1132 procedure and uses job evaluation programme

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11.3.2 Procedure and Uses Job evaluation programme should be implemented carefully. The following principles help in successful implementation of the programme: 1. Rate the job but not the employee. Rate the elements on the basis of the job demands. 2. The elements selected for rating should be easily understood. 3. The elements should be defined clearly and properly selected. 4. Employees concerned and the supervisors should be educated and convinced about the programme. 5. Supervisors should be encouraged to participate in rating the jobs. 6. Secure employee cooperation by encouraging them to participate in the rating programme. 7. Discuss with the supervisors and employees about rating but not about assigning money values to the points. 8. Do not establish too many occupational wages. Uses: A job-evaluation program involves answering several questions: The major ones are: Which jobs are to be evaluated? Who should evaluate the jobs? What training do the evaluation need? How much time is involved? What should be the criteria for evaluation? What methods of evaluation are to be employed? 11.3.3 Limitations of Job Evaluation How to Improve Job Evaluation Following measures and steps for improving the work of evaluation programmes; A job evaluation scheme should be chosen cautiously. It should be devised and administered on the basis of employment market, demand for labour, bargaining power of the parties & job conditions. The details of the scheme should be drawn up in such a way that they do not conflict with other provision of a collective agreement. The scheme should be sold to all concerned and suggestions sought.
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99 Give major importance that the number of job titles and classification be kept to a minimum. Any anticipated changes in methods should be carried out before a scheme is installed and all modifications in it should be resisted until it becomes fully established. In preparing job descriptions it is a sound practice to emphasis in them the things which makes one job different from another rather than to find a comprehensive statement of all the duties of the job. The better the state of industrial relations the easier it is to introduce a job evaluation scheme. 11.3.4 Job Evaluation Methods Analytical 1. Point Method 2. Factor Comparison Method Point Method The system starts with the selection of job factors, construction of degrees for each factor, and assignment of points to each degree. Different factors are selected for different jobs, with accompanying differences in degrees and points. Let us discuss the different factors with an example: The National Electrical Manufacturing Association (NEMA), USA has suggested the factors, degrees and point for hourly rated and salaried jobs. The job factors taken into consideration by NEMA for hourly rated jobs are: Skill Education Experience Initiative & ingenuity Effort Physical demand Mental and / or visual demand Responsibility Responsibility for equipment or process
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