13 Chapter 2: Critical Literature Review 2.1 ... - Dissertation

17Armstrong and Baron said that “Job evaluation is a systemic process for defining therelative worth of jobs within an organization” (1995). This has been used to conclude that jobevaluation is a coordinated plan that has been used to methodologically ascertain data, leading tosuitable conclusions. These conclusions have provided the means to conclude the value ofvarious jobs within an organization. These values assess the contribution to the workplace by thespecified jobs and not the people themselves. In effect, it would not show the value of the jobwithin the market in which the company has been said to be competing; rather, it would show thehierarchy of the job within the organization. Thus, it is contended that job evaluation does nothave any direct link to pay equity when related to the market, but it is used to determine internalequity among other jobs in an organization (Armstrong and Baron, 1995, pp.13-15).The main purpose of job evaluation has included the following:• Quantify the constant quantity of job significance in a manner that is understood byeveryone• Involve managers from the commencement until its dispensation and its eventualmodification• Quantify the significance of the job itself and not the individuals who are doing it• Pertain to broad clusters in functional groups (Armstrong and Baron, 1995, p.16).2.4.1 Basic ApproachThe basic approach toward job evaluation begins with decisions made by theadministrative body regarding the nature of the organization. Decisions need to be madeconcerning the number of jobs required and how many of them need to be evaluated.Additionally, there have been decisions regarding which schemes need to be employed in theseevaluations, whether they must be done on a case-to-case basis or using separate with different