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TRANSCRIPT
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Report on Job Evaluation
By
SYED ADEEL RIZVI (54380)
ZUNAIR AIJAZ (54181)M. AYAZ-UL-OMER (54115)
Submitted to:
Sir ZIA UR RAHMAN
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ACKNOWLEGMENT
We bow our head to the Almighty Allah who gave usknowledge and ability to complete our report and
submitted on time. We are extremely thankful to our
teacher Mr. Zia-ur-Rahman who gave us the chance to
make a tough task easier and through this effort; we
will be able to start our career.
We would also like to thanks our parents whosupported us in every field. We are nothing without
them & what we are is the output of their continuous
prayers.
In the end we want to pay special thanks to Mr.
IBRAHIM YAQOOB (Director Finance) who allowed us to
visit their organization & Mr. RAEES AHMED CHISTI
(General Manager Admin/HR) who give his precioustime & guided us about the job evaluation process that
is being practiced in their organization.
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TABLE OF CONTENTS
COMPANY....................................................................2
INTRODUCTION & OVERVIEW........................................3
MISSION STATEMENT...................................................4
VISION & VALUES.........................................................4
ORGANIZATIONAL STRUCTURE......................................6
JOB EVALUATION..........................................................8
SKILL-BASED PAY AND JOB-BASED PAY COMPARED.......9
METHODS OF JOB EVALUATION...................................10
PERFORMANCE EVALUATION......................................12
PICTURES @ VAWDA...................................................16
REFERENCES..............................................................19
QUESTIONNAIRE........................................................20
QUESTIONNAIRE
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COMPANY
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INTRODUCTION & OVERVIEW
Vawda Group has been providing local textile industries with quality dyesand chemicals since 1984. Over the year it has been expended
significantly satisfying the clients needs prudently, by adopting this
approach we have always remained one step ahead of the competition.
Now, we offer locations across the country, and we promise quality
products from all over the world in major segments for textile
manufacturing. Our supplied dyes and chemicals are well known in the
trade for their quality, reliability and proven consistency.
Vawda Group strives for excellence in all aspects of business by makingquality an integral part of all of our actions, decisions and results. We are
also committed to improve our services towards our clients by staying
abreast of advancements in the Textile World. We believe in right first
time, and we all work as a team towards achieving this motto which has
been assuming status of life-line.
Supplying products of world class quality to satisfy our customers has
remained our objective and commitment. We are ISO 9001 Certified, and
we are accredited by the British BVQI We deploy excellent work force and
committed lab personnel to handle our clients needs. Our state of the art
laboratory is equipped with all the latest machines from the renowned
International manufacturers Data color SF600+, Dispensing Unit, IR
(Infrared) Dyeing Machines, Hi-Temperature Dyeing Machines, Xenon Test
Chamber (for light fastness testing) along with a wide range of testing
equipment to perform all the quality tests in house. "We make quality our
standard. Until now we have been rendering the services on gratis despite
it has assumed sizeable magnitude.
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MISSION STATEMENT
To endow with its shared sense of purpose, expertise and professional
approach, Farid Ahmed Vawda & Co will strive to provide innovative and
solution oriented products with supportive technical services to textile
industry on economical parameter. The group is day in day out untiringly
aligning innovative ideas for value additions to the textile manufacturing.
The group has set their objectives focusing on advancement with
technogical tools and ventures to line up extensive recourses to stayabreast of developments. The group remains agile and familiar for
shouldering the technical challenges to help the Pakistan textile industry
at large.
VISION & VALUES
Our vision is to "Work together for mutual goodwill, growth and
prosperity without compromising on the qualities for sustainedprofitability."
Our vision is to become a complete solution provider for the textile
industry keeping in view of technological advancement and innovations
with emerging challenges.
We are continuously adding flavor to build upon our recognition as a very
good and progressive company known and established for ethical and
honest business practices and higher quality standards.
In compliance with our customer oriented core values, and principles we
believe on RIGHT FIRST TIME approach.
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It facilitates us in adding value to textile world by focusing on:
Reliability to make processes run smoothly by providing
quality products & services that our customers may count on which work
for both to thrive upon.
Efficiency for higher productivity that is mutually beneficial
for us and our clientele which one dare not be complacent.
Profitability with genuine cost advantage & competitivepricing with total reliance and availability.
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ORGANIZATIONAL STRUCTURE
Following is the organizational structure of VAWDA Co.
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Certifications
In todays competitive market place many companies search for ways to
provide their clients with the highest possible standards of quality.
Internationally, ISO 9001 is one of the most highly regarded and sought-
after quality management systems, across all industries.
To demonstrate our concern for quality throughout our business
processes, we aim to meet the most demanding standards of international
quality certification
World-class quality production is an important goal for FAV & Co; Our
Company had achieved ISO 9001 certification in Year 2003- the
international reference for best practices in quality management.
For us, quality, sustainability and an active concern for the environmentgo hand in hand by proving our commitment to minimal environmental
impact as well as world-class quality in products and processes.
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JOB EVALUATION
Job evaluation is a practical technique, designed to enable trained and
experienced staff to judge the size of one job relative to others. It does
not directly determine pay levels, but will establish the basis for an
internal ranking of jobs.
The two most common methods of job evaluation that have been used are
first, whole job ranking, where jobs are taken as a whole and ranked
against each other. The second method is one of awarding points for
various aspects of the job. In the points system various aspects or parts of
the job such as education and experience required to perform the job areassessed and a points value awarded - the higher the educational
requirements of the job the higher the points scored. The most well known
points scheme was introduced by Hay management consultants in 1951.
This scheme evaluates job responsibilities in the light of three major
factors - know how, problem solving and accountability.
Some Principles of Job Evaluation Clearly defined and identifiable jobs must exist. These jobs will be
accurately described in an agreed job description.
All jobs in an organization will be evaluated using an agreed job
evaluation scheme.
Job evaluators will need to gain a thorough understanding of the job
Job evaluation is concerned with jobs, not people. It is not the
person that is being evaluated.
The job is assessed as if it were being carried out in a fully
competent and acceptable manner.
Job evaluation is based on judgment and is not scientific. However if
applied correctly it can enable objective judgments to be made.
It is possible to make a judgment about a job's contribution relative
to other jobs in an organization.
The real test of the evaluation results is their acceptability to all
participants.
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Job evaluation can aid organizational problem solving as it highlights
duplication of tasks and gaps between jobs and functions.
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SKILL-BASED PAY AND JOB-BASED PAY COMPARED
Factors Job-based Skill-based
Pay
structureBased on job performance Based on ability to perform
Employers
focus
Job carries wage; Employee
linked to job
Employee carries wage;
Employee linked to skills.
Employee
focus
Job promotion to earn greater
pay
Skill acquisition to earn
greater pay.
AdvantagesPay based on value of work
performed
Flexibility; Reduced workforce.
Disadvanta
ges
Potential personnel bureaucracy;
Inflexibility
Potential personnel
bureaucracies; Cost controls.
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METHODS OF JOB EVALUATION
The four major methods of job evaluations are job ranking, job
classification, factor comparison, and the point method.
Job Ranking:
The job ranking method is the simplest and easiest job evaluation method;
jobs and the employees who perform those jobs are ranked from highest
to lowest depending on their quality and value to the organization.
Job Classification:
The job classification method uses job classes or job groups to provide
more customization in the evaluation. This method also uses scales to
measure performance rather than comparing and ranking employees.
Paired Comparisons:Methodofevaluationin which each employee and job is compared with
each other employee and job. Employee comparisons are performed
usuallyonthe basis ofoverallperformance, whereasjob-evaluationsare
usually on the basis ofskill,knowledge, and timerequiredin their
performance. Scores derived from paired comparison are often compared
with thestandard deviation and mean of all scores toarrive
atstandardScores forfuturecomparisons.
Totalnumber ofemployees(orjobs), however,placesa limitationon this
method because such comparisonsrequire N(N - 1) 2 pairs (where N is
the number of employees or jobs being compared). Hence, afirmwith just
10 employees (or jobs) will have 45 pairs to be compared.
Point Method:The point method measures performance through scales and job factors
rather than focusing on entire job functions and ranking employees
against each other.
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These are the four commonly used methods, but it is up to the company
to use which one, FAV&CO is using a method based upon bands. They
have categorized their employees in bands, like for example, executives
of the company comes in band A. Criteria are given below.
Band Designations Perks
A Top Management
B Middle Management
C Lower Management -
D Foreman / Peon/
Labour.
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Band A1 A4 Top-Level Management:
Require an extensive knowledge of management roles and skills.
They have to be very aware of external factors such as markets.
Their decisions are generally of a long-term nature Their decisions are made using analytic, directive, conceptual
and/or behavioural/participative processes
They are responsible for strategic decisions.
They have to chalk out the plan and see that plan may be effective
in the future.
They are executive in nature.
Band B-1 B-4 Middle Management:
Mid-level managers have a specialized understanding of certain
managerial tasks.
They are responsible for carrying out the decisions made by top-
level management.
Finance, marketing etc comes under middle level management
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C1-C4 Lower Management:
This level of management ensures that the decisions and plans
taken by the other two are carried out.
Lower-level managers' decisions are generally short-term ones
D1-D4 Foreman / Lead Hand:
They are people who have direct supervision over the working force
in office, factory, sales field, or other workgroup or area of activity.
Bands are based upon the level of designation, like if a person is hired atlower management level, he will be placed automatically in band C-4 andwill be promoted C-3 if he works well, then to C-2 then C-1 if hesdoing good for the organization. A-1 is the highest paid category and D-4 is the lowest. The Band A includes top management like CEO, VP, AVP,and director Etc. Band B includes middle managers, like MarketingManager, HR Manager, and Finance Manager Etc. Band C managementensures that the decisions and plans taken by the other two are carriedout. They include Assistant Mangers of all departments. Band D includesForeman / Peon/ Labour. They are people who have direct supervisionover the working force in office, factory, sales field, or other workgroup orarea of activity.
PERFORMANCE EVALUATION
A performance appraisal, employee appraisal, performance review, or
(career) development discussions a method by which the job performance
of an employee is evaluated (generally in terms of quality, quantity, cost,
and time) typically by the corresponding manager or supervisor. A
performance appraisal is a part of guiding and managing career
development. It is the process of obtaining, analyzing, and recording
information about the relative worth of an employee to the organization.
Performance appraisal is an analysis of an employee's recent successes
and failures, personal strengths and weaknesses, and suitability for
promotion or further training. It is also the judgment of an employee's
performance in a job based on considerations other than productivity
alone.
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We asked the director to show their performance appraisal forms & they
showed us the following forms. These forms include the standards of
VAWDA Co. on which they do performance appraisals.
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Pictures @ VAWDA
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From left to right: Syed Adeel, Ayaz ul Omer, Zunair Aijaz, & Director HR
Mr. Raees Ahmed Chisti
Employees Cabin
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Team Members:
AYAZ UL OMER ZUNAIR AIJAZ SYED ADEEL
RIZVI
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REFERENCES
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QUESTIONNAIRE
Job Evaluation Questionnaire
Job Title Job Number
Department Department Number
Location
Supervisor
Prepared by
What is the primary purpose of the job?
What are the essential functions of the job?
% Time Required
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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What is the most complex function of the job and why?
What are the nonessential functions of the job? %
Time Required
1.
2.
3.
4.
5.
How much formal education is required to perform this job?
High School or equivalent [ ]
High School plus some technical [ ]
College 2 years or equivalent [ ]
College 4 year degree [ ]
Education beyond undergraduate degree [ ]
Professional license [ ]
List necessary specialized training
List required professional licenses or certificate
How much similar or related experience is required to perform this job?
One to Three years [ ]
Three to Five years [ ]
Five to ten years [ ]
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Over ten years [ ]
Who does this position report to directly? (Position title, not incumbent
name)
What are the nature and scope of independent decisions made in this
position?
List five most important:
What type of impact does this position have on overall company
performance?
How much supervision is received?
Given definite objectives, plans and arranges own work[ ]
Given general objectives, works from policies and procedures
[ ]
Given administrative objectives, works within overall policy and budget
guidelines [ ]
Works within scope of responsibility and accountable only to top executive
[ ]
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When errors occur, how do they effect the company?
May result in additional cost to company at time of occurrence
[ ]
May result in excessive cost to company over time
[ ]
May result in major expenditure to company [ ]
What type of problems is the incumbent in this position likely to
encounter?
What are the consequences if problems are not resolved?
What type of decisions is the incumbent in this position responsible to
make?
Who does the incumbent in this position most frequently have contact
with? List five examples each:
Contacts within company
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Contacts outside company
What degree of influence does the incumbent in this position have
when contacting others?
What resources is the incumbent in this position responsible for?
What are the consequences if something happens to these resources?
Does this position have responsibility for the supervision of others?
[ ] Yes [ ] No
If no, please skip ahead to next section.
Assigns, reviews and checks work of others
[ ]
Immediate supervision over department responsible for hiring, firing anddiscipline [ ]
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General supervision over multiple units through subordinate supervisors
[ ]
General supervision over a function through subordinate managers
[ ]
General supervision over a multiple functions, reports to top executive
[ ]
Number of direct reports
Number of indirect reports
Working Conditions
Please check all that apply.
Regular office conditions [ ]
Exposure to extreme temperatures [ ]
Exposure to high noise levels [ ]
Exposure to fumes [ ]
Exposure to dirt [ ]
Other [ ]
Examples
Please list any physical demands required and give examples.
Please note any unusual or unique responsibilities or conditions notpreviously addressed.
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