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Journal articles on the topic 'Job evaluation'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

Mittal, Dr Santosh, Dr Prativindhya Saini, and Dr Renu Jain. "A Conceptual Study of Job Evaluation." International Journal for Research in Applied Science and Engineering Technology 11, no. 7 (July 31, 2023): 1315–22. http://dx.doi.org/10.22214/ijraset.2023.54881.

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Abstract: Job evaluation is the systematic process of determining the relative value of different jobs in an organization. The goal of job evaluation is to compare jobs with each other in order to create a pay structure that is fair, equitable, and consistent for everyone. In simple worlds, job evaluation is the rating of jobs in an organization. This is the process establishing the value or worth of jobs in a job hierarchy and compares the relative intrinsic value or worth of jobs within an organization. According to the International Labour Organization (ILO), “job evaluation is an attempt to determine and compare the demands which the normal performance of a particular job makes on normal workers, without taking into account the individual abilities or performance of the workers concerned”. In this article, we will focus on the process of Job Evaluation and the methods of Job Evaluation analytical and non- analytical methods along with their managerial implications.

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Schwab, Donald P. "Job Evaluation." Industrial and Labor Relations Review 41, no. 2 (January 1988): 323. http://dx.doi.org/10.2307/2523654.

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Kaupins, Gundars. "Influence Of Job Familiarity On Job Evaluation Ratings." Journal of Applied Business Research (JABR) 6, no. 3 (October 21, 2011): 80. http://dx.doi.org/10.19030/jabr.v6i3.6293.

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The effect of job familiarity on job evaluation ratings was investigated. Data came from a survey of 222 personnel specialists and middle to upper level managers. The results failed to show significant associations between various measures of job familiarity and job evaluation ratings of 7 jobs.

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Naughton, Thomas J. "Effect of Female-Linked Job Titles on Job Evaluation Ratings." Journal of Management 14, no. 4 (December 1988): 567–78. http://dx.doi.org/10.1177/014920638801400407.

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In this study an experiment was performed to test whether sex role stereotyping evoked through female-linked job titles might influence job evaluation ratings. One hundred and ten subjects who had received training in job evaluation procedures rated two jobs on nine factors commonly used in job evaluation plans. For one half of the subjects the job titles for the two jobs were changed to reflect a female sex linkage. The results indicate that one of the two jobs with a femalelinked job title received 5.6% fewer total points. A key finding was that, in comparison to the sex-linkage effects, a large proportion of variance in ratings reflected between job differences. Where bias occurred, however, it appeared to be based on job contentfactors (effort and responsibility required) rather than skill or human capital (education and experience)factors. Potential implications for managers as well as limitations of the research are discussed. Suggestions for future research are also noted.

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Jamil, Amber, Tasneem Fatima, and Bilal Mirza. "The Job Complexity Effect on Job Outcomes: The Role of Positive Core Self-Evaluation as Moderator." Lahore Journal of Business 6, no. 1 (September 1, 2017): 41–70. http://dx.doi.org/10.35536/ljb.2017.v6.i1.a3.

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This paper examines the moderating effect of positive core self-evaluation (CSE) in the job complexity and job outcomes (job satisfaction, job performance and job creativity) relationship, using a sample of 295 workers from various public and private sector organizations in Pakistan. The results show that a positive relationship is found between job complexity with job satisfaction, job performance and job creativity. Positive CSE moderates the job complexity and job outcomes (job satisfaction and job creativity) relationship and strengthens the positive relationship between job complexity and these outcomes. However, it does not moderate the job complexity and job performance relationship. The results suggest that individuals with elevated CSE due to positive self-evaluations respond more positively to the challenge stressor of JC and tend to become not only more satisfied with their jobs, but also more creative.

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Lewis, Chad T., and Cynthia Kay Stevens. "An Analysis of Job Evaluation Committee and Job Holder Gender Effects on Job Evaluation." Public Personnel Management 19, no. 3 (September 1990): 271–78. http://dx.doi.org/10.1177/009102609001900304.

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In a study designed to examine the impact of knowledge of a job holder's gender and the dominant gender of a job evaluation committee on job evaluation ratings, knowledge of job holder gender was found to significantly bias committee ratings. The same position was rated more highly when it was held by a male than when it was held by a female, regardless of whether the job evaluation committee was dominated by males or females. This evidence of gender-based discrimination underscores the importance of maintaining anonymity of job holders when conducting job evaluation. Unavoidable bias, which may occur in smaller organizations where the identities of job holders are known, suggests that mandating job evaluation as a means of implementing of comparable worth may be only a partial solution at best.

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EL Hajji, Muhammad Ali. "Protocol of Job Evaluation: A Bird's Eye View." International Journal of Human Resource Studies 2, no. 1 (January 5, 2012): 27. http://dx.doi.org/10.5296/ijhrs.v2i1.1248.

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Job evaluation has become one of the most systematic and rational paths for an organization’s fair and equitable wage and salary determination. It has become a reality within an organization’s wage and salary administration. This article tries to investigate the inside concepts, dimensions, premises, and process of job evaluation. It extends to include the universality of job evaluation as a common phenomenon in organizations, particularly large ones. In view of this, this article explores and discusses the variety of ways in which job evaluation is viewed and defined. It also provides a sound understanding of the theoretical / philosophical context of job evaluation. In so doing, the article examines the combination of the conceptual and technical aspects involved in the job evaluation process, which demand good management sense and skill. Keywords: Job evaluation, Dimensions, Jobs comparison, Prerequisites, Relativities, Different views, Elements and Stages, Universality.

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Dwivedi, Sheema. "Industrial Psychology: Job Analysis and Job Evaluation." International Journal for Research in Applied Science and Engineering Technology 9, no. 10 (October 31, 2021): 1708–11. http://dx.doi.org/10.22214/ijraset.2021.38674.

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Terzis, Vasileios, and Anastasios A. Economides. "Job Site Evaluation Framework (JSEF) and comparison of Greek and foreign job sites." Human Systems Management 24, no. 3 (August 3, 2005): 223–37. http://dx.doi.org/10.3233/hsm-2005-24305.

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Job sites are emerging as a successful way of job finding and filling. Job seekers are using job sites to find appropriate jobs. Recruiters are using job sites to find appropriate employees. This paper provides a Job Site Evaluation Framework (JSEF) both from the job seeker and the recruiter point of view. This framework may be useful for job seekers, recruiters and job site designers. Furthermore, the paper evaluates the state of Greek job sites in comparison to foreigner ones. Guidelines and proposals for job sites improvement are given.

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Chen, Y., C. Jing, and G. Xu. "A COMPREHENSIVE MEASUREMENT MODEL FOR JOB-HOUSING BALANCE CONSIDERING SPATIAL INTERACTIONS: A CASE STUDY IN SHANGHAI." ISPRS Annals of the Photogrammetry, Remote Sensing and Spatial Information Sciences X-1/W1-2023 (December 5, 2023): 311–18. http://dx.doi.org/10.5194/isprs-annals-x-1-w1-2023-311-2023.

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Abstract. Assessing jobs-housing balance (JHB) is crucial for the optimization of urban spatial pattern and transportation planning. However, due to the limitations of traditional data and the inability to integrate evaluation indicators, the evaluation results may be bias, conflicting with common sense. Considering interaction of multiple factors, a Job-housing balance measurement model (JHBM-SEM) was proposed to accurately evaluate the degree of JHB in a certain area. To address the problem of multi-indicator fusion, the structural equation model is used to incorporate the advantages, limitations and complementary relationships of each evaluation indicator into the evaluation process. A function relationship is defined between factor loadings, path coefficients, and variable scores to construct the measurement model and obtain comprehensive evaluation results. In addition, by integrating multi-source spatiotemporal big data mainly based on mobile signaling data, the paper can effectively mine the current status of job-housing balance in cities, and solve problems such as low precision and granularity of traditional data. The model was validated using Shanghai as an example, and the results show that compared with classical methods, the model's results are more consistent with the real situation of regional jobhousing patterns. It can identify the pseudo-balance phenomenon in underdeveloped areas of the suburbs and make reasonable evaluations, and the intermediate process can explain the direction of the imbalance factors in the region.

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Vetrakova, Milota. "Performance evaluation in the hotel industry." Tourism and hospitality management 2, no. 1 (July 15, 1996): 179–85. http://dx.doi.org/10.20867/thm.2.1.17.

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The job analysis, which is a basic foundation of the evaluation process, is not a bureaucratic tool, but the element of an effective leadership. Due to the variety of jobs, high turnover of employees, superiority of subjective factors, and a strong dependence of work activities on customers' demand, the job analysis in the hotel industry is rather necessary.

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12

Gupta, Nina, and G. Douglas Jenkins. "Job evaluation: An overview." Human Resource Management Review 1, no. 2 (January 1991): 91–95. http://dx.doi.org/10.1016/s1053-4822(05)80001-4.

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Eargle, Fred L. "Job evaluation by computer." Computers & Industrial Engineering 13, no. 1-4 (January 1987): 309–11. http://dx.doi.org/10.1016/0360-8352(87)90103-3.

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Alidrisi, Hisham. "An Innovative Job Evaluation Approach Using the VIKOR Algorithm." Journal of Risk and Financial Management 14, no. 6 (June 16, 2021): 271. http://dx.doi.org/10.3390/jrfm14060271.

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Fairness is a key issue that requires the attention of human resource management practitioners. Having a robust methodical procedure for identifying the value of job positions in an enterprise is essential. Consequently, there is a need for a job evaluation system that ensures fair compensation for each position. A poorly defined job evaluation system creates the dilemma of mismatches between employees and their competencies for their responsibilities and, accordingly, their wages. This results in employee dissatisfaction, which ultimately exacerbates attrition, which is costly because of the loss of talented employees. This paper proposes a VIKOR algorithm as an innovative approach to job evaluations. Engineering-related positions in an international aviation company were analyzed to illustrate the appropriateness of the proposed approach for managing the job evaluation dilemma. The results indicate that 29 job grades would be appropriate for this firm. In addition, the proposed algorithm was found to be superior to other multiple-criteria decision-making techniques at managing the job evaluation dilemma.

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Davis, Kermit R., and William I. Sauser. "A Comparison of Factor Weighting Methods in Job Evaluation: Implications for Compensation Systems." Public Personnel Management 22, no. 1 (March 1993): 91–106. http://dx.doi.org/10.1177/009102609302200107.

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Job evaluation has received a great deal of attention recently, in part because of its potential role in the gender-related pay equity issue. Investigators have been particularly interested in such psychometric characteristics of job evaluation instruments and plans such as reliability, gender bias, construct validity, and predictive accuracy. One aspect of job evaluation methodology that could directly affect compensation systems is the weighting of factors in scoring jobs. However, very little information exists in the compensation literature about the differential effects of alternative weighting methods or the psychometric parameters that may contribute to such differences. The present article reviews past psychometric research related to weighting, and presents evidence of the salary effects of four different weighting methods examined in an applied job evaluation setting. The study sample consisted of 52 jobs in a municipal government. The four weighting methods were: (1) an unweighted raw score composite, (2) equal unit weights, (3) committee-judgmental weights, and (4) multiple regression weights. Results indicated high agreement among the 4 methods in terms of ordinal rankings of the pay rates for the 52 jobs. However, when jobs were classified into pay grades using the alternative weighting models, distinct differences occurred. Particularly relevant was a finding that the weighting models differed in their relative impact on male and female dominated jobs. The article discusses generalizability issues and recommendations to practitioners concerning weighting methodology in job evaluation projects.

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Eraslan, Ergün, and Kumru Didem Atalay. "A New Approach for Wage Management System Using Fuzzy Brackets in Industry." Mathematical Problems in Engineering 2013 (2013): 1–11. http://dx.doi.org/10.1155/2013/207032.

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Job evaluation is used to determine the relative importance of each job in a company in order to structure an accurate wage management system. Job evaluation can be also defined as a multicriteria decision-making problem. However, according to the diversity of managers’ assessment, the evaluation processes are often resulting in pay inequity. This outcome can be circumvented by utilizing a fuzzy job evaluation system. In this study, one of the more robust multicriteria decision-making methods, Fuzzy Analytic Hierarchy Process (FAHP), is performed in job evaluation system in order to rank predetermined 13 criteria. The fuzzy wage brackets are developed and inserted into the process which is obtained from the results of mathematical model to designate the bounds for predefined 86 jobs. Eventually an accurate payment system is proposed for a company in steel industry by using Fuzzy Regression Analysis (FRA).

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Cooper, Elizabeth A., and Richard W. Scholl. "Reliability of job evaluation: Differences across sex-typed jobs." Journal of Business and Psychology 4, no. 2 (1989): 155–65. http://dx.doi.org/10.1007/bf01016438.

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Riascos, Carmen Elena Martínez, Nathalia Lamari, Jéssica Mayumi Takeshita, Carlos Sobrinho, and Ana Paula Perfetto-Demarchi. "COGNITIVE JOB EVALUATION: APPLYING THE COGNITIVE JOB ANALYSIS TECHNIQUE." Revista Ação Ergonômica 16, no. 2 (2022): 1–9. http://dx.doi.org/10.4322/rae.v16n2.e202218.en.

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Howard, Ninica, Stephen Bao, and Jia-Hua Lin. "Development of Industry-Specific Physical Job Evaluation Tool." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (September 2018): 1629–30. http://dx.doi.org/10.1177/1541931218621368.

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Background According to Washington State workers’ compensation data, construction as an industry ranked first in its compensable claims rate of work-related musculoskeletal disorders (WMSD) injuries (Anderson, Adams, Bonauto, Howard, & Silverstein, 2015). Many current physical job assessment tools available for ergonomics practitioners to evaluate work-related musculoskeletal disorder risks of the back, shoulder, hand/wrist and knee are mostly of general purposes. This project sought to identify risk factors pertinent to given industries. The construction industry is used as an example in this demonstration. Approach Four hundred thirty-six construction employees from sixteen companies in the State of Washington were observed and evaluated using commonly used exposure assessment tools: Washington State Checklists (Washington State Department of Labor and Industries, 2004a, b), Strain Index (Moore & Garg, 1995), American Congress of Governmental Industrial Hygienists Lifting Threshold Limit Values (ACGIH, 2005), Liberty Mutual Manual Materials Handling Guidelines (Snook & Ciriello, 1991), Quick Ergonomics Checklist (David et al, 2005; David et al, 2008), and the European Union Vibration Directives (EU, 2002). The physical risk factors that were evaluated are those that have been associated with WMSDs. These risk factors included: awkward postures of the back, shoulder, hand/wrist; lifting; pushing, pulling, carrying; high hand forces (pinching, griping); highly repetitive motions of the hand/wrist; repeated impacts of the hand or knee; vibration (whole body, hand); and any specific tasks with potential WMSD risks but were otherwise not covered in any of the common assessment tools. Following the results of the exposure assessments, a comprehensive physical job evaluation checklist was created by retaining items sensitive to differentiate levels of risks within jobs in the construction industry. From our job evaluations, WMSD risk factors may not be the same between industry groups and as such, industry-specific tools may simplify the evaluation process by focusing on unique exposures. The final Physical Job Evaluation Checklist is currently presented in the form of a spreadsheet available for download and use ( www.lni.wa.gov/Safety/Research/Wmsd/WMSD2010.asp ). Accompanying reference guide is also available to provide instructions how data fields can be obtained or measured. The user can print out a paper form first, record the assessment at a job site, then enter the necessary data into the spreadsheet. The algorithm then generates all the evaluation reports and highlight areas that should receive attention. The goals are to raise general awareness of industry-specific physical factors that contribute to work-related musculoskeletal disorders (WMSDs), and help identify specific aspects of the job that pose a risk for back, shoulder, hand/wrist and knee injury common in the construction industry. Using the Physical Job Evaluation Checklists can help prioritize injury prevention efforts by identifying the jobs, or the aspects of the job that pose the greatest risk of injury. It is also possible to evaluate the impact that proposed jobsite changes have on WMSD risk (before and after exposures). And finally, it is possible to compare exposures between workers performing the same or different tasks. Limitation Due to the study design, the Physical Job Evaluation Checklist IS NOT intended to predict the occurrence of WMSDs or to provide guidance or suggestions on how to mitigate exposure to risk factors of WMSDs.

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Bao, Stephen, Ninica Howard, and Jia-Hua Lin. "Are Work-Related Musculoskeletal Disorders Claims Related to Risk Factors in Workplaces of the Manufacturing Industry?" Annals of Work Exposures and Health 64, no. 2 (November 30, 2019): 152–64. http://dx.doi.org/10.1093/annweh/wxz084.

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Abstract Objectives Varied work-related musculoskeletal disorders (WMSDs) claim rates were found between companies even when they were in the same sectors with similar sizes. This study aimed to (i) identify common risk factors for back, shoulder, hand/wrist, and knee WMSDs among manufacturing jobs, and (ii) characterize the biomechanical exposures in jobs and work organizational practices between high and low WMSD claim rate companies so that more focused, industry-specific intervention strategies may be developed. Methods Using historical workers’ compensation data, manufacturing companies were divided into two paired groups (low and high in the lower 25%ile and higher 75%ile, respectively). On-site job evaluations were conducted in 16 companies to determine job biomechanical risk levels. Management and workers’ representatives in 32 paired companies were interviewed to identify possible differences between management strategies and management/worker relationships. A total of 39 injured workers were also interviewed to gather information of self-reported injury causes and suggested preventive measures. Results Analyses of 432 job evaluations showed that more jobs had higher risk levels of prolonged standing and heavy lifting in the high back WMSD claim rate companies than the low claim rate ones. No high biomechanical risk factors were found to be associated with jobs in high shoulder claim rate companies. High repetition, pinch force, and Strain Index were associated with high hand/wrist WMSD claim rate companies. High work pace and job stress were common among high knee WMSD claim rate companies. There were no statistically significant differences for the organizational factors between high and low WMSD claim rate companies. Heavy lifting, fast work pace, high hand/wrist repetition, high hand force, and awkward shoulder postures were identified as major contributing factors by the injured workers. Conclusions High WMSD claim rate companies appeared to have more high biomechanical exposure jobs than low WMSD claim rate companies. Available job evaluation methods for the low back and hand/wrists are satisfactory in quantifying job risk levels in the manufacturing industry. Research into more sensitive job evaluation methods for the shoulder and knee are needed.

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Rynes, Sara L., Caroline L. Weber, and George T. Milkovich. "Effects of market survey rates, job evaluation, and job gender on job pay." Journal of Applied Psychology 74, no. 1 (1989): 114–23. http://dx.doi.org/10.1037/0021-9010.74.1.114.

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Cousineau, Eric, Abby Ghobadian, and Michael White. "Job Evaluation and Equal Pay." Industrial and Labor Relations Review 41, no. 3 (April 1988): 480. http://dx.doi.org/10.2307/2523930.

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Benton, David. "Agenda for Change: job evaluation." Nursing Standard 17, no. 36 (May 21, 2003): 39–42. http://dx.doi.org/10.7748/ns2003.05.17.36.39.c3395.

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Buchan, James. "Job evaluation, know the score." Nursing Management 1, no. 7 (December 1994): 23–24. http://dx.doi.org/10.7748/nm.1.7.23.s21.

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Burton∗, Clare. "Job Evaluation and Gender Bias." Journal of Tertiary Education Administration 13, no. 1 (May 1991): 73–81. http://dx.doi.org/10.1080/0157603910130107.

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Risher, Howard W. "Job Evaluation: Validity and Reliability." Compensation & Benefits Review 21, no. 1 (February 1989): 22–36. http://dx.doi.org/10.1177/088636878902100104.

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Quaid, Maeve. "JOB EVALUATION AS INSTITUTIONAL MYTH." Journal of Management Studies 30, no. 2 (March 1993): 239–60. http://dx.doi.org/10.1111/j.1467-6486.1993.tb00303.x.

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Madigan, Robert M., and Frederick S. Hills. "Job Evaluation and Pay Equity." Public Personnel Management 17, no. 3 (September 1988): 323–30. http://dx.doi.org/10.1177/009102608801700308.

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Analysis of job evaluation data collected for a study of a state government classification system indicates that different job evaluation methods are likely to produce significantly different versions of an equitable pay structure. The cost of implementing “pay equity” for positions held predominantly by women is likely to vary significantly with the evaluation method employed.

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Gupta, Sandipan, and M. Chakraborty. "Job evaluation in fuzzy environment." Fuzzy Sets and Systems 100, no. 1-3 (November 1998): 71–76. http://dx.doi.org/10.1016/s0165-0114(97)00047-x.

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Weiner, Nan J. "Job evaluation systems: A critique." Human Resource Management Review 1, no. 2 (January 1991): 119–32. http://dx.doi.org/10.1016/s1053-4822(05)80004-x.

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Wilde, Edwin. "A job evaluation case history." Work Study 41, no. 2 (February 1992): 6–11. http://dx.doi.org/10.1108/eum0000000002663.

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Mahon, Darren. "Single status and job evaluation." Early Years Educator 12, no. 1 (May 2010): 6. http://dx.doi.org/10.12968/eyed.2010.12.1.47812.

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Saleem Dawood, Haitham. "Linear Programming for Job Evaluation." Engineering and Technology Journal 31, no. 2 A (February 1, 2013): 325–29. http://dx.doi.org/10.30684/etj.31.2a.9.

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Oboyski-Butler, Kathy, and Marni Schwartz. "Sharing the Job of Evaluation." Language Arts 66, no. 4 (April 1, 1989): 407–13. http://dx.doi.org/10.58680/la198924887.

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Dalache, Dalila, and Lakhdar Meddah. "The Importance of the Gradar Method in Job Analysis and Evaluation." Finance and Business Economies Review 6, no. 3 (September 24, 2022): 389–407. http://dx.doi.org/10.58205/fber.v6i3.373.

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The study aims to define and determine the importance of the Gradar approach to job analysis and evaluation in light of the lack of transparency and flexibility of some traditional methods of job evaluation, and the development of new approaches in the context of technological development and the enlarging use of information networks in order to create a practical and understandable job and an existing system that integrates the current results of work sciences and organizational theory; The study concluded with a statement of the need to develop optimal efficiency models for the organization based on graded career paths, job families and grades, and to calculate the value of the work situation, with the objectif of developing jobs, and competencies and optimal performance.

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Campion, Michael A., and Chris J. Berger. "Conceptual and Empirical Integration of Job Design and Job Evaluation." Academy of Management Proceedings 1988, no. 1 (August 1988): 268–72. http://dx.doi.org/10.5465/ambpp.1988.4981117.

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Cakmur, Hulya. "Concept and Evaluation of Job Satisfaction: Developed Job Satisfaction Index." TAF Preventive Medicine Bulletin 10, no. 6 (2011): 759. http://dx.doi.org/10.5455/pmb.20111018014747.

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Smith, Brien N., Philip G. Benson, and Jeffrey S. Hornsby. "The effects of job description content on job evaluation judgments." Journal of Applied Psychology 75, no. 3 (1990): 301–9. http://dx.doi.org/10.1037/0021-9010.75.3.301.

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Humphreys, Richard. "Occupational job evaluation. A research-based approach to job classification." Employee Responsibilities and Rights Journal 2, no. 3 (September 1989): 237–38. http://dx.doi.org/10.1007/bf01423481.

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Vann, John W., Roger D. Wessel, and Sheila A. Spisak. "Job Opportunity Evaluation Matrix: Ability to Perform and Job Attractiveness." Journal of Career Development 26, no. 3 (January 2000): 191–204. http://dx.doi.org/10.1177/089484530002600303.

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Haspul Naser, Haspul Naser, Nurwulan Kusuma Devi, and Nurul Wahdini. "Calibrating the Final Results of the Hay System of Job Evaluation Using Urgency, Seriousness, and Growth (USG) Analysis in Indonesia." Journal of Indonesian Economy and Business 37, no. 1 (January 31, 2022): 73–91. http://dx.doi.org/10.22146/jieb.v37i1.1475.

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Introduction/ Main Objectives: The research argues that the job evaluation process may not reflect a sense of justice, that is, in most cases, the decisions of the board of directors (BOD) appear to be biased. Background Problems: Lack of transparency and unfairness in job evaluations may create disharmony in the workplace. Novelty: The researchers used the Urgency, Seriousness, and Growth (USG) analysis to find the root cause of employees’ dissatisfaction because of unfairness in the final job size, which may impact the wages. The researchers were also required to be familiar and have experience with the Hay System. Research Methods: To adjust the job size and to promote fairness, the Hay System needs to be strengthened with the USG analysis. This study uses a qualitative approach and requires a more in-depth analysis to obtain the best results. Findings/ Results: The job evaluation only refers to the Hay System. The job analysis, benchmark, and survey are not used as a reference or to interview the managers. If the Hay system is solely used, the final result of the job evaluation can be biased;. therefore, it is necessary to get a second opinion to create a sense of fairness. One of the tools to calibrate the final result of job evaluation is the USG analysis. Conclusion: USG analysis is to provide a second opinion and can also strengthen the job size analysis with the job reference level.

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Jegede, A. O., and O. J. Ola-Olorun. "Evaluation of the Job Satisfaction of Hospital Pharmacists in Osun State, Nigeria." Nigerian Journal of Pharmaceutical Research 17, no. 2 (February 11, 2022): 245–56. http://dx.doi.org/10.4314/njpr.v17i2.10.

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Background: Hospital pharmacists play a crucial role in achieving favourable patient outcomes, there are however limited studies about their job satisfaction in Nigeria.Objectives: The study aimed at evaluating the job satisfaction of hospital pharmacists, factors influencing it and also sought to assess the views of policy-makers regarding the satisfaction of hospital pharmacists in Osun State, Nigeria.Methods: The study was a cross-sectional survey of 91 out of 110 practicing pharmacists in secondary and tertiary hospitals in Osun State of Nigeria. Data were collected with two sets of pre-tested questionnaire, one for the hospital pharmacists and another for policy-makers. Descriptive statistics including frequencies, percentages and weighted averages were used to summarize the data while Exact Binomial Test was used to test for relationships at 5% level of significance. Results: The factors influencing job satisfaction were found to include age of the pharmacists (ꭓ2 = 193.287, p = .000), job relevance in the hospital (Weighted Average (WA) = 4.43) and status job confers (WA = 3.95). It also showed that adequate remuneration (WA = 2.43), advancement opportunities (WA = 2.87) and time for personal life (WA = 2.88) influenced their job satisfaction. Policy-makers agreed (WA = 3.52) with the respondents that work environment favoured employee satisfaction.Conclusions: The hospital pharmacists were satisfied with their jobs. Certain aspects of the job like remuneration, advancement opportunities, time for personal life will need improvement to further increase their job satisfaction.

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MENDROFA, Cardinal Pranatal, Peringatan HAREFA, Nov Elhan GEA, Otanius LAIA, Odaligoziduhu HALAWA, and Maria Magdalena BATE'E. "Evaluation of Job Productivity Factors in the Hospitality Industry." Journal of Environmental Management and Tourism 12, no. 6 (September 30, 2021): 1504. http://dx.doi.org/10.14505//jemt.v12.6(54).07.

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This research aims to analyze the evaluation of factors in job productivity of Hospitality industry employees in Nias District, Indonesia. This research using the sample of 110 respondent’s Hospitality industry employees in Nias District, Indonesia. Data which is obtained were analyzed by using “analysis of the path”. The result of research is the influence direct of discipline and significant on job satisfaction, discipline has an influential direct on job productivity, job promotion has an influential direct on job productivity, job satisfaction has an influential direct on job productivity, discipline has an influential direct on job productivity without through job satisfaction, and job promotion does not have an influential direct on job productivity through job satisfaction, and job promotion does not have an influential direct on job productivity through job satisfaction for Hospitality industry employees in Nias District, Indonesia.

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Alindogan, Mark Anthony. "Evaluation competencies and functions in advertised evaluation roles in Australia." Evaluation Journal of Australasia 19, no. 2 (June 2019): 88–100. http://dx.doi.org/10.1177/1035719x19857197.

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This study explores the functions of professional evaluators outlined in online job advertisements. A total of 97 job advertisements were reviewed in the study. A content analysis using a Coding Analysis Toolkit developed by Shulman was conducted to identify six main evaluation functions based on the collected data. These functions are (1) evaluation and reporting, (2) providing evaluation advice, (3) evaluation capacity building, (4) communication and engagement, (5) forming partnerships and (6) leading, managing and influencing. These functions were then compared to the Australian Evaluation Society’s (AES) Core Competency Domains. Overall, there is a broad alignment between these functions and the AES Core Competency Domains. However, the analysis shows that the delivery of culturally competent evaluations and evaluation utilisation received no mention in advertised evaluation roles. The delivery of culturally competent evaluation is essential from the perspective of ethics, validity and theory, while the utilisation of evaluation findings is important for the benefit of society.

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Heneman, Robert L. "Job and Work Evaluation: A Literature Review." Public Personnel Management 32, no. 1 (March 2003): 47–71. http://dx.doi.org/10.1177/009102600303200103.

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Classification and job evaluation systems have come under attack in the public sector. A literature review was conducted to help public sector human resource professionals make informed decisions about whether or not to change or even abandon traditional classification and job evaluation systems for compensation purposes. It is concluded that traditional classification and job evaluation procedures continue to have relevance in public sector settings. However, current classification and job evaluation systems need to be broadened to adapt to the changing nature of work in public sector organizations. Recommendations to shift the focus from “job” to “work” evaluation are offered.

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Bullis, Michael, H. D. Bud Fredericks, Constance Lehman, Kathleen Paris Janet Corbitt, and Brian Johnson. "Description and Evaluation of the Job Designs Project for Adolescents and Young Adults with Emotional or Behavioral Disorders." Behavioral Disorders 19, no. 4 (August 1994): 254–68. http://dx.doi.org/10.1177/019874299401900401.

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This article describes the Job Designs Project, a 3-year model demonstration effort that provided vocational services to adolescents and young adults with emotional or behavioral disorders. Vocational trainers offered job placement, training, and support to the participants. Of the 58 participants, 46 (79%) secured competitive work and 17 of the 46 were placed in multiple job placements, resulting in a total of 78 competitive jobs. Of the 78 jobs, 51 (65%) ended successfully (e.g., the worker quit the job appropriately) and 27 (35%) ended unsuccessfully (e.g., termination or the worker quit inappropriately). A total of 17 (37%) workers were fired from jobs and 28 (61%) were fired or quit a job inappropriately. Correlational analyses revealed that four variables were associated with program success or failure: history of alcohol/substance abuse, history of running away from residential placements, use of alcohol/substances while in the program, and social problems with work supervisors and/or co-workers. Surveys of the employers who hired a worker from Job Designs indicated that they were favorably impressed with the project and its staff. Participants interviewed at exit from the program reported that, overall, they were satisfied with their own program experiences. Drawing from these results and experiences, suggestions are made for conducting effective vocational programs for this population and for future research.

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Taber, Tom D., Terry A. Beehr, and Jeffrey T. Walsh. "Relationships between job evaluation ratings and self-ratings of job characteristics." Organizational Behavior and Human Decision Processes 35, no. 1 (February 1985): 27–45. http://dx.doi.org/10.1016/0749-5978(85)90043-3.

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Lewis, Chad T. "Assessing the Validity of Job Evaluation." Public Personnel Management 18, no. 1 (March 1989): 45–63. http://dx.doi.org/10.1177/009102608901800105.

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While past research concerning the “tools and techniques” of job evaluation has had merit, there has been too little focus upon the purpose of pay as an outcome and job evaluation as a measure related to that outcome. The comparable worth debate has further “muddied the water” with regard to first determining, and then operationalizing, a basis for conducting valid job evaluation. This article asserts that job evaluation is valid to the extent it results in adequate and equitable pay in organizations. This assertion is based upon the premise that pay adequacy and pay equity facilitate employee productivity—a primary purpose for compensating people in the first place.

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Sypniewska, Barbara A. "Evaluation of Factors Influencing Job Satisfaction." Contemporary Economics 8, no. 1 (March 31, 2014): 57–72. http://dx.doi.org/10.5709/ce.1897-9254.131.

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Tompkins, Jonathan. "Comparable Worth and Job Evaluation Validity." Public Administration Review 47, no. 3 (May 1987): 254. http://dx.doi.org/10.2307/975904.

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