JOB EVALUATION TECHNIQUES
Jobs are evaluated on the basis of various techniques. These techniques are grouped into two classes, namely, quantitative and non-quantitative techniques. Non-quantitative techniques include ranking (simple ranking and parried comparison ranking) and job classification and grading method. Quantitative techniques include points rating and factor comparison method.
Conventionally, non-quantitative simple and crude techniques are developed. They are ranking and job classification methods.
(a) Simple Ranking: This is the simplest and administratively the easiest technique. The evaluator compares one job with other jobs based on duties, responsibilities and demands made by the jobs on the job incumbent and the degree of importance of the job to the organization and ranks all the jobs from the most important to the least important. The evaluator has to appraise and rank the jobs but not the incumbents.
(b) Ranking the Key Jobs: Ranking all the jobs at a stretch under simple ranking method is difficult. The evaluator, in order to minimize this problem has to identify the key or representative jobs at the first stage, rank the key jobs at the second stage, identify and rank all other jobs at the third stage.
(c) Parried Comparison: Another problem of ranking method is that each job cannot be compared with all other jobs for the purposes of ranking. The method of parried comparison can be adopted to minimize this problem. Under this parried comparison ranking method the evaluator ranks each job in turn against all other jobs to be appraised, so that a series of parried rankings is produced. This method is more comprehensive, logical and reliable compared to the simple ranking method.
(d) Single Factor Ranking Method: Another problem in ranking method is difficulty of operation of the method is ranking has to be done on the basis of number of factors. In view of this, Goldenberg has suggested a single factor ranking scheme. The single factor considered is the discretionary contents present in each job related to other jobs. The single most important task to be performed in a job is identified and compared within the single most important task to be performed in other jobs. Thus, pure ranking does not cover these refinements.
The jobs are to be priced after they are ranked. In other words money value should be assigned to each job. Key jobs with Known monetary values will be used as the basis to determine the money value of other jobs. Generally there is agreement about the rates of key jobs.
Advantages of this method include:
(a) This method is the simplest, quickest and least costly from the view point of time and money.
(b) This method is most appropriate in small organization.
(c) It is also appropriate for ranking the top managerial personnel in large organizations, and
(d) It is useful as a first and basic step of job evaluation.
Despite the above-mentioned advantages, this method suffers from the following disadvantages:
(a) This method provides no yardstick for measuring the relative worth of one job against other.
(b) Job requirements, job specifications and employee specifications are not considered in evaluation.
(c) It does not indicate the extent or degree to which one job is worthy than the other
(d) It is not a comprehensive and systematic technique.