Page 80 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Unit 4: Job Analysis and Evaluation

productive employees can help you retain the top talent in your library. Over-achievers are Notes
likely to become disillusioned with an employer if they feel their work ethic is not appreciated
in a tangible form, or if they believe that less productive workers are treated preferentially in
compensation decisions. Another type of employee lacks the innovative and energetic spirit of
the over-achiever, but is persistent in a rigorous dedication to the quality and timeliness of their
regular work. It can be easy to overlook the quiet worker who never asks for a raise, even
though his work is consistently error-free and completed on time. Seek out these employees;
recognize and compensate them in addition to the super-productive group to encourage
long-term commitment in your most reliable employees.

Goal Achievement

Setting measurable, time-bound goals in a job evaluation can go a long way toward reducing
feelings of unfairness in compensation and promotion decisions. Collaborate with individual
employees to create a list of goals for the upcoming year, and let the employee know how much
of a raise he can expect to receive if the goals are met by next year’s evaluation. The goal-setting
approach can take nearly all of the pressure off managers at evaluation time. If an employee has
reached his goals, he gets the agreed-upon raise; if not, then the manager can take a more
subjective approach to the decision.

Length of Service

Length of service is a traditional compensable factor that innovative companies have been
re-evaluating in recent years. Rather than rewarding employees based on their contributions to
libraries goals, length-of-service raises compensate employees strictly for their loyalty. There is
something to be said for promoting loyalty within your library, even at the expense of
productivity. Under this type of compensation system, there may come a time for each employee
where her salary at your company far exceeds the amount she could earn in a similar position
elsewhere. This works like a double-edged sword, of course, as you would then be incurring
higher salary expenses than others in your industry.

Competencies

Compensating employees for learning new skills and completing educational milestones can
encourage personal and professional growth in your employees. Knowledge and growth can
enhance employees’ productivity, effectiveness, satisfaction and loyalty. This can make them
more valuable to your company and to your competitors as well, making it a wise decision to
increase employees’ salaries when they have earned college degrees and certifications, or
completed company-sponsored training programs.

4.5.2 Method of Job Evaluation

Job evaluation methods vary. The modified Aiken plan described here is a factor comparison
plus factor analysis plus point evaluation. It is known as a Point-Factor plan. Point-Factor plans
are considered to be particularly suitable for purposes of pay equity compliance.

Point Factor Method

The point factor method is the most commonly used formal approach to job evaluation. PFM is
a technique, according to the HR Guide, that "has a set of compensable factors that measure and
determine the worth of jobs." PFM originated during the Frederick Taylor scientific management
movement in 1871. Then, in the 1930s, Edward Hay began the development of one of the first

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