DOCSLIB.ORG

A Guide to Achieving Equal Pay Job Evaluation S&R TP 9/12/05 10:51 Am Page 1

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Guide to Achieving Equal Pay Job Evaluation S&R TP 9/12/05 10:51 Am Page 1 Job Evaluation S&R FB 9/12/05 10:51 am Page 1 Michael Armstrong Ann Cummins Sue Hastings Willie Wood JOB EVALUATION A Guide to Achieving Equal Pay job evaluation S&R TP 9/12/05 10:51 am Page 1 JOB EVALUATION A Guide to Achieving Equal Pay Michael Armstrong Ann Cummins Sue Hastings Willie Wood London and Sterling,VA First published in Great Britain and the United States in 2003 by Kogan Page Limited Paperback edition 2005 Apart from any fair dealing for the purposes of research or private study, or criti- cism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road 22883 Quicksilver Drive London N1 9JN Sterling VA 20166–2012 UK USA www.kogan-page.co.uk © Michael Armstrong, Ann Cummins, Sue Hastings and Willie Wood, 2003 The right of Michael Armstrong, Ann Cummins, Sue Hastings and Willie Wood to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 4481 9 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Job evaluation : a guide to achieving equal pay / Michael Armstrong … [et al.]. p. cm Includes bibliographical references and index. ISBN 0-7497-3966-1 1. Job evaluation. 2. Job evaluation–Great Britain. I. Armstrong, Michael, 1928– HF5549.5.J62J634 2003 6758.3’06--dc22 2003016407 Typeset by Saxon Graphics Ltd, Derby Printed and bound in Great Britain by Clays Ltd, St Ives plc Contents Introduction 1 1 Fundamentals of job evaluation 3 Job evaluation defined 4; Purpose, aims and features of job evaluation 5; The incidence of job evaluation 7; The case for and against job evaluation 8; Conclusions 9 2 Types of job evaluation 11 Analytical schemes 12; Non-analytical schemes 18; Design and process criteria 26; Criteria for choice 28 3 Job evaluation now 29 Interest in job evaluation 29; Job evaluation schemes 30; Factor plans 30; Reasons for using job evaluation 31; Views about job evaluation 31; Tips from practitioners on the design, introduction and maintenance of job evaluation schemes 32 4 Equal pay for work of equal value 35 Background 35; Equal pay legislation in the UK 37; The impact of the legislation on job evaluation practice in the UK 38; Impact of equal pay legislation on job evaluation design 39; Impact of equal pay legislation on implementation of job evaluation 43 iv Contents–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 5 Equal pay reviews 47 Why conduct equal pay reviews? 48; Planning a review 51; The equal pay review process 52; Analysing pay 55; Conclusion 61 6 Planning a new job evaluation scheme 65 Overview 65; Choosing a job evaluation scheme 67; Project planning 70; Equal value considerations 77; Planning communications 77; The design timetable 80 7 Scheme design 83 Identifying and defining factors 84; Analysing jobs 92; Testing the draft factor plan 98; Deciding on factor weighting and the scoring model 103; Preparing for implementation 107 8 Computer-based job evaluation 109 The two stages of job evaluation 110; Computers in scheme design 110; Computers in the evaluation process 117 9 Grade and pay structure design 129 Grade and pay structures 129; Rationale for grade and pay structures 133; Criteria for grade and pay structures 133; Grade structure design considerations 134; The use of job evaluation in developing a grade structure and grading jobs 136; Developing pay structures 140; Equal value considerations 145; Conclusion 148 10 Introducing job evaluation 149 Implementation plan 150; Communication 151; Operating manual 155; Training 156; Scheduling the evaluation programme 157; Evaluating jobs 162; Review of results 170; Disclosure of results 172; Reviewing the evaluation or grading of a job 174; Finalizing pay ranges 177; Pay assimilation and protection 178; Ensuring equal value 183 11 Managing job evaluation 185 Annual individual evaluation/grading checks 186; Suggestions from practitioners on managing job evaluation 188 Appendix 1 A job evaluation scheme designed to comply with equal value principles: the local government NJC job evaluation scheme factor plan 193 Appendix 2 Suggested equal pay policy: the Equal Opportunities Commission 195 Appendix 3 Factors creating pay gaps and remedial actions 197 Appendix 4 Job evaluation scheme design: equal value considerations 200 Appendix 5 Illustration of job stacking exercise 202 Appendix 6 Examples of job evaluation factors 204 Appendix 7 Example role profiles 206 Appendix 8 AoC job evaluation scheme 208 Index 214 Introduction The aim of this book is to provide a guide to good practice in the design, development and use of job evaluation schemes with par- ticular reference to equal pay considerations. It makes extensive use of the practical experience of its authors in job evaluation, especial- ly in dealing with equal pay issues. A special survey conducted by E-Reward in late 2002 provided valuable information on what is happening currently to job evalua- tion in the UK. One of the most important findings of this survey is that interest in job evaluation is growing – it is not declining, as many people believed in the 1990s. The recent national focus on equal pay matters has contributed to its greater popularity but in the experience of the writers of this book, as confirmed by the sur- vey, many organizations increasingly believe that job evaluation is an essential tool for the development and management of a logical and defensible grade and pay structure as part of an overarching reward strategy. The book starts with a review of the basic features of job evalua- tion and a summary of the survey findings. It then deals with equal value considerations and the conduct of equal pay reviews. The 2 Job evaluation ––––––––––––––––––––––––––––––––––––––––––––––––––––––– next four chapters contain guidance on the planning and design of job evaluation schemes, the use of computers and the design of grade and pay structures. The book ends with guidelines on the introduction and management of job evaluation. 1 Fundamentals of job evaluation In this introductory chapter: ឣ job evaluation is defined; ឣ the purpose, aims and features of job evaluation are explained; ឣ the extent to which job evaluation is used is described; ឣ the arguments for and against job evaluation are summarized; ឣ conclusions are reached about the future of job evaluation. The main types of job evaluation schemes are described in Chapter 2. 4 Job evaluation ––––––––––––––––––––––––––––––––––––––––––––––––––––––– JOB EVALUATION DEFINED Job evaluation is a systematic process for defining the relative worth or size of jobs within an organization in order to establish internal relativities and provide the basis for designing an equitable grade and pay structure, grading jobs in the structure and managing rel- ativities. Job evaluation can be analytical or non-analytical. Analytical job evaluation schemes These are schemes in which decisions about the value or size of jobs are based on an analysis of the extent to which various defined fac- tors or elements are present in a job. These factors should be pres- ent in all the jobs to be evaluated and the different levels at which they are present indicate relative job value. The Equal Pay (Amendment) Regulations (1983) refer to ‘the demands on a work- er under various headings, for instance, effort, skill, decision’. The most common analytical approach is a points-factor scheme where there is a ‘factor plan’ which defines the factors and their lev- els and attaches scores to each level. Following job analysis, scores for each factor are awarded and then totalled. On completion of an evaluation programme, the total scores for jobs indicate their rank order. This type of scheme can meet the requirements of equal value law as long as it is not in itself discriminatory either in its design or application. To ensure that equity considerations are catered for in an organization, it is preferable to use only one scheme which must therefore be designed to cover the key features of each category of job at every level. Non-analytical job evaluation schemes These are schemes in which whole jobs are described and com- pared in order to place them in rank order or in a grade without analysing them into their constituent parts or elements. The most common non-analytical approach is to ‘match’ roles as defined in role profiles to definitions of grades or bands (this is often referred to as job classification), or to the role profiles of jobs that have already been graded. When designing grade structures, however, the initial step may be to rank the jobs in order of perceived value –––––––––––––––––––––––––––––––––––––––– Fundamentals of job evaluation 5 (job ranking). Non-analytical schemes do not meet the require- ments of equal value law. PURPOSE, AIMS AND FEATURES OF JOB EVALUATION Purpose Job evaluation, especially analytical job evaluation, enables a frame- work to be designed which underpins grading and therefore pay decisions. It is particularly important as a means of achieving equal pay for work of equal value. In its Good Practice Guide – Job Evaluation Schemes Free of Sex Bias, the Equal Opportunities Commission (EOC) emphasizes that: ‘Non-discriminatory job evaluation should lead to a payment system which is transparent and within which work of equal value receives equal pay regardless of sex.’ This statement only refers to equal pay ‘regardless of sex’ but job evaluation is just as concerned with achieving equal pay regardless of race or disabil- ity or indeed age.
Load more

Recommended publications
  • Managing for Productivity in the Hospitality Industry © Robert Christie Mill
    Managing for Productivity in the Hospitality Industry © Robert Christie Mill This work is licensed under a Creative Commons-ShareAlike 4.0 International License Contents About the author ............................................................................................................1 Robert Christie Mill ..................................................................................................................1 Preface .............................................................................................................................2 Why should we be concerned about productivity and what can we do about it?............2 How do we hire productive employees? ...............................................................................3 How can workplaces and jobs be designed to maximize employee productivity? .........3 How can employees be motivated to be productive? ..........................................................4 Chapter 1 Defining productivity ...................................................................................7 1.1 The challenges of productivity ..........................................................................................7 Impact on the hospitality industry .................................................................................7 Life cycle of the hospitality industry ..............................................................................7 Nature of the industry .....................................................................................................8
    [Show full text]
  • Job Evaluation Guidelines
    Job Evaluation Guidelines All rights, including translation into other languages, reserved. No part of this publication may be reproduced in print, by photostatic means or in any other manner, or stored in a retrieval system, or transmitted in any form, or sold without the express written permission of the International Council of Nurses. Short excerpts (under 300 words) may be reproduced without authorisation, on condition that the source is indicated. Copyright © 2010 by ICN - International Council of Nurses, 3, place Jean-Marteau, CH-1201 Geneva (Switzerland) ISBN: 978-92-95094-16-1 Printing: 2 Table of Contents Introduction 5 Definition and Importance of Job Evaluation 7 Steps in the Job Evaluation Process 8 Avoiding gender bias 9 Job Evaluation Methods 10 Ranking method 10 Classification method 11 Factor comparison method 12 Point-rating method 13 Definition of Remuneration Factors for Nursing 16 Equal Remuneration and Job Evaluation 18 International Classification of Nursing 19 Taxonomy for Job Evaluation 20 National Nurses Association Role in Job Evaluation 21 Conclusion 23 References 24 Appendices Appendix I: Job Evaluation Questionnaire 25 Appendix II: Job Description for Nurses 32 Appendix III: Factors Definition 34 3 4 Introduction "Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed it is the only thing that ever has." — Margaret Mead Nurses have a right to practice in an environment that is conducive to quality care; to expect competitive wages/benefits and to work in a family-friendly environment that promotes the occupational safety and health of its employees. …The work of nursing personnel and its importance for the life, personal safety and health of persons in their care demands measures that encourage and promote the full development and implementation of negotiating mechanisms between employers, nurses and their representatives.
    [Show full text]
  • Block 1: the Foundations and Challenges of Hrm
    FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 BLOCK 1: THE FOUNDATIONS AND CHALLENGES OF HRM Uttarakhand Open University 1 FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 UNIT 1: DEFINITION OF HRM, ROLE, IMPORTANCE AND CHALLENGES OF HRM Structure: 1.1 Introduction 1.2 Objectives 1.3 Human Resource Management: concept 1.3.1. People who manage 1.3.2. People at work 1.3.3. Definitions of Human Resource Management 1.3.4. Management of Men is a challenging job 1.3.5. Features of Human Resource Management 1.4 Role of Human Resource Management 1.5 Importance of Human Resource Management 1.6 Challenges of Human Resource Management 1.7 Summary 1.8 Glossary 1.9 Answer to check your progress/Possible Answers to SAQ 1.10 References/Bibliography 1.11 Terminal Questions 1.1. INTRODUCTION As one author has rightly said 1+1 makes an organization, i.e., where there are two or more persons there is in effect and organization. Some individuals prefer to work independently in isolated circumstances. But the vast majority of all work in today’s environment takes place within the context of a structured organization- a grouping of individuals into a unified and common effort. To look after the various functions set for the organization adequate resources in men and materials have to be arranged by individuals who serve as managers or supervisors within organizations. Thus there emerged the term ‘Human Resource Management’. Uttarakhand Open University 2 FUNDAMENTAL OF HUMAN RESOURCE AND ORGANIZATION BEHAVIOUR BTTM 501 1.2. OBJECTIVE After reading this unit, you will be able to understand: Concept of HRM The role and importance of HRM The challenges of HRM 1.3.
    [Show full text]
  • Job Evaluation, Motion and Time Study, and Wage Incentives
    "LI B R.ARY OF THE U N 1 VERS ITY Of ILLINOIS 331.1 v\o. \- 2,5 V.53 ' m4 : Editorial Note This University of Illinois Bulletin is one of three to be published by the Institute of Labor and Industrial Relations on Industrial Engineering topics. The topics are Job Evaluation, Motion and Time Study, and Wage Incentives. These Bulletins are not intended to "promote" the use of these techniques, but to aid managements and unions which have decided to adopt them. The Institute of Labor and Industrial Relations was established at the University of Illinois in 1946 to "inquire faithfully, honestly, and im- partially into labor-management problems of all types, and secure the facts which will lay the foundation for future progress in the whole field of labor relations." The Bulletin series is designed to carry out these aims by presenting information and ideas on subjects of interest to persons active in the field of labor-management relations. These Bulletins are nontechnical, for general and popular use. Additional copies of this Bulletin and others listed on the inside back cover are available for distribution. Milton Berber Acting Director Donald E. Hoyt Editor I.L.I.R. Publications, Bulletin Series, Vol. 5, No. 3 UNIVERSITY OF ILLINOIS BULLETIN Volume 49, Number 36; January, 1952. Published seven times each month by the University of Illinois. Entered as second-class matter December 11, 1912, at the post office at Urbana, Illinois, under the Act of August 24, 1912. Office of Publication, 358 Administration Building, Urbana, Illinois. JOB EVALUATION by L.
    [Show full text]
  • Effects of Job Evaluation on Employee Performance in The
    EFFECTS OF JOB EVALUATION ON EMPLOYEE PERFORMANCE IN THE PUBLIC SECTOR IN KENYA: A CASE OF THE DEPARTMENT OF IMMIGRATION BY CHIRCHIR KIPKEMBOI ABRAHAM REG. NO.: C153/CTY/PT/24846/2012 A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF PUBLIC POLICY AND ADMINISTRTATION IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTER OF PUBLIC POLICY AND ADMINISTRATION, KENYATTA UNIVERSITY MAY 2016 DECLARATION This research proposal is my original work and has not been presented for examination in any other university. Signature………………………………………… Date…………………………… CHIRCHIR KIPKEMBOI ABRAHAM C153/CTY/PT/24846/2012 This research proposal has been submitted for examination with our approval as the University Supervisors. Signature………………………………………… Date…………………………… Prof. DAVID MINJA DEPARTMENT OF PUBLIC POLICY AND ADMINISTRATION KENYATTA UNIVERSITY ii ACKNOWLEDGEMENTS I would like to express my thanks to the almighty God for his sufficient grace and knowledge that has enabled me to accomplish this project. This project would not have been possible without the kind support and help of family, my supervisor at my work place, and the many respondents who took their time to assist in the study. I wish to extend my sincere thanks to all of them. In addition I acknowledge the valuable guidance from my supervisors, Prof. David Minja amd Mr. Ng’eno, KWA who made it possible for me to complete this research. His constant guidance and willingness to share his vast knowledge helped me to complete this task. Although there may be many who remain unacknowledged in this humble note of gratitude there are none who remain unappreciated. iii TABLE OF CONTENTS DECLARATION.............................................................................................................
    [Show full text]
  • Principles of Human Resource Management
    EDITION 1 PRINCIPLES OF HUMAN RESOURCE MANAGEMENT Scott SnelL Professor of Business Administration, University of Virginia Professor Emeritus of Management, Arizona State University SOUTH-WESTERN CENGAGE Learning- Australia • Brazil 'Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States PART Human Resource Management in Perspective Chapter 1 The Challenge of Human Resources Management 2 Why Study Human Resources Management? 4 Competitive Challenges and Human Resources Management 5 Challenge 1: Competing, Recruiting, and Staffing Globally 5 Challenge 2: Embracing New Technology 7 Highlights in HRM 1: A Guide to HR Internet Sites 8 Highlights in HRM 2: Automation of Talent Management Functions 11 Challenge 3: Managing Change 12 Challenge 4: Managing Talent, or Human Capital 13 Challenge 5: Responding to the Market 15 Challenge 6: Containing Costs 17 Demographic and Employee Concerns 22 Demographic Changes 22 Highlights in HRM 3: Social Issues in HRM 23 Cultural Changes 28 Highlights in HRM 4: Why Diversity? 30 The Partnership of Line Managers and HR Departments 31 Responsibilities of the Human Resources Manager 32 Competencies of the Human Resources Manager 33 Highlights in HRM 5: SHRM Code of Ethical and Professional Standards in Human Resource Management 35 Role of the Line Manager 38 Summary 39 Key Terms 40 Discussion Questions 41 HRM Experience: Balancing Competitive Challenges and Employee Concerns 41 vii Contents Case Study 1: A Chip off the Rock: Outsourcing HR at Prudential 42 Case Study 2: Managing "Daddy
    [Show full text]
  • Executive Job Evaluation Insurance Industry1
    EXECUTIVE JOB EVALUATION IV t h b INSURANCE INDUSTRY1 DISSERTATION Presented In Partial Fulfillment of tha Raqulramants for tha Degree of Dootor of Philosophy In tha Graduate School of Tha Ohio Stata University By EDWARD HARRY BOWMAN, S. B., M. B. A. Tha Ohio Stata University 1954 Approved by: i AcoowLEDonoarrB A word of thanks oust be given. to all of tha insuranca executives who so halpfully gave of thalr time and affort to this study* Insuranca company execu­ tives saara uniformly willing to devote tine to interviews devoted to research. Tha questionnaire used in this study was a relatively long one, and executives of sixty Insuranca companies ware willing to make tha affort to complete these questionnaires. Especial thanks are due an axaoutlva of the company used as the intensive observational study. Professor Ralph C. Davis, the advisor, was helpful in the Initial structuring of the research project, and in the formulation of the questionnaire. The author is indebted to him also for much of the conceptual manage­ ment framework underlying this study. For the typing and retyping, always associated with this type of study, thanks are due Sally Cummings, Esther Merrill, and Ann Bowman* TABLE OP c o m m Prafaca Part I............. ................. Tha EXacutiva..... ..................... Job Evaluation and Salary Administration Wag a Economics......................... Tha Insuranca Industry ........... Organisation Analysis......... ......... Exaoutiva Job Analysis and Dascrlptlon.. Exaoutiva Job Evaluation............... Exaeutlva
    [Show full text]
  • UNIT : I Lesson 1 Introduction to Job Evaluation
    UNIT : I Lesson 1 Introduction to Job Evaluation O u t l i n e o f t h e l e s s o n 1. Terminologies of job evaluation 2. Concepts of job and evaluation 3. Objectives of job evaluation 4. Principles of job evaluation 5. JOB Evaluation criteria 6. Job Evaluation process 7. Computerized job evaluation L e a r n i n g O b j e c t i v e s After studying this lesson, you should be able to: 1. Understand the various terms of job evolutions 2. Define the term job evolution 3. Outline the objectives of job evolution 4. List the principles of job evaluation 5. Identify the criteria for job evaluation 6. Observe the process of job evaluation 7. Look into the computerized job evaluation 1 Introduction Once a right candidate is placed on a right job, the person needs to be duly compensated for the job he/she performs. In the pursuit of equal payment, there should be established a consistent and systematic relationship among base compensation rates for all the jobs within the organizations. The process of such establishment is termed „job evaluation‟. Different jobs in an organization need to be valued to ascertain their relative worth so that jobs are compensated accordingly and an equitable wage and salary structure is designed in the organization. This is necessary for sustaining cordial relations within and between employees and employer. Hence, there is a need for appreciation of intricacies of the job evaluation in the modern organizations. This lesson, as a first steps, dedicated to discuss the various fundamental aspects of job evolution.
    [Show full text]
  • Job Evaluation in Organizations
    mywbut.com Job Evaluation in Organizations 1 mywbut.com 1. INTRODUCTION Why is it that Sam Jones, engineer, makes more money than Ann Banks, who is also an engineer in the same company? Is this an example of sex discrimination in wages? What if we were also to report that Ann Banks makes more money in her engineering job than Ted Adams, an entry-level programmer? Would this lessen your suspicions about the wage-setting practices of our fictitious company? If your response is one of uncertainty, then you probably recognize that several factors need to be considered in determining wages for individuals. First, any wages paid to employees should satisfy an internal consistency criterion. Jobs inside an organization are compared to a set of standards and each other to determine their relative contributions to the organization’s objectives. To satisfy employee expectations about fairness, more valuable jobs should receive higher ‘‘scores’’ in the comparison process. In our example above, internal consistency triggers the question: How does the work of an engineer compare with that of an entry-level computer programmer? The second wage-determination factor is external competitiveness. Wages for jobs inside an organization should be compared against wages outside the organization paid by competitors. How much do other em- ployers pay engineers, and how much do we wish to pay our engineers in comparison to what other employers would pay them? Finally, wages are also a function of the distinctive contributions that individual employees make on their jobs. The level of individual contributions depends on an as- sessment of performance and/or seniority of people doing the same job or possessing the same job skills.
    [Show full text]
  • Exploratory Analysis of Compensation and Employee Job Satisfaction
    Developing Country Studies www.iiste.org ISSN 2224-607X (Paper) ISSN 2225-0565 (Online) Vol.4, No.12, 2014 Exploratory Analysis of Compensation and Employee Job Satisfaction Emmanuel Erastus Yamoah, PhD (Can.) Senior Lecturer, School of Business, Valley View University, Accra, Ghana [email protected] Abstract Organizations are made up of people, and the success or failure of these organizations are dependent on the people in the organization. It has been proven time and again that one of the ways to get the best performance out of employees is to make them comfortable and happy. Workers of all ages and income brackets continue to grow increasingly unhappy at work - a long-term trend that should seriously concern employers. How then do managers create satisfied employees? Since compensation has been a major factor of motivating employees in an organization. This study examined the issue compensation and employee job satisfaction. Data was collected and analyzed in terms of descriptive statistics and Pearson chi square was used to test the significance of relationship between compensation and employee job satisfaction. The result indicated that there is no significant relationship between compensation and employee job satisfaction among the respondents. However components of compensation such as career development and job security were major contributing factors to employee job satisfaction. The study recommended that better carrier development opportunities should be given to the employees to increase job satisfaction. Keywords: Compensation, employee job satisfaction 1. Introduction 1.1 Background of the study Compensation is all employer provided tangible and intangible rewards an employee receives as part of the employment relationship.
    [Show full text]
  • JOB and WORK ANALYSIS Guidelines on Identifying Jobs for Persons with Disabilities
    JOB AND WORK ANALYSIS Guidelines on Identifying Jobs for Persons with Disabilities Robert Heron ILO Skills and Employability Department Copyright © International Labour Organization 2005 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without author- ization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to the Publications Bureau (Rights and Permissions), International Labour Office, CH-1211 Geneva 22, Switzerland. The International Labour Office welcomes such applications. Libraries, institutions and other users registered in the United Kingdom with the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP [Fax: (+44) (0)20 7631 5500; email: [email protected]], in the United States with the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923 [Fax: (+1) (978) 750 4470; email: [email protected]] or in other countries with associated Reproduction Rights Organizations, may make photocopies in accordance with the licences issued to them for this purpose. ISBN 92-2-117864-1 First published 2005 The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion what- soever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them.
    [Show full text]
  • Unit 2 Job Analysis and Job Design
    Human Resources UNIT 2 JOB ANALYSIS AND JOB DESIGN Structure 2.0 Objectives 2.1 Introduction 2.2 Job Analysis 2.2.1 Significance of Job Analysis 2.2.2 Components of Job Analysis 2.3 Methods of Job Analysis 2.4 Job Design 2.5 Methods of Job Design 2.6 Let Us Sum Up 2.7 Key Words 2.8 Answers to Check Your Progress 2.9 Terminal Questions 2.0 OBJECTIVES After studying this unit, you should be able to: ● explain the meaning and concept of job analysis, job description, job rotation, job enrichment and job enlargement ● describe the significance and components of job analysis ● discuss the methods of job analysis ● define the term ‘job design’ ● discuss the methods of job design 2.1 INTRODUCTION Human resource management aims at optimum utilization of available human potential. For this purpose, it is essential to make every one understand their job and expectations from the job. This enables them to charter their behaviour appropriately. Job analysis is a process of determining the essential characteristics that are necessary to perform the job effectively. A good job analysis conveys information to take a number of important decisions relating to human resources management. Job design is next to job analysis. Job design involves systematic attempts to organize tasks, duties and responsibilities into a unit of work to achieve certain objectives. Job design integrates the work content and qualifications required for each job that meets the needs of employee and the Organization. Designing a job analysis leads to preparation of job description and job specification.
    [Show full text]