The Hay Job Evaluation System?
THE HAY JOB EVALUATION SYSTEM The Hay Job Grading Scheme was developed in the early 1950's by E. N. Hay and Associates. It is a scheme which is based on the "points factor" approach. This is a common approach to job grading. The process has the following basic steps: A description of the job is made including such things as: expertise required, accountabilities, experience required, functions performed, financial impact of the job, freedom to decide and act, number of staff supervised, pre-eminence of the position, influence of the position within the company etc. The various aspects of the job given in the description are usually split into categories. For example, in the Hay system the categories are: ¨ Know How ¨ Problem Solving ¨ Accountability ¨ Working Conditions (This was included after the initial creation of the scheme in an attempt to enable the Hay system to be applied to blue collar occupations). Other systems may have different sets of categories. For example, the OCR system, uses the following categories: ¨ Knowledge, Skills and Experience ¨ Reasoning and Decision Making ¨ Communication and Influence ¨ Accountability and Responsibility The description of the job is done under the headings given by the job grading system's categories. This description of the job is then compared with a standard set of descriptors (i.e. a set of statements from the job grading manual which describe the aspects of a job) and the most appropriate descriptors, in each category, for that job are selected from the set. So, for the Hay system, a manual with descriptors in each of the above categories is used to grade the job. The job grader selects the descriptor which (in their view) most accurately describes that category of the job. (An example of a Hay descriptor under the category of "Know How" is: "Jobs requiring procedural or systematic proficiency, which may involve a facility in the use of specialized equipment.") Each descriptor has a score associated with it. For example, in the Hay system there is a point score for each of "Know How", "Problem Solving" and "Accountability". These factor points are then used to calculate a total "points factor" score for that job. This task is repeated for all jobs within the company. The tally score for each job is then interpreted as the importance of that job within the company relative to the other jobs within the company. If the system is related to pay, then a level of pay is associated with each tally score. Often, tally scores are grouped into a single pay level. For example, scores from 100 to 150 may all be paid $35,000. Using this process, the claim is that these systems provide a fair and equitable method of rating the relative importance of all jobs in a company, from the CEO to the part-time janitor. thus it purportedly gives equal pay for work of equal value within a company. In fact, the Hay system was originally designed specifically for the evaluation of managerial jobs. As stated by Hay: "We have seen that the Guide Chart Profile Method was designed for a specific purpose - evaluating managerial and technical jobs in order to get equitable salary standards." In the personnel journals of the time, Hay justified his system as a system that would "fight for better salaries for corporate executives" Right from its inception, the Hay system was designed with a bias toward managerial and executive levels. The Hay scheme has also tried to construct a comparison of pay levels between companies. This is done by including in the Hay scheme: The use of generic descriptors The Hay manual has a set of "common descriptors" which are applied for all jobs in all companies. (Although there is the possibility of including "un-common descriptors" this makes the comparison of jobs difficult and so is avoided whenever possible.) The claim is that the use of these common descriptors means you are comparing "like with like" across an industry. Non use of specialized terms or definitions of terms in the generic descriptors. (For example, the Hay descriptor presented above in step 3 uses very general wording.) So, rather than use words such as "expert in communications theory" the more generic wording such as "determinative mastery of principles" are used. The use of employment market surveys of pay to construct a relationship between Hay Scores of similar jobs in different companies and their corresponding pay. For example, in the information technology industry, a Hay score of 600 may (on average) be approximately associated with a pay of $40,000. Using this approach, an employer may claim that a job with a Hay score of 600 and a salary of $50,000 is over paid. Although this methodology may sound quite reasonable there are, however, many problems with these schemes which are not immediately apparent. Some of these problems, in regard to the Hay System, are discussed below. 2. The 15% Rule The basis for the point allocation in the Hay Scheme is the so-called Weber's Law. This law is based on a range of "psychometric" experiments published in 1948. In these results experimenters noted that when the physical weight of two objects differed by more than 15%, people could distinguish between their weights just by lifting them. Hay xtrapolated this result to the ability to distinguish between human behaviors and based his points factor allocation tables upon this result. The validity of this extrapolation has been questioned. For example, is it valid to extrapolate this rule from weight to the ability to distinguish between job-related activities? 3. It is all in the Application There are two key problems with generic descriptors. Firstly, they are unavoidably vague and secondly, they are culturally biased. Because the descriptors are generic, they are vague. Therefore, the application of these descriptors to a job involves a high degree of subjectivity. This means the biases of the person (or group) implementing the scheme will result in a bias in the rating of jobs. Hay has attempted to address this issue, however, management control of the implementation of the scheme will most likely result in the scheme giving the results management wants whether or not the result is fair. Turning to the issue of cultural bias, as stated above, a "descriptor" is a sentence which is designed to describe an aspect of a job. Just as there is no such thing as a society without a culture, there is no such thing as a "value free" descriptor. Hence, generic descriptors intrinsically favor certain job types. The Hay system suffers at least three aspects of cultural bias. It is techno-centric and hierarchical as well as strongly based on 1950's USA corporate culture. 4. Technology verses the Human Factor Hay is "techno-centric". The Hay descriptor quoted above (in step 3 of the Introduction above) is an example. This descriptor refers to "a facility to use special equipment". A common criticism of Hay is that workers who operate or work with equipment and technology rate higher than those who work with people (eg. customers). This has a side effect of introducing a gender bias into the system, since male workers are more prevalent in technology related jobs and female workers tend to occupy "people related" jobs. The Hay Group is aware its methodology has been criticized on the grounds of gender bias. In an attempt to deal with this criticism it has produced a Code of Practice. However, there is no guarantee an employer using Hay will follow this code. ===
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.) Illustrate a typical organization for personnel management.
importance of job evaluation:- . 1.rational wage structure . 2.removal of inequalities . 3.good industrial relations . 4.proper emphasis on job factors . 5.scien…tific selection and recruitment . 6.performance appraisal . 7.training and development . 8.multifarious use
merit and demerit
Yes I would like to update my file
meaning of Job evaluation :- Job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organisation. It tries to make a sys…tematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. Job evaluation needs to be differentiated from job analysis . Job analysis is a systematic way of gathering information about a job. Every job evaluation method requires at least some basic job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation begins with job analysis and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs. The process of job evaluation involves the following steps: â¢ Gaining acceptance: Before undertaking job evaluation, top management must explain the aims) and uses of the programme to the employees and unions . To elaborate the programme further, oral presentations could be made. Letters, booklets could be used to classify all relevant aspects of the job evaluation programme. â¢ Creating job evaluation committee: It is not possible for a single person to evaluate all the key jobs in an organisation. Usually a job evaluation committee consisting of experienced employees, union representatives and HR experts is created to set the ball rolling. â¢ Finding the jobs to be evaluated: Every job need not be evaluated. This may be too taxing and costly. Certain key jobs in each department may be identified. While picking up the jobs, care must be taken to ensure that they represent the type of work performed in that department. â¢ Analysing and preparing job description : This requires the preparation of a job description and also an analysis of job needs for successful performance . â¢ Selecting the method of evaluation: The most important method of evaluating the jobs must be identified now, keeping the job factors as well as organisational demands in mind. â¢ Classifying jobs: The relative worth of various jobs in an organisation may be found out after arranging jobs in order of importance using criteria such as skill requirements, experience needed, under which conditions job is performed, type of responsibilities to be shouldered, degree of supervision needed, the amount of stress caused by the job, etc. Weights can be assigned to each such factor. When we finally add all the weights, the worth of a job is determined. The points may then be converted into monetary values. Installing the programme: Once the evaluation process is over and a plan of action is ready, management must explain it to employees and put it into operation. â¢ Reviewing periodically: In the light of changes in environmental conditions (technology, products, services, etc.) jobs need to be examined closely. For example, the traditional clerical functions have undergone a rapid change in sectors like banking , insurance and railways , after computerisation . New job descriptions need to be written and the skill needs of new jobs need to be duly incorporated in the evaluation process. Otherwise, employees may feel that all the relevant job factors - based on which their pay has been determined - have not been evaluated properly. For job evaluation to be practicable it is necessary :- that jobs can be easily identified that there are sufficient differents between different jobs; and that agreements no the relative importance or worth of different jobs can be negotiated between the enterprise and its employees and/or their representatives.
The advantages of job evaluation are as follow: Job evaluation is: -Objective and logical -It is fair, it eliminates any managerial bias -It is viewed favourably by i…ndustrial tribunals
implementaion of quite simple methods can be costly and time consuming it subjectiviyty it relies on the human judgement, thus the human influence can not be ruled out.
An evaluation system refers to a system or program that is used todetermine the importance, or worth of something.
Hay system evaluate personnel on their knowledge of the job, their responsibility, and their ability to solve problems, but this is difficult to use in administrative work, be…cause in these kind of works such as managing the result can't be seen easily and also tangible and the product cant be seen directly. So to evaluate the performance without reference to an evaluation system based on points or factors. I wish I could answer your question.
Job evaluation is a methodical way of shaping the value/worth ofa job with respect to other jobs in an organization. It tries toconstruct a methodical comparison between jobs …to evaluate theircomparative importance for the rationale of establishing a balancedpay structure. Job evaluation needs to be differentiating from jobanalysis because JA is a systematic way of congregation ofinformation about occupation. Every job assessment method requiresat least some fundamental job analysis in order to provide truthfulinformation about the jobs anxious. Thus, job evaluation beginswith job analysis and ends at that point in time where thesignificance of a job is determined for achieving payevenhandedness between jobs. Several methods such as job ranking,job grading, and factor comparison are employed in jobevaluation.
"Evaluate a system" could mean several different things. I am somewhat confused as you asked this question under the following categories: Database Programming, Algebra and Ca…lculus. Under Database Programming, I am not sure. However, I would imagine it would mean to describe the effectiveness of the system that has been put in place. If this does not answer your question, you will have to be more specific and ask your question in plain and proper English. Under algebra or calculus, "evaluating a system" would probably mean to determine the values of any unknown variables/constants in a system of equations or functions.
A job evaluation must assess skills, not the personality of the individual. To be sure an evaluation properly evaluates skills, the supervisor / manager must be able to clearl…y define: . What specific skills will be evaluated. . Specific goals related to those skills. . Specific objectives to meet those goals. As well, job evaluations can address common issues of employment, such as: . promptness . tardiness . absenteeism . improper call-offs . overuse of "sick" time . appearance . dress code and infractions . friendliness / helpfulness To be fair, every employee must have a clear understanding of his/her job responsibilities AND policies governing employment. Then the evaluation process uses those standards to determine whether the employee is meeting, falling below, or exceeding the expectations for responsibilities AND policies. Sometimes, employees have mixed job evals. For example, a worker receives high praise for her attitude, helpfulness, and politeness toward customers-- yet, she is persistently tardy. Or, an employee is punctual for every work day-- but he is rude and condescending to customers, his peers, or his bosses. The best job evaluations don't just mark how a person is performing the job, but gives feedback on how to improve areas of weakness. An eval can be a teaching tool, as well as be a tool for future disciplinary measures. New goals should be set as a part of the evaluation process, so both the employee and "the boss" have a clear understanding of expectations. A boss should also specify how long an employee has to improve, and schedule the length of time before the next evaluation (3 mos, 6 mos).
In Business & Finance
Job evaluation is system that is prepared for the evaluation of the employees. And the performance of the employees according to the evaluation system.
In Business & Finance
Success is reaching your little goals one at a time in order to be closer to your dream, not your bosses dream.
In Job Applications
Best answer to the interview question "How do you evaluate success?job success.
The purpose of a job evaluation is to produce a defensive ranking of jobs on which a rational and acceptable pay structure can be built. It tries to assess jobs and not people….