Job Evaluation


The concept describes job evaluation as a process aimed at improving procedures and establishing fair reward systems. The concept summarises the benefits and offers recommendations and case evidence to help managers successfully alter process within their organisation.

Technique Overview

Job Evaluation

Job Evaluation Definition

Job evaluation describes "a systematic process that enables the design and establishment of human resources improvement procedures and fair reward systems" and thereby "concerns the assessment of a value system that encapsulates the importance of the parameters that reflect the global responsibilities and duties of a job" (Spyridakos et al., 2001: 376). In other words, job evaluation is a tool to design effective compensation plans (Das and Garcia Diaz, 2001). If used correctly it helps "to provide a firm base on which to build an equitable wage and salary structure" (El Hajji, 2011a:8).

Job Evaluation Description *

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Business Evidence

Job Evaluation Strengths *

Job Evaluation Weaknesses *

Examples of Job Evaluation *

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Business Application

Job Evaluation Implementation *

Success Factors of Job Evaluation *

Measures of Job Evaluation *

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Professional Tools

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Further Reading

Job Evaluation Web Resources *

Job Evaluation Print Resources *

Job Evaluation References (4 of up to 20) *

  • Arnault, E J., Gordon, L., Joines, D.H. and Phillips, G.M. (2001) An Experimental Study of Job Evaluation and Comparable Worth. Industrial and Labor Relations Review, Vol. 54(4), pp. 806-815.
  • Bertero, P., Carenzo, P., Franchino, J. and Turolla, A. (2009) The Introduction of Job Evaluation System in an Italian university. The case of A. Avogadro University. Economia Aziendale, (3), pp. 11-41.
  • Das, B. and Garcia-Diaz, A. (2001) Factor Selection Guidelines for Job Evaluation: A Computerized Statistical Procedure. Computers and Industrial Engineering, Vol. 40(3), pp. 259-272.
  • El-Hajji, M. (2011a) An Analytical Approach to the Unequivocal Need of Organizations for Job Evaluation. International Journal of Business and Social Science, Vol. 2(18), pp. 8-13.

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