a job evaluation report....evaluation process

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  • 1 | P a g e Chapter I INTRODUCTION 1.0 Introduction Job evaluation is a method for comparing different jobs to provide a basis for grading and pay structure. It is an assessment of the relative worth of various jobs on the basis of a consistent set of job and personal factors, such as qualifications and skills required and it aims at determining which jobs should get more pay than others. Several methods such as job ranking, job grading and factor comparison are used in job evaluation. Research indicates, however, that each method is nearly as accurate and reliable as the other in ranking and pricing different jobs. Job evaluation forms the basis for wage and salary negotiations. Job evaluation intends to evaluate the job, not the job holder, and to provide relatively objective means of assessing the demands of a job. It can be beneficial when the existing grading structure is in need of review and establishing or maintaining the credibility and acceptability of a grading system. Job evaluation also facilitates the accommodation of new or revised jobs into the grading structure and can be used by organizations as a basis for job matching and external pay comparisons. It is also a mechanism for establishing agreed differentials within organizations and is broken down into non- analytical and analytical schemes. Under analytical schemes of job evaluation is the point factor method used by most institutions around the world. Developed in 1921 as the first quantitative technique of evaluation, point factor is intended to put structure to a job or job classs value or relative pay worth, from a particular organization or employers point of view. Point factor systems therefore do not evaluate people, they evaluate positions. The point factor method was thus adopted by the job evaluation committee to assess/evaluate the job structure of Spurs Telecom Limited, a medium sized telecommunications company located in Kampala, Uganda; because in this method, the value of the job can easily be expressed in monetary terms. It is also easy to apply point factor method to a wide range of jobs and also to newly created jobs and hence the reason why it was preferred by the committee. 1.1 Background Spurs Telecom Limited is one of the world's leading providers of internet and multimedia solutions in Uganda, launched on 20th October 2000 located in Wandegeya, a suburb of Kampala. Spurs is
  • 2 | P a g e dedicated to providing high quality digitalized products and services and has since grown to become a leading telecommunications company in Uganda, providing excellent services and servicing in excess of 2million subscribers and still growing. 1.1.1 Mission and Vision The mission of Spurs Telecom is To create unequalled loyalty by providing customer service that results in Spurs Telecom becoming the natural choice for telecommunications solutions." Spurs vision is To delight our customers in every interaction, thereby creating lasting profitable relationships ". 1.1.2 Objectives The company practices formal organizational/personnel management practices; and in pursuit of their mission and vision, Spurs telecom is directed by a number of objectives. Spurs Telecommunications Company strives to; a) Be a successful company that is respected in the market place, by our customers, partners, employees and communities where we deliver services. b) Be the industry leader as the next generation telecommunications provider c) Have the highest client retention rate in the telecom industry. d) Create an environment where our employees will grow, learn and prosper and want to create a client-centric environment. 1.1.3 Goals The main goal of Spurs Telecom is to provide cost effective telecommunications services to every nook and corner of the country. 1.1.4 Values As part of its core values, Spurs Telecom believes in; a) Integrity b) Teamwork c) Professionalism d) Customer satisfaction e) Relationship f) And Innovation
  • 3 | P a g e 1.2 Formation of a job evaluation committee Spurs Telecom hired the services of an Evaluation Committee to assess the current job and salary structure of the company. The committee was constituted out of a class UMI discussion group and it composed of six (6) members as listed below; 1. Atama Perez 2. Yeko Barbra Kisa 3. Kirabo Esther 4. Mukebezi Prossy 5. Muhanguzi Caroline 6. Maiteki Moses It agreed to evaluate jobs from one of the job families of Spurs Telecoms organizational structure (See Appendix), and adopted the point factor method of job evaluation. 1.2.1 Benchmark Jobs The following jobs were selected for evaluation; a) General Manager, Sales and distribution b) Senior Sales and Marketing Manager c) Sales Supervisor d) Sales Representative 1.2.2 Time line The evaluation exercise will take 3 weeks, from 30th April 2014 to 21st May 2014 and duties will be assigned to the different committee members after which members will participate in preparing the job evaluation report.
  • 4 | P a g e Chapter II METHODOLOGY 2.0 Introduction This chapter discusses the methodology used by the evaluation committee in the job evaluation process after carrying out a job analysis, including reviewing the job description and person specifications of the selected jobs (see appendix). It is also in this chapter that compensable factors were discussed in relation to the sampled jobs from Spurs Telecoms organizational structure. 2.1 Compensable factors Point factors are also called compensable factors. A compensable factor is any particular skill, responsibility, effort or physical demand for which an employer is willing to pay an employee. These factors are typically attuned to an employers vision, mission and goals; and an employer/organization must first know what they want to pay for in the work they will ask their employees to perform, or what attributes they value most, so that they can set their compensation rates. The jobs below were seen to be in the same job family, however in the organizational structure, they are rated differently and hence the need to justify the difference amongst them. General Manager Sales and Distribution Senior Sales and Marketing Manager Sales Supervisor Sales Representative In analyzing the above jobs, questionnaires were employed as a method of analysis/evaluation (see appendix). The first step here was to get job descriptions and person specifications of the above jobs through advertisements and schedules of duties of various jobs and also from direct engagement with
  • 5 | P a g e employees and the employer, after which the committee would identify atleast four (4) compensable factors in relation to the above jobs. 2.3 Choice of compensable factors The committee having selected a job family that includes General Manager Sales and Distribution, Senior Sales and Marketing Manager, Sales Supervisor and Sales Representative, the following were identified as compensable factors; Decision Making This factor is measured in terms of the opportunity for independent action, the level of direction and supervision received, as well as the variety, type and frequency of decision making. It is concerned with working outside of established guidelines, working independently and coming up with creative solutions at a strategic and policy level. It is primarily subjective and the committee sought to explore the extent to which job holders work independently, without precedence, have to solve problems, make decisions and contribute to changes in policy and procedure. Level of contacts Here, the committee assessed the extent to which the job holder is required to have formal contact with others within and outside the department/organization. In assessing this factor, the committee took into consideration the type of contact, level of contact and reason for contact with persons within and outside the company. Unofficial contacts were excluded and the committee chose appropriate information that could affect the nature of the business. This might include, for example, dealing with people who are skeptical, uncooperative, unreceptive, or hostile; or, settling controversial issues or arriving at compromise solutions with people who have different viewpoints, goals, or objectives. Complexity of duties The three parts of this factor consider: The nature of the assignment; What the employee considers when deciding what must be done; and How difficult and original are the employee's actions or responses. Evaluators characterized the work in terms of the nature and variety of the tasks, methods, functions, projects, or programs carried out. Some employees have little or no choice about how to perform the
  • 6 | P a g e work. Others may have to develop, analyze, or evaluate information before the work can progress. The level of difficulty in carrying out the work varies depending on whether the facts or conditions are clear-cut and apply directly to the problem or issue; vary according to the nature of the subject matter, phase, or problem handled; or involve unusual circumstances and incomplete or conflicting data. In some situations the work is mastered easily, and the employee takes the obvious course of action. The level of difficulty and originality increases as the employee considers differences in courses of action and refines methods or develops new techniques, concepts, theories, or programs to solve problems. Education This factor identifies the minimum position requirements in terms of formal education which are required of the position in order for it to be performed satisfactorily. Knowledge may have been acquired through a formal diploma/degree program, t