Although the job evaluation is being conducted in order to define the internal value of the jobs, the employers should conduct counter-check the findings from the evaluation process as sometimes the findings are inaccurate and not fair. This will increase the level of responsibilities and stress to the employers. The job evaluation process is consists of job analysis, job descriptions and the job evaluations. Therefore, it is notable for the employers to ensure the accurate and reliable ratings from the entire job evaluation process in order to determine the complexity, importance, skills, required knowledge, abilities, effort, responsibility and the working conditions of a job as well as to classify them into appropriate pay
Introduction Job analyses and job descriptions are used by the Human resource consultants and experts as an elementary unit for many functions of human resource department that includes recruiting and employing, evaluating performance and ranges of salary (Levine et al 1988). As according to Brannick et al (2007), job analyses is an important factor in business that ensures the correct hiring of desired individuals for various jobs. Job analyses protect ensures protection of companies against claims (Veres et al1987), and it help businesses to adequately reward their staffs (Smith et al 1990). According to Fleishman & Mumford (1991), accuracy of Job analyses affect many of the HR functions, So, it is essential to make sure that job analyses is performed properly and in detail. A job analysis implies collecting information on the approaches to evaluate performance, worker-oriented behaviors, job-oriented conducts, and workers behaviors during working with materials, machines, and equipment, job environment and worker’s requirements (Harvey, 1991).
* Two other factors have influenced the role of job analysis , first the Federal Guidelines ( the Uniform Guidelines on Employee Selection Procedures*). Second, professional standards (For example, the Principles for the Validation and Use of Personnel Selection Procedures)* produced by the Society for Industrial and Organizational Psychology have also emphasized the important role of Job analysis. The Uniform Guidelines and the Principles have advocated that job analyses be performed as part of the development, application, and validation of selection procedures . Each of these documents has elevated the legal as well as practical importance of job analysis. Even court cases involving employment discrimination in selection have underlined the significance of job
I will try to reduce this practice by increasing the overall assessment process; first of all I will explain the purpose of the assessment to enhance the effectiveness and productivity of the organization, in particular for knowledge workers about their position in the organization and provide an opportunity to discuss the performance and employee performance standards with their managers on a regular basis. However, this performance evaluation process needs to move towards a better connected, and gives managers the freedom to reward exceptional behavior and also to choose a behavior that is not effective. vice president must also ensure that every manager trained in how to use the company 's performance assessment instruments, how to conduct interviews, and how to provide feedback between assessment. According to Berman, (2001), a performance appraisal system requires policies and procedures and should have the support of the entire workforce. Employees should be given an understanding of the policies and procedures of performance evaluation.
(Gary Dessler, 1976) 3.0 ANALYSIS OF COMPONENTS OF COMPENSATION Mainly there are three components that organizations analyze to determine the compensation for employees. The three components are analysis of job, pay structure and salary survey. When we look at job analysis, it is a systemic procedure to determine the job tasks, job description, and responsibilities of a particular job and how the job effectiveness contributes to the organization. By analyzing the job position, we can determine the job worthiness in order to provide compensation for the employees. Job analysis helps in achieving the goals and objectives of the organization by analyzing its available resources and following the strategy set down by the organization.
2.1 JOB ANALYSIS INTERVIEW The job Analysis interview is one of the common techniques employed for the job analysis. This method involves a qualified analyst inquiring the incumbents or supervisors regarding the tasks, KSAO's, working conditions, responsibilities and tools related to the job (Barrick et al., 2011). A structured interview was developed and conducted with the supervisor who mentioned the employee characteristics necessary for the successful job performance. The transcript of the recorded interview can be found in the Appendix A. 2.2 JOB ANALYSIS QUESTIONNAIRE The job analysis questionnaire is used to tackle a few of the difficulties associated with job interviews.
First, the way job behavior is easily taught and the rewards may be given to this kind of behaviors. Performance of the human resources performance is evaluated to satisfy two above-mentioned requirements and provides effective feedback for learning of job tasks. In other words, it evaluates information and determines the rewards. Job performance may be defined as the knowledge and ability to perform specific tasks that require proficiency in the use of special tools and techniques and practical competence in behavior and activity. This kind of performance is carried out through education, training, and experience.
INTRODUCTION Performance appraisal system is a systematic observation and evaluation of employees’ performance used in the organization to measure the effectiveness and efficiency of the employees. It plays a vital role in any organization human resource framework. Performance appraisal is needed because every employee has a different attitude to handle the work. As performance process provides a vehicle through which employees and their supervisors to collaborate, hence it enhances the work results and satisfaction. This process work best when both parties employees and supervisors work actively together to achieve the specific organizational goals.
Job analysis is a primary tool to collect job related data which provide in detail the particular job description and specification. In general, job description explains on what job is about, specify who supervises the position and lays out all the tasks that a person is expected to perform in the organization. It provides the standard or benchmark by which employee can be evaluated, recognized for exemplary work or improve their performance. There are three parts of preparing job description which is choosing the job title, developing a list of specific duties and responsibilities that particular position require and composing a capsule description of that position in organization. Job specification is a written statement of educational qualifications, specific qualities, level of experience, technical and communication skills, physical and responsibility involved in a specific job.
Performance appraisal is a process that assesses job performance of an individual employee systematically and periodically. It also assesses productivity in relation to certain pre-established criteria and organizational objectives. Performance appraisal is the process set by an organisation to ensure, all employees are aware of the level of performance expected of them in that role, as well as any individual objectives they will need to achieve, to achieve overall organisational objectives . The organisations establish a set of activities to evaluate employee performance regularly and systematically and ensure its alignment to business matrix. There are many types of performance appraisal methods used in organisations such as trait based