【正文】 cademic Institutions such as Universities ? Job Class A : Doctorate Degree with at least 10 years post doctoral experience plus relevant management experience (Faculty Head) ? Job Class B : Doctoral Degree with at least 5 to 10 years post doctoral experience (Full Professor) ? Job Class C : Doctoral Degree with less than 5 years post doctoral experience or Masters Degree with over 10 years post graduate experience (Associate Professor and Senior Lecturer) ? Job Class D : Masters Degree with 5 to 10 years post graduate experience (Lecturer) ? Job Class E : Masters Degree with 3 to 5 years experience (Assistant Lecturer) ? Job Class F : Masters Degree with less than 3 years experience (Teaching or Research Assistant) Job Evaluation: The Point Method Job Evaluation Process 1. Form a Job Evaluation Steering Committee 2. Draw up a workplan for the exercise 3. Decide on the benchmark jobs 4. Decide on the job factors for the evaluation 5. Determine number of degrees for each factor 6. Prepare job descriptions based on jobfactor format 7. Analyse each benchmark job in terms of factors and degrees 8. Decide on the weights of each factor 9. Determine the weighted score for each benchmark job 10. Slot in all other jobs into the job grades The Point Method Form the Job Evaluation (JE) Steering Committee a. The Steering Committee should be chaired by the CEO with functional Managers/ Heads as members. The HR Manager should be the Secretary of the JE Steering Committee. b. If an external consultant is employed to assist in the exercise, then he should be designated as the advisor to the Steering Committee. The HR Manager should then doubleup as the counterpart for internal skills transfer. Job Factor Score Sheet : Job 12 Factor A B C D E Education 20 40 60 80 100 Experience 30 60 90 120 150 Interpersonal Skills 10 20 30 40 50 Problems Encountered 30 60 90 120 150 Size of unit supervised 10 20 30 40 50 Decision Making 30 60 90 120 150 Work Environment 10 20 30 40 50 Impact of errors 30 60 90 120 150 Contacts/Committees 10 20 30 40 50 Assets Controlled ($) 20 40 60 80 100 Total Score = 440 points The Point Method Slot all other jobs into the job grades a. From the clusters, decide on the number of job grades to adopt. b. Slot in all other jobs into the job grades adopted. The GuideChart Profile : Hay Method This method, first developed by Dr Edward N. Hay in the early 1950s, is essentially concerned with decision making and responsibility. Guide Charts were created in 1951 in client situations. Emphasis was placed on answerability for the consequences of decisions, the degree of freedom to take decisions and bring them to fruition, the degree to which there is prime accountability, as pared to shared or contributory accountability in a job. The GuideChart Profile : 4 Critical Observations ?The most significant factor could be grouped as representing the knowledge required to do a job, the kind of thinking needed to solve the problems monly faced, and the responsibilities assigned. ?Jobs could be ranked not only in the order of importance within the anization, but the distances between the ranks could be determined. ?The factors appeared in certain kinds of patterns that seemed to be inherent to certain kinds of jobs ?The focus of the process of job evaluation must be on the nature and requirements of the job itself, not on the skills or background or characteristics or pay of the job holder. The GuideChart Profile : Hay Method There are Three Factors with a total of eight elements which determine the value of different jobs. They are: 1. KnowHow 2. ProblemSolving 3. Accountability The GuideChart Profile Method : KnowHow What is KnowHow ? KnowHow is the total of every kind of skill required for average acceptable job performance. It is knowledge and experience in professional, managerial and human Relations activities necessary to fulfill the job. ? KnowHow is measured in depth by eight degrees and in breadth by five degrees The GuideChart Profile Method : KnowHow The three dimensions of KnowHow are: ? Practical procedures, specialized techniques and knowledge within occupational fields, mercial functions, and professional or scientific disciplines. This is monly referred to as the Depth of Know How. ? Integrating and harmonizing simultaneous achievements of diversified functions within managerial situations occurring in operating, technical, support or administrative fields. This is referred to as the Breadth of KnowHow ? Active, practicing persontoperson skills in work with other people. This is referred to as the Human Relations Skill. Depth Of KnowHow A. Education to post –primary level B. Practiced in standard work routines and /or use of simple equipment and machines C. Procedural or systematic efficiency and use of specialized equipment D. Specialized skill gained by onthejob experience or through part professional qualification E. Understanding of theoretical principles normally gained through professional qualification or through a detailed group of involved practices and procedures F. Seasoned proficiency in a highly specialized field, gained through experience built on theories or a broad and deep understanding of plex practices G. Mastery of principles, practices and theories gained through wide experience and/or special development H. Unique mand of principles, theories and practices The GuideChart Profile Method : KnowHow Breadth Of KnowHow I. Non or minimal – Performance or supervision of jobs which have closely specified objectives II. Homogeneous – Integration of operations which are homogeneous in nature and objective, and coord