A formal process by which management assigns jobs to grades, pay bands, or pay ranges according to some pre-established method.
Job evaluation is a method of comparing different jobs. It is a process that seeks to objectively measure the different elements of a job resulting in a total score for each job. The jobs are placed in a rank order according to their size, therefore providing a basis for a fair pay and grading structure.
A consistent and systematic process for defining the relative size (or ranking) of jobs within an organisation.
A technique of placing each job within its order of importance in the organization to establish its proper compensation.
The general procedure in both commerce and industry through which the pay of staff is determined is first to determine the rates of pay to apply to the company's jobs, and then to assign staff to the various jobs - that is, strictly, a person's rate of pay is decided indirectly, not offered directly. There are two basic methods for evaluating a job so as to be able to allocate to it a rate of pay: qualitatively and quantitatively. Qualitative job evaluation means regarding the job in its entirety, and then assigning to it a grade based on one of three methods - ranking, classification or market pricing. See separate Glossary headings under these three entries. Quantitative evaluation requires that the demands of the job be analysed from such distinct viewpoints as the need for original thinking; the requirement to assume responsibility; the need to apply manual skill etc., and then assigning to each such facet a certain number of points, to arrive at a job score. The job score is then translated to a pay rate. The two quantitative techniques are point-factor and factor comparison. See The Manufacturing Manager, sub-section 19.2.3.
A formal process by which management creates a job worth hierarchy within an organization. The two basic approaches are the market data approach and the job content approach.
A systematic and consistent process for establishing the relative size of jobs (not people) within an organisation, which can then be used to develop a pay policy and grading structure. The typical mechanism by which the size of jobs are determined is by defining the jobs according to certain agreed elements or factors and applying a score to each factor. Usually, the greater the evaluation score, the larger the job and the higher the salary.
A systematic process for comparing jobs and ranking them based on their relative worth to the organization. Job evaluation is used to establish compensation.
Used for compensation planning purposes, it is the process of comparing a job with other jobs in an organization to determine an appropriate pay rate for the job.
system atic assessment of job content. It establishes the worth of a job in terms of salary or wage compared to other jobs. Many elaborate schemes have been developed and applied with varying degrees of success. While some structure is necessary on a project, pay is more likely to be governed by market conditions, scarcity, individual knowledge, performance or trade agreement s. These factor s generally also recognize such project aspects as higher stress, cyclical work load ing and potential for termination upon completion. See also Job Description. [D03067] CCCP
An approach designed to enable a job to be compared to all other jobs in an Institution in a systematic and transparent way in order to create a fair rank order of jobs, usually as the basis for a grading and pay structure, to ensure equal pay for work of equal value.
The process of analyzing positions to fit them into some type of hierarchy for salary administration and valuation purposes.
A formal process, the outcome of which determines the relative value of jobs within the organization. The end product of job evaluation is the assignment of jobs to salary pay grades.
The systematic determination of the relative worth of jobs within an organization.