6. Ranking Method:
Simplest form
jobs are arranged from highest to lowest in order of their
value or merit to the organization.
Each Job has a whole is compared with other and this
comparison of job goes on until all the job have been
evaluated and ranked
8. Classification Method:-
also known as grading method
The grades or classes are created by some common
dominator
job grades are determined on the basis of information
derived from job analysis such as skills, knowledge and
responsibilities.
9. Following is a brief description of classification in
office
Class I- Executive: office manager, Deputy Office
manager, office superintendent, Departmental
supervisor, etc.
Class II- Skilled Worker: purchasing assistant,
cashier,Receipt clerk, etc.
Class III- Semiskilled workers; Stenotypists,Machine-
operators, Switchboard operators
ClassIV- Unskilled workers: Peons, messengers,
House keeping staff, office boys, etc.
10. Point Method:-
This method is widely used and is considered as
most reliable and systematic approach for job
evaluation in mid and large size organizations.
Here, jobs are expressed in terms of key factors.The
points are summed up to determine the wage rate
for the job. Jobs with similar point totals are placed
in similar pay grades.
11.
12. Six Steps in design of a point plan
1.Conduct Job Analysis
2.Determine compensable Factors
3. Scale the factor
4. Weight the importance according to importance
5.Communicate the plan and train users, prepare mentally
6. Apply to non benchmark jobs
13. Scale the factor:
Once the factor are determined, scale reflecting the
different degrees within each factor are constructed.
Each degree may also be anchored by the typical
skills, tasks, and behaviors taken from the benchmark
jobs that illustrate each factor degree.
14. The following criteria for scaling factors have been
suggested:
1. Ensure that the number of degree is necessary to
distinguish among jobs,
2. Use understandable terminology,
3. Anchor degree definitions with benchmark-job titles and
behaviors
4. Make it apparent how the degree applies to the job
This factors measures the knowledge or equivalent training
required to perform the position duties.
15. Weight the factor according to importance:
The next step is to decide how much weigh (or how many
total points) to assign to each factor. This is important
because for each cluster of jobs some factors are bound
to be more important than others.
The process of determining the relative values or weights
that should be assigned to each of the factors is generally
done by the evaluation committee.
The committee members carefully study factor and
degree definitions and then determine the relative value
of the factors for the cluster of jobs under consideration.
16. Communicate the plan and train users:
Once the job evaluation plan is designed, a manual is
prepared so that other people can apply the plan. The
manual describe the method, defines the compensable
factors, and provide enough information to permit users
to distinguish varying degree of each factor.
The job evaluation analyst begins by identifying
compensable factors which are common across the jobs
being evaluated. These are grouped in categories such
as skill, responsibilities, effort and working conditions,
each with several subfactors. For example, the “skill”
category might be divided into experience, education and
ability.
17. Apply to Nonbenchmark jobs:
In the final step is to apply the plan to the remaining jobs.
This can be done by people who were not necessarily
involved in the design process but have been given
adequate training in applying the plan.
Once the plan is developed and accepted, it becomes a
tool for manager and HR specialists.
