Job evaluation: the next generation

Article Abstract:

The process of job evaluation has lost much of its vitality and usefulness to business because evaluations usually rely on subjective criteria that has little relation to actual job performance. Also, the annual or seasonal nature of job evaluations has created administrative bottlenecks. There are indications, however, that job evaluation procedures may be making a comeback. Increased foreign competition and corporate decentralization have created a need for a way to accurately assess job performance. If job evaluations are to be more useful in the future, more reliable data gathering techniques must be used and evaluations must be based on job factors that are of strategic value to the organization.

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Link job descriptions to performance appraisals

Article Abstract:

Job descriptions can be designed for future use in performance appraisals. The description of duties and responsibilities is divided into task areas of related duties. Each task area is preceded by a flag statement of the behavior and results of successful job performance. These flag statements are the performance criteria for appraisal. Storage of the job description on a word-processing diskette permits easy access to personnel staff and the generation of a performance appraisal form.

Usage, Goal setting, Job descriptions

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Job evaluation: generate the numbers

Article Abstract:

Every job evaluation technique consists of two elements, the method used to establish the hierarchy of jobs, and the steps taken in the evaluation process. The job evaluation systems include Point Factor Evaluation, Market Pricing Evaluation, Classification Evaluation, and Ranking Evaluation. The processes include evaluations that are performed by human resources departments, management committees, participative rating and scored questionnaires.

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