Article Abstract:
Job evaluation is intended to create a hierarchy of jobs so that rational pay structures can be developed and maintained. The abilities job-holders are not considered in job evaluation, nor is it concerned directly with pay levels (although a basis for comparing pay and benefits may be provided by job evaluation techniques). The time required for job evaluation means the benefits to the organization must be significant, and the methodology used must be the best for the company. The British Equal Pay Act's equal value amendment means that any woman can claim equal pay with any man, if she believes the work of both are equal in terms of effort, skill, and decision-making. This and two other recent factors affecting job evaluation are described: the changing nature of jobs and the increasing balance across hierarchical and occupational boundaries.
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Article Abstract:
A comprehensive job evaluation scheme carried out for the manual workers employed by local governments in the UK is discussed. The revised pay and grading structure is noteworthy because it attempted to give equal value to jobs that are predominantly held by women and jobs that are predominantly held by men. Previous manual job evaluations tended to over-emphasize the physical effort required by the work, while slighting the importance of jobs in which the worker is responsible for the well-being of another person. As a result, nursing assistants, school cooks, and domestic helpers, who are mostly women, tended to earn much less than gardeners and road workers, who are mostly men. The process of revising the pay and grading structure to be more equitable is discussed.
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Article Abstract:
Long-term salary agreements based on forecasts of future inflation rates continue to be popular, but human resources personnel should be careful when relying on inflation forecasts. Retail Prices Index-linked agreements, which offer such benefits as improved industrial relations and decreased time spent on collective bargaining, can cause problems when the actual inflation rate is higher than the anticipated rate. Human resources personnel can reduce the uncertainty of forecasts by studying the averages of several forecasts, assuming that the worst-case scenario will occur, and not placing too much emphasis on forecasts.
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