job evaluation

(noun)

Job evaluation is a systematic way of determining the value or worth of a job in relation to other jobs in an organisation. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure.

Related Terms

  • job analysis
  • internal equity

Examples of job evaluation in the following topics:

  • Internal equity

    • Compensation specialists use two tools to help make these decisions: job analysis and job evaluation.
    • Job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
    • Job evaluation is the process of systematically determining the relative worth of jobs based on a judgment of each job's value to the organization.
    • The most commonly used method of job evaluation in the United States and Europe is the "point method".
    • The result of the job analysis and job evaluation processes will be a pay structure or queue, in which jobs are ordered by their value to the organization.
  • Combining internal and external equity

    • The first is pay structure, the output from the job evaluation.
    • In other words, the straight line generated by the regression analysis will be the line that best combines the internal value of a job (from job evaluation points) and the external value of a job (from the market survey).
    • How do companies decide the pay associated with each job?
    • First, they analyze the content of each job.
    • Third, they price each job in the market.
  • Pay

    • Compensation specialists use two tools to help make these decisions: job analysis and job evaluation.
    • A job analysis is a systematic method to discover and describe the differences and similarities among jobs.
    • A job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
    • The most commonly used method of job evaluation in the United States and Europe is the "point method."
    • The result of the job analysis and job evaluation processes will be a pay structure or queue in which jobs are ordered by their value to the organization.
  • Performance Assessment

    • A performance appraisal is done to assess an employee's job performance and productivity on certain preestablished criteria and objectives.
    • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity, in relation to certain preestablished criteria and organizational objectives.
    • A private conference is often scheduled to discuss the evaluation.
    • The process of an evaluation may include one or more of these things:
    • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain preestablished criteria and organizational objectives.
  • The Mission of Human Resource Management

    • The process is meant to evaluate the candidate and also evaluate how the candidate will fit into the organization.
    • Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
    • Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
    • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives.
    • Judgmental evaluations are the most commonly used with a large variety of evaluation methods.
  • Training

    • These activities are often focused upon, and evaluated against, the job that an individual currently holds.
    • On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use once they are fully trained.
    • On-the-job training has a general reputation as being most effective for vocational work.
    • Off-the-job training has the advantage in that it allows people to get away from work and concentrate more thoroughly on the training itself.
    • A more recent development in job training is the On the Job Training Plan or OJT Plan.
  • Cross-Training and Job Sharing

    • Cross training involves workers being trained in tangent job functions, while job sharing involves two people working together on the same job.
    • Mary and Susan job share.
    • Illuminates inefficient methods, outdated techniques, and bureaucratic drift, which allows staff to re-evaluate the work methods
    • Job sharing is an employment arrangement where typically two people are retained on a part time or reduced time basis to perform a job normally fulfilled by one person working full time.
    • Employees who job share frequently attribute their decision to quality of life issues.
  • Review Techniques

    • The four methods of collecting performance review data: objective production, personnel, judgmental evaluation, and peer or self evaluation.
    • However rates vary widely when compared over different periods of time or different job sectors.
    • Other variables related to turnover are the conditions in the external job market, the availability of other job opportunities, and the length of employee tenure.
    • Beginning on the first day of work, providing individuals with the necessary skills to perform their job is important.
    • In addition, by paying above-market wages, the worker's motivation to leave the job and look for a job elsewhere will be reduced.
  • Selecting the right People

    • Situational-based questions evaluate the applicant's judgment, ability, and knowledge (Latham & Saari, 1984).
    • Before administering this type of interview, it is a good idea for the hiring manager to consider possible responses and develop a scoring key for evaluation purposes.
    • Employers may choose to use just one or a combination of the screening methods to predict future job performance.
    • This provides a benchmark for future performance as well as a means of evaluating the success of a particular method.
    • Research shows that the "degree of cultural fit and value congruence between job applicants and their organizations significantly predicts both subsequent turnover and job performance" (Pfeffer & Viega, Putting People First for Organizational Success, 1998).
  • The Argument for Barriers

    • It is asserted that trade has created jobs for foreign workers at the expense of American workers.
    • It is more accurate to say that trade both creates and destroys jobs in the economy in line with market forces.
    • Economy-wide trade creates jobs in industries that have comparative advantage and destroys jobs in industries that have a comparative disadvantage.
    • In the process, the economy's composition of employment changes; but, according to economic theory, there is no net loss of jobs due to trade.
    • Minimizing the economic welfare loss from such export controls hinges on a well- focused identification and regular re-evaluation of the subset of goods with significant national security potential that should be subject to control.
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