Job evaluation systems and pay grade structures: do they match?

Sliedregt, T. van; Voskuijl, Olga F.; Thierry, Hk.

doi:10.1080/09585190110083811

Cited by 8 publications

(3 citation statements)

References 1 publication

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“…23 Traditional evaluation of jobs, seniority and authority are criteria in algorithmic patterns: job evaluations require that job value scores match pay grade structures and provide a prediction of basic wages. 24 However, evaluations of jobs do not necessarily fit all positions within an organization; internal equity and hierarchical position count in algorithmic patterns. 25 Algorithmic patterns rely heavily on traditional evaluations of jobs, base salary and benefits, with minimal variable rewards and an emphasis on internal equity and hierarchical position as the basis of rewards.…”

Section: Algorithmic Reward Patternsmentioning

confidence: 99%

Perceptions of Justice in Extrinsic Reward Patterns

Chen

2011

Compensation & Benefits Review

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Effective extrinsic rewards foster a positive culture within organizations. The current study reviewed algorithmic/ experiential reward patterns and perceptions of justice in four businesses to gain insight into the perceptions of employees with regard to justice. Results indicate that perceptions of justice vary according to patterns in extrinsic rewards. This study also discovered that employees perceive fairness according to characteristics specific to the organization and industry. Managers must understand how employees perceive justice to determine the most effective means with which to implement extrinsic rewards, according to two distinct patterns. Suggestions for practical implementation and future research are also provided. Keywordsperceptions of justice, extrinsic rewards, direct/indirect rewards, reward patterns, algorithmic/experiential pattern can help managers to create a climate of fairness and improve the effectiveness of granting rewards. Following a review of the literature related to reward patterns, we then investigate this issue in four separate businesses. Finally, we provide suggestions and implications for practitioners and future research.

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Section: Algorithmic Reward Patternsmentioning

confidence: 99%

Perceptions of Justice in Extrinsic Reward Patterns

Chen

2011

Compensation & Benefits Review

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“…This is not inconsistent with research by Smith et al (1989) showing that job title can affect job evaluation results. Further evidence from Van Sliedregt et al (2001) found that whereas there may be considerable consistency in ranking of job evaluation results, there is greater sensitivity to pay grade classification resolving that care should be taken in analysing the results of job evaluation to determine pay. The research suggests that results in some part depend on organisational pressures or existing prejudices.…”

Section: The Literaturementioning

confidence: 99%

The role of job evaluation in determining equal value in tribunals

Gilbert

2005

Employee Relations

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Purpose -Aims to identify standards set for job evaluation and assess the use of job evaluation by its executors. Design/methodology/approach -Before examining the Employment Tribunals' approach, focuses on research already undertaken with a view to assessing job evaluation methods as an approach to achieve pay equity. Examines the establishment of standards set by case law and goes on to consider the way in which job evaluation methods have been used in employment tribunal cases, how the standards apply, and whether there are wider issues being considered. Findings -Finds that in addition to determining equal pay, in some cases job evaluation has acted as a barrier or weapon against those making such a claim. The standards set for job evaluation appear to have been used variably in determining that the jobs are not equal in value under the guises of no reasonable grounds, material factor defences and in Tribunal decision making. Originality/value -Demonstrates that job evaluation as a tool can and does provide the means of assessing jobs to make an equal value decision. However, at times it appears not be used, thoroughly or methodically.

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“…Multiple methods of job evaluation were reviewed to have a plausible framework for interpreting the prediction of job worth with these job analysis data (Zollitsch & Langsner, 1970;Tompkins, Brown, & McEwen, 1990;Van Sliedregt, Voskuijl, & Thierry, 2001 (Tompkins, et al, 1990) and the 4-factor occupational work leveling system of the National Compensation Survey2 seem to fit current collection of data for job analysis. In particular, precise factor weights were provided by Tompkins, et al (1990) and can be used for comparison.…”

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confidence: 99%

Job Compensable Factors and Factor Weights Derived from Job Analysis Data

et al. 2007

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Government data on 1,039 job titles in Taiwan were analyzed to assess possible relationships between job attributes and compensation. For each job title, 79 specific variables in six major classes (required education and experience, aptitude, interest, work temperament, physical demands, task environment) were coded to derive the statistical predictors of wage for managers, professionals, technical, clerical, service, farm, craft, operatives, and other workers. Of the 79 variables, only 23 significantly related to pay rate were subjected to a factor and multiple regression analysis for predicting monthly wages. Given the heterogeneous nature of collected job titles, a 4-factor solution (occupational knowledge and skills, human relations skills, work schedule hardships, physical hardships) explaining 43.8% of the total variance but predicting only 23.7% of the monthly pay rate was derived. On the other hand, multiple regression with 9 job analysis items (required education, professional training, professional certificate, professional experience, coordinating, leadership and directing, demand on hearing, proportion of shift working indoors, outdoors and others, rotating shift) better predicted pay and explained 32.5% of the variance. A direct comparison of factors and subfactors of job evaluation plans indicated mental effort and responsibility (accountability) had not been measured with the current job analysis data. Cross-validation of job evaluation factors and ratings with the wage rates is required to calibrate both.

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Job evaluation systems and pay grade structures: do they match?

Cited by 8 publications

References 1 publication

Perceptions of Justice in Extrinsic Reward Patterns

Perceptions of Justice in Extrinsic Reward Patterns

The role of job evaluation in determining equal value in tribunals

Job Compensable Factors and Factor Weights Derived from Job Analysis Data

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