels of the organization
* Problem-solving and independent judgment
* Accountability and responsibility
* Decision-making authority
* Degree of supervision required
* Cross-training requirements
* Working conditions
* Degree of difficulty in filling job
Job and work evaluation schemes to help private sector human resource professionals in the USA decide on whether they should continue to use these schemes for determining remuneration. Sets out the job and work evaluation methods used (ranking, market pricing, banding, classification, single-factor plans, factor comparison, point-factor system and competences) and lists their advantages and disadvantages. Reports the analysis of the literature review, identifying the perspective taken by the main authors (traditionalist, contingency theory, etc.), and drawing out the themes that emerge from the review. Develops a Work Evaluation Framework, which sets out the work evaluation process and the factors that influence whether a particular approach to evaluation will be effective. * LITERATURE REVIEW
Review of recent literature on job evaluation consultations with private sector organizations showed that organizations are moving away from using job descriptions in evaluating jobs. One emerging approach is the use of a structured questionnaire as input to a computerized job evaluation system. Many organizations that had set objectives of simplifying job evaluation and reducing operating costs had developed such questionnaires. It is clear from both the literature and the results of consultations that developing a...