Job Evaluation: Point System Overview
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ScribdTranslationsJob Evaluation: Point System Overview
Translated by
ScribdTranslationsTHE POINT SYSTEM
In Job Evaluation, the Factor Point method assumes that there are some
common characteristics in each homogeneous work group, and each of them occurs with
different intensity in each of the positions.
The scoring system defines these characteristics, called factors, and the different
intensities, called degrees.
In job evaluation, the aim is to assign a degree to each position in each factor.
that fits the requirements of that one.
The value that represents this importance is called weighting and is expressed in figures.
The set of factors, degrees, and weighting constitutes the valuation manual, which is the
measuring instrument to be used.
Determined at each position the corresponding grades, equipped with their score, we will be able to
with a simple addition to have the representative value of the position.
The job evaluation method of Points by Factor is based on the analysis and
job description, this method consists of the following stages:
1. Selection of job evaluation factors.
All the jobs of a homogeneous group have certain characteristics or factors.
common, but if we were to consider human labor in all its variety, certainly,
we would obtain a long relationship. Basic factors would be.
Professional requirements
Responsibility
Effort
Working conditions Within the indicated factors, there are subfactors
2. Weighting of factors and subfactors.
The weighting of factors is done according to their relative importance, since these
they are not identical in their contribution to job performance. The weighting consists
in attributing the factors their relative weight in comparisons between positions. It is usually
use the percentage weight with which each factor will be considered in the valuation of
job positions.
This percentage will be translated into points.
3. Establishment of degrees.
Each factor defined, it is necessary to determine the number of degrees in which we can divide it.
and delimit them as precisely as possible.
4. Preparation of the Valuation Manual.
The valuation manual is the instrument that will be used to establish the importance
of each job position in relation to the others.
This manual contains the instructions for its application and the descriptions of the
factors and grades and, from their application, a score will result for each position
valued work. This score will serve as the reference for assigning positions to the
salary classes. It is, ultimately, the basis on which positions will be compensated.
5. Job Evaluation.
It is possible to go directly to the final assessment of the positions by the
valuation committee established for this purpose. However, it is advisable to make a
previous application that tests the suitability of the manual while facilitating an attempt
of scores by positions.
6. Salary Structure
With the point values for each job position, according to the results of the
job evaluation, it is possible to establish correspondence between the
score obtained for each position and its economic remuneration.
This analysis uses the salary relationship of the organization. With these
values can be drawn to a graph that shows the relationship between points and salaries
currently subscribed. It is also possible to trace the midline, that is, the line of
salary trends, which will inform us about the current salary structure.
It is also possible to know the correlation between salaries and points and the degree of
consistency of the different positions with the current salary structure.
ADVANTAGES
A graphic and descriptive scale is used, considered by many authors to be more
reliable and valid than any other procedure.
2. Your job is relatively easy, as the definitions of the degrees are drafted in
terms applicable to qualified positions.
3. The values in points show the differences between positions in numerical terms.
4. It allows for easy classification of positions into classes or categories or levels.
5. It is less susceptible to manipulation than other alternatives. The coherence and precision of the plan.
increase over time.
6. Provides consistent results.
DISADVANTAGES
A high degree of skill is required to select the correct factors and their degrees.
The distribution of weighting factors for each factor is difficult, as is the assignment.
from points to each degree.
The implementation of the system is slow and costly.
A lot of office work is required.
THE FACTOR COMPARISON METHOD
METHOD
It fundamentally consists of 'organizing' the points of a company based on its factors.
mainly, and apart from a monetary value assigned to each of the factors combining by
End both points. These factors can be:
1. Professional requirements
2. Responsibility
3. Effort
4. Working conditions
OBJECTIVE
Decide the value of the wages.
WORK DESIGN
Job design is a fundamental approach to increase work motivation.
For the configuration of workstations, Richard Hackman established a conceptual framework.
with five dimensions:
1. Variety. The degree to which the activities inherent to the position require diversity.
knowledge and skills by the staff.
2. Task identity. Degree to which the work provides the opportunity to gain a vision
full and integrative, so that it appears as an identifiable whole. That a
work from start to finish with an easily identifiable result.
3. Value of the task. Influence that the position has over others in the same organization or
of the environment. Said in terms of processes, the effect it has on internal clients and
externals.
4. Autonomy. Responsibility and independence of the worker regarding planning.
from the work and how to carry it out. Degree of self-control that can be exercised in the position.
5. Feedback. Degree to which the employee receives information about the outcome.
of his work
In job design, positions that have these characteristics in a proportion
considerable, it is said that they have been enriched. This enrichment can be of two types:
Horizontal.
The number of tasks to be performed increases, but with a level of complexity and demand in
as for similar ability. In this typology, it may happen that the work is no longer done
significant nor more satisfactory.
Vertical.
It implicitly carries the endowment of new responsibilities.
Designing the work according to the aforementioned criteria, it
employees will perceive work as more meaningful, they will feel more responsible
and they will gain greater knowledge about the outcome of their activity.
The consequence will be a higher likelihood of the process remaining stable.
since those who carry it out receive feedback on the results and thus
They can exercise greater control over it.
Another positive point is enhancing the versatility of the staff, which is exercised in
various tasks and becomes accustomed to assuming and managing responsibilities.
ACTIONS TO ENRICH A JOB POSITION
1. Organize work into meaningful groups of tasks. So that they are
perceived as an identifiable whole and with meaning in itself.
2. Combine tasks. That tasks that had been separated are given in a single position.
various, thus producing extensive work modules, which would mean an expansion
horizontal.
3. Provide relationships with customers. Facilitate contact with users of your
product or service. With its customers, internal or external, so that the employee knows
the client's requirements and the criteria under which the result of their will be evaluated
activity.
4. Vertical integration. Provide staff with the opportunity to perform different functions.
to the very execution. Allow the exercise of self-control, participation in decision-making
decisions and in the planning of their work in the process.
5. Create feedback systems. Maximum information to employees, and as direct as possible.
as far as possible, about the work they are doing and its results.
STAGES OF THE FACTOR COMPARISON METHOD
1. Selection of positions to compare.
Definition of the important factors found in most positions.
3. Selection of key positions that represent each level of importance in functions,
responsibility and skills.
4. Key positions are compared with others.
5. Values are assigned
6. They are arranged in order of importance according to the values.
ADVANTAGES
Comparability of jobs.
Scale adapted to each organization.
Easy-to-use structural scale.
- Scalar structure in monetary units without the need for conversions
later.
DISADVANTAGE
Imbalance in the grading system's foundation due to fluctuations in wages.
Change in the functions of a key position.
Complications in the construction of the scale
CONCLUSIONES
1.
2.
3. The Point by Factor method is the most applied due to its properties of objectivity. In fact
this system is evaluated as the most suitable by the International Labour Organization
(OIT) which also considers that the points methodology is the most appropriate for the valuation
of positions in the field of equality.
4. Apply the factor comparison method to better understand the level of productivity and
maintain an appropriate balance of salaries.