Page 126 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 6.1.2 Objectives of Job Evaluation

According to Knowles and Thomson job evaluation is useful in eliminating many evils to
which nearly all systems of wage and salary payments are subjected. They are:
(a) Payment of higher wages and salaries to persons who hold jobs and positions not
requiring great skills, effort and responsibility;
(b) Paying beginners less than they are entitled to receive in terms of what is expected
of them;
(c) Giving raise to persons whose performance does not justify it;
(d) Deciding salary rates on the basis of seniority rather than ability;
(e) Payment of widely varied wages and salary for the same or closely related jobs and
positions; and
(f) Payment of unequal wages and salaries on the basis of race, sex, religion or political
differences.

In the United States, the first state such worker’s compensation law was
passed in Maryland in 1902, and the first law covering federal employees
was passed in 1906.

6.1.3 Principles of Job Evaluation Programmes
According to Kress, certain broad principles should be kept in mind before implementing
a job evaluation programme. These principles are listed below:
(a) Rate the job and not the man. Each element should be rated on the basis of what the
job itself requires;
(b) The elements selected for rating purposes should be easily explainable and few in
number which will cover the necessary requisites for every job without any
overlapping;

(c) The elements should be clearly defined and properly selected;
(d) Any job rating plan must be sold to foremen and employees. The success in selling
it will depend on a clear-cut explanation and illustration of the plan;

(e) Foremen should participate in the rating of jobs in their own departments;
(f) Maximum cooperation can be obtained from employees when they themselves have
an opportunity to discuss job ratings;
(g) While talking to foremen and employees, any discussion of money value should be
avoided. Only point values and degrees of each element should be discussed; and
(h) Too many occupational wages should not be established. It would be unwise to adopt
an occupational wage for each total of point values.
6.1.4 Advantages of Job Evaluation

Job evaluation enjoys the following advantages:
(a) Job evaluation is a logical and, to some extent, an objective method of ranking jobs
relative to one another. It may help in removing inequalities in existing wage structures
and in maintaining sound and consistent wage differentials in a plant or industry;

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