job evaluation

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.