Job analysis for reward evaluation is a methodology used to identify the intrinsic and extrinsic prizes in places of work. The procedure involves comparing employees better with different job positions. This improves the recruitment process whereby the employer can make the job more appealing to the job seekers. Job analysis involves studying, recognizing, and gathering comprehensive material linking to a specific occupation’s procedures and tasks that indicate the profession’s skills, experience, capability, and other work features (Augustine, Ejeje, John, RichaNsor, & Nwuguru, 2021). It is used to improve leaflets such as occupation descriptions, job stipulations, job assessment, and performance values for better business performance. Intrinsic reward focuses on employees’ psychological aspect that results from their work performance such as the satisfaction that their contribution is essential to other people’s lives. At the same time, extrinsic reward involves financial and non-financial rewards. The rewards are issued based on the job seniority, performance grading, and skills (Martocchio, 2011). This paper focuses on job analysis for reward evaluation, the decision to conduct a job evaluation analysis, the factors that will need to be considered, the process of collecting information about the job, and the relative evaluation factors.
The professionals carry out job evaluation analysis to identify dissimilarities in the comparative value among a set of occupations and to establish salary differences consequently. Whereas job examination is almost purely evocative, work evaluation also indicates the organization’s values and urgencies on the numerous positions. Based on the dissimilarities in the results and the organization’s priorities, directors can form pay disparities for almost all the job vacancies within the organization (Augustine et al., 2021). The factors to be considered include skills that involve the number of years one has had experience in the field, their level of education as well as their ability to deliver. On the other hand, responsibilities (which involve numerous direct reports, financial commitment, and the responsibilities that come with the occupation).
Job evaluation analysis is all about collecting data which is obtained from the analyzing the job position and the corporate performance associated with it. Job analysis as a process involves gathering, evaluating, and organizing details of concerning job positions. This helps in creating foundations for work descriptions, job specifications, evaluations, and statistics. This is useful information when it comes to hiring new employees, training them, and evaluating their performance (Armstrong, 2020). The focus of job analysis is on what employees accomplish and achieve.
Managers or job analysts should always grasp the dynamic nature of the work employment to properly the nature of a job position. Assemble the details about job positions to determine the roles that the preferred are responsible for and the risks they face. Production that is anticipated entails creating a thorough description of the task at hand—identifying the relationship between certain professions and determining the knowledge and aptitude required to perform the roles defined by the position. Job content is defined by the foundation of job descriptions and specifications. On this foundation, Voskuijl considered job analysis to be the center of nearly all human resource management strategies (Voskuijl, 2017). The job content explains the task’s core tasks, making it a valuable tool for people to price occupations and comply with various employment rules
Another method is market competitiveness. This one is all about market-competitive pay systems. Pay schemes that are competitive in the market play an important role in attracting and maintaining the best personnel. Based on the results of compensation surveys, compensation specialists create market-competitive remuneration structures (Augustine, 2021). Compensation surveys gather and evaluate compensation data from rivals. Traditionally, compensation surveys have focused on competitors’ wages and salary practices. Employee benefits are frequently a primary aims of surveys, as they are an essential component of market-competitive compensation structures. Remuneration surveys are significant because they allow for compensation to be determined. Professionals need to get an accurate picture of how competitors pay their employees. Compensation specialists would have to rely on conjecture to construct market value without compensation survey data.
The third method involves job specification and corporate performance, a well-organized factual statement on a particular work that explains the minimum human attributes required to do the job (Augustine, 2021). It’s a written record of the qualifications needed in a particular worker for a specific job, job description or workforce. A job specification is a detailed list of the most important aspects of a role in a job. It is inclusive of but not limited to the overview of the duties and responsibilities of the employee, the minimal requirements and qualifications necessary to fulfill the expectations of the position (Augustine, 2021). A job specification is thus a document that compares a job description with the human qualifications with the primary aim of selecting the best candidate to assume the position. This is a personnel standard that specifies the level of quality necessary for satisfactory performance.
Job evaluation is one of the best tools that a personnel manager can use as a way or a strategy to avoid any inconsistency that may come around as far as the job rate is concerned. In addition, proper analysis of the same is conducted to achieve a uniform structure in the wages offered by employers for specific positions in the industry. Thus, a job evaluation and analysis is the way to determine the worth of a particular job when compared to another place in the same institution.
Apart from the above-discussed factors, job analysis for reward evaluation has a lot of benefits associated with it. Both the employee and the employer get to benefit from the process. First of all, job analysis for reward evaluation is a way of ensuring transparency as far as pay decisions are concerned. Job evaluation creates an environment where vital decisions about a job position can be made. Information about the facts and the job is evaluated similarly, which translates to both employees and managers understanding how decisions are made (Boella & Goss-Turner, 2019). This way, a conducive work environment is and hence performance is realized.
Secondly, job evaluation for reward helps institutions and organizations from around the world to achieve a system of payment that is fair. Extensive analysis of the same contributes to the adoption of various pay structures. In addition, among the benefits of job evaluation and analysis is that it ensures that the payment levels in the institutions become externally competitive to the outside world (Boella & Goss-Turner, 2019). Although unique job titles and descriptions exist that majorly depend on the employer, job evaluation for reward evaluation ensures that the internal positions can accurately match the external market. As a result, similar roles in different institutions can be comparable, which defines the market value of the independent posts.
Lastly, job evaluation is the only way to achieve equity as far as gender equality is concerned. According to the Equal Pay Provisions of the Equality Act 2010, employees working in the same environment and dispensing equal work capabilities should receive equal pay irrespective of whether they are men or women. Through the job evaluation process, accurate data guarantees equal payment is realized.
References
Armstrong, M. (2020). Human resource management practice. Kogan page limited.
Martocchio, J. J. (2011). Strategic compensation: A human resource management approach. Pearson Education India.
Augustine, E., Ejeje, E., John, O., RichaNsor, E., & Nwuguru, M. (2021). Correlation Between Job Analysis and Corporate Performance of Business Organizations in Nigeria: A Study of Niger Mill Plc Calabar. International Journal of Entrepreneurship and Business Innovation, 4(1), 61-81.
Boella, M. J., & Goss-Turner, S. (2019). Job evaluation. In Human Resource Management in the Hospitality Industry (pp. 259-268). Routledge.
Voskuijl, O. F. (2017). Job analysis: Current and future perspectives. The Blackwell handbook of personnel selection, 25-46.