Industrial engineers actively get involved in job evaluation. In IE curriculums job evaluation is taught.
C. W. Lytle, "Job Evaluation— A Phase of Job Control," Personnel XVI, No. 4
Job Requirements Are Not Simple. What the employer requires of the employee in work and what the employee requires of the employer in wages have always been delicate questions.
Job analysis is the review study of definite jobs to ascertain what kind and what degree of man-qualities are necessary to make man-job units operate satisfactorily.
Job Evaluation is part of organization
Primary Purposes of Job Evaluation. In brief we may state the primary purposes of job evaluation as follows:
1. To establish a general wage level for a given plant which will have parity, or an otherwise desired relativity, with those of neighbor plants, hence with the average level of the locality.
2. To establish correct differentials for all jobs within the given plant.
3. To bring new jobs into their proper relativity with jobs previously established.
4. To accomplish the foregoing by means of facts and principles which can be readily explained to, and accepted by, all concerned.
Job evaluating can become a control of importance because:
1. By reducing all essential job facts to convenient form it enables a management to implement policies of fairness.
2. By adopting sound principles and impartial techniques it trains the supervisory force to be more nearly objective.
3. By clarifying lines of authority and responsibility it obviates misunderstanding.
4. By substantiating confidence it lessens grievances and simplifies wage negotiations.
The secondary purposes are well indicated by the following outline of a job evaluation program.
1. To determine qualities necessary for a job when hiring new employees.
2. To determine qualifies necessary for a job when making promotions.
3. To determine if the system of advancement in a particular plant is from the job of lowest order toward the job of highest order.
4. To determine qualities necessary when bringing back men who have been laid off or have been on leave for war service. During the interval there may have been changes in job content.
6. To determine if men now occupying various jobs have qualifications required by the specifications.
7. To determine if all men are placed to best advantage in respective jobs available, also to guide the revamping of jobs for skill conservation.
8. To analyze hourly rates and to determine if they are in tune with rating given.
9. To compare periodically wage rates with those for similar occupations at other local plants.
11. To train new supervisors. Specifications outlining duties of each man are useful in starting a new foreman on the job. Even an old foreman may have a wrong conception of job content and worth.
® See Report No. 605 (Chicago: Dartnell Personnel Administration Service).
^^ Eugene Caldwell, "Job Rating," The Iron Age, CXLIV, No. 10.
■* By this procedure he reduced unit labor cost without reducing employee earnings.
■' In 1938, of 63 companies questioned, 32 were found to be doing job evaluation.
C. W. Lytle, "Job Evaluation— A Phase of Job Control," Personnel XVI, No. 4.
Also Roland Benjamin, Jr., "The Dynamics of Job Evaluation," The Manage-
ment Review, XLII, No. 4.
^ Developed directly from the works of Taylor and Gilbreth with the objective of determining the least costly methods of utilizing the physical assets. References recommended: Ralph M. Barnes, Motion and Time Study (New York: John Wiley & Sons, 1948); Production Handbook (New York: The Ronald Press Co., 1953).
Wage scales and job evaluation;
scientific determination of wage rates on the basis of services rendered,
by Merrill R. Lott., New York, The Ronald press company [c1926]
Ch.4 Point Rating Plans
In Job Evaluation - Traditional Approaches and Emerging Technology
Fred Eargle, Lulu.com, 2013
Updated on 10 August 2019, 9 August 2018