Chapter 5 Evaluating Work Job Evaluation 经典双语薪酬管理课件（2012版）.pptVIP

Chapter 5 Evaluating Work: Job Evaluation Chapter Topics Job-Based Structures: Job Evaluation “How-to”: Major Decisions 1. Determining the purpose of job evaluation 2. Deciding whether to use single or multiple plans 3. who should be involved? 4.Choosing among JE methods 5.Evaluating its usefulness Balancing Chaos and Control Part I Job-Based Structures: Job Evaluation Job evaluation – 1.process of systematically determining the relative worth of jobs to create a job structure for the organization 2.The evaluation is based on a combination of: Job content Skills required Value to the organization Organizational culture External market 3.“Measure for measure” vs. “Much ado about nothing” 4.Terms in Job Evaluation (1)Benchmark job (2)Compensable factors (1)Benchmark (key) job definition: A prototypical job, or group of jobs, used as a reference point for making pay comparisons within or without the organization (B) Characteristics of a benchmark job: Contents are well-known and relatively stable over time Job not unique to one employee A reasonable number of employees are involved in the job (A) What are compensable factors? Compensable factors are those characteristics in the work that the organization values, that helps it pursue its strategy and achieve its objectives. (B)To be effective, compensable factors should be: Based on strategy and values of organization Based on work performed Acceptable to the stakeholders Adapting factors from existing plans Skills, and effort required; responsibility, and working conditions (c) Compensable Factors - How Many Factors? Research results Three factors account for 98 - 99% of variance Part II “How-To”: Major decisions Establish the purpose Single versus multiple plans Who Should be Involved? Choose among methods Evaluating its usefulness P118.Exhibit 5.3: Determining an InternallyAligned Job Structure Part II “How-To”: Major decisions 1.Establish the purpose Supports organization strategy Supports wo