Final Job Evaluation Presentation . 12.10
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Transcript of Final Job Evaluation Presentation . 12.10
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JOB EVALUATION
is the process of determining and quantifying the value of jobs.
Significant aspects of the process include:1. Determining the innate value of jobs.2. Determining the relative value of jobs.3. The use of external market information.4. The use of objective measurments.5. Stakeholders participation and negotiation.
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1. Ranking involves creating a hierarchy of jobs.
2. The Classification method defines categories of jobs
and slots jobs into these classes.
3. Factor Comparison involves job to job comparisons onseveral specific factors.
4. The Point Method compares jobs on rating scales.
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1. Review the choices of Job Evaluation
methods, and select the most appropriate.
2. Gather information on each job within the
organization.
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3. Ensure that each job description lists pertinentaccountabilities and responsibilities; revise or expand
job descriptions using the information collected.
4. Evaluate each position utilizing the chosen methodandlink the ranked job to the organizations existingcompensation system or to a newly developed pay
structure.
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5. Create the appropiate pay grades and payranges in the pay structure and along with
policies and procedures setting out employeeprogress within the range.
6. Periodically review the job evaluation system
itself.
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Is a process to identify and determine in detailthe job duties and requirements and the relativeimportance of these duties for a given job.
Purpose: To provide the information necessary forpreparing job descriptions and evaluating jobs.
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Job Analysis can produce the following types of information:
1. Tools, materials and equipment used to perform jobtasks.
2. Methods or processes used to perform job tasks.
3. Specified duties related to a job.
4. Critical tasks and key result areas of the job.
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1. Observation
2. Interviews
3. Questionnaires
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Is a written summary of a job which identifies
the position and describes its tasks, major duties
and responsibilities and minimum qualificationsand abilities required to perform a job.
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1. Job Title, department / location, date of posting.2. Job Summary3. Reporting and supervisory relationships.4. Authority of incumbent in terms of responsibilities.5. Duties and responsibilities in order of priority or
importance.6. Mental and physical effort demanded by the job.7. Working conditions.8. Qualifications required to perform the job.
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1. Ranking simple method ; ranks jobs from
highest to lowest based on the overall value
of the job to the organization.
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ADVANTAGES
Simple
Easy to understand
Easy to communicate
results to employees
DISADVANTAGES
Difficult to administer as
the number of jobsincreases.
Relies too heavily on
guesstimates.
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2. Classification(Grade Method)
- is based on job descriptions intowhich jobs are categorized by class
descriptions.
- is popular with the service sector.
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ADVANTAGES
1. Simple, straightforward.
2. inexpensive, capacity to be
flexible.
DISADVANTAGES
1. Classification judgments
are subjective.
2. The classication structure
may have biases.
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3.Factor Comparison
- more complex.- Jobs are assessed using a set of
compensable factors.
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ADVANTAGES
The value of the job is
expressed in monetaryterms.
Can be applied to a widerange of jobs.
Customized job ranking.
DISADVANTAGES
The pay for each factor is
based on judgments that aresubjective.
The standard used for
determining the pay for each
factor may have build biases.
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4. Point Method(Point-Factor/ Value/
Evaluation)
- is a quantitative process.
- assigns points to each job, based on
compensable fctors.
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ADVANTAGES
Once the scales are
developed, they may be usedfor considerable period.
Point method plans facilitate
job pricing and the
development of paystructures.
DISADVANTAGES
Subjective perceptions.
Developing a point
method plan is complex
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- are the most important characteristics of
a given job.
- where pay rates are established.
- relative worth evaluated.
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1. Skill
Knowledge
Interpersonal Skills/ Contacts
Problem-Solving/ Judgment
2. Effort Mental Effort
Physical Effort
3. Responsibility
Personnel Policies and Practices
Information Resources
Financial Resoruces
Material Resources
4. Working Conditions
Environment
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Conducta JobAnalysis
Determine andDefine
CompensableFactorsand Sub-
Factors
Establishing theDegreesand
Scalingthe Factors& Sub-Factors
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Determine theWeight of
EveryCompensableFactor & Sub-
Factor
Applying andCheking forReliability
Communicatewith
Employees
DeterminingBase PayStructure
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The process of linking specific tasks to
specific jobs and deciding what techniques,
equipment, and procedures should be used toperform those tasks.
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Specifying the tasks that constitute a job forSpecifying the tasks that constitute a job foran individual or a group.an individual or a group.
1.1. Job specializationJob specialization2.2. Job expansionJob expansion
3.3. Psychological componentsPsychological components
4.4. SelfSelf--directed teamsdirected teams5.5. Motivation and incentive systemsMotivation and incentive systems
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The division of labor into unique tasksThe division of labor into unique tasks
First suggested by Adam Smith in 1776First suggested by Adam Smith in 1776
1.1. Development of dexterity and faster learningDevelopment of dexterity and faster learning
2.2. Less loss of timeLess loss of time
3.3. Development of specialized toolsDevelopment of specialized tools
Later Charles Babbage (1832) added another considerationLater Charles Babbage (1832) added another consideration
4.4. Wages exactly fit the required skillWages exactly fit the required skill
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Process of adding more variety to jobs
Intended to reduce boredom associated with
labor specialization Methods
Job enlargement
Job enrichment
Job rotation Employee empowerment
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ControlControl
PlanningPlanning
Enriched JobEnriched Job
Task #3Task #3Task #2Task #2
Enlarged JobEnlarged Job
Present JobPresent Job
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Present job
Manually insert and
solder six resistors
Task #3
Lock printed circuit into
fixture for next operation
Task #2
Adhere labels to
printed circuit board
Control
Test circuits after
assembly
Planning
Participate in a cross-
function quality-
improvement team
Enriched job
Enlarged job
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GeriatricsGeriatrics1995 Corel Corp.
PediatricsPediatrics
1995 Corel Corp.
MaternityMaternity
1995 Corel Corp.
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Employee empowerment is a term used
to express the ways in which non-managerial staff
can make autonomous decisions withoutconsulting a boss/manager.
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Employee Empowerment
ControlControlDecisionDecision--MakingMaking
PlanningPlanning
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Worker performance depends on
Motivation
Ability
Work environment
Motivation is the set of forces that compel behavior
Money may serve as a psychological & financialmotivator
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Motivationand Money
Taylors scientific management (1911) Workers are motivated mainly by money Suggested piece-rate system
Maslows theory (1943) People are motivated by hierarchy of needs, which includes money
Herzberg (1959) Money either dissatisfies or is neutral in its effect
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Bonuses: Cash & stock options
Profit sharing: Distribution of profits
Gain sharing: Reward for company performance (e.g., costreduction) Scanlon plan is most popular (cost reduction.)
Incentive systems Measured daywork: Pay based on standard time
Piece rate: Pay based on pieces done
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Book VI TERMINATION ON EMPLOYMENT
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LABOR CODE BOOK VI
ARTICLE 282. Termination byemployer.
An employer may terminate an employment for any of the following
causes:
(a) Serious misconduct or willful disobedience by the employee of the
lawful orders of his employer or representative in connection with hiswork;
(b) Gross and habitual neglect by the employee of his duties;
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LABOR CODE BOOK VI
(c) Fraud or willful breach by the employee of the trust reposed in him by his
employer or duly authorized representative;
(d) Commission of a crime or offense by the employee against the person of his
employer or any immediate member of his family or his duly authorized
representatives; and
(e) Other causes analogous to the foregoing.
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LABOR CODE BOOK VI
ARTICLE 283. Closure ofestablishment andreduction ofpersonnel.
- The employer may also terminate the employment of any employee due to
the installation of labor-saving devices, redundancy, retrenchment to
prevent losses or the closing or cessation of operation of the
establishment or undertaking unless the closing is for the purpose of
circumventing the provisions of this Title
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, by serving a written notice on the workers and the Ministry of Labor
and Employment at least one (1) month before the intended date
thereof. In case of termination due to the installation of labor-saving
devices or redundancy, the worker affected thereby shall be entitled
to a separation pay equivalent to at least his one (1) month pay orto at least one (1) month pay for every year of service, whichever is
higher.
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. In case of retrenchment to prevent losses and in cases of closures or
cessation of operations of establishment or undertaking not due to
serious business losses or financial reverses, the separation pay shall be
equivalent to one (1) month pay or at least one-half (1/2) month pay for
every year of service, whichever is higher. A fraction of at least six (6)months shall be considered one (1) whole year.
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ARTICLE 284. Disease as ground fortermination.
An employer may terminate the services of an employee whohas been found to be suffering from any disease and whose
continued employment is prohibited by law or is prejudicial to hishealth as well as to the health of his co-employees: Provided, Thathe is paid separation pay equivalent to at least one (1) monthsalary or to one-half (1/2) month salary for every year of service,whichever is greater, a fraction of at least six (6) months beingconsidered as one (1) whole year.
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ARTICLE 285. Termination byemployee.
(a) An employee may terminate without just cause the employee-
employer relationship by serving a written notice on the employer at leastone (1) month in advance. The employer upon whom no such notice was
served may hold the employee liable for damages.
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(b) An employee may put an end to the relationship without serving any
notice on the employer for any of the following just causes:
1. Serious insult by the employer or his representative on the honor and
person of the employee;
2.I
nhuman and unbearable treatment accorded the employee by theemployer or his representative;
3. Commission of a crime or offense by the employer or his representative
against the person of the employee or any of the immediate members of
his family; and
4. Other causes analogous to any of the foregoing.
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