ABSTRACT
Jobs are seen as the medium for a means to an end and not ends in themselves. In its plain philosophical nature it is a process for getting something done for one reason or the other.
Every organization is set up with a defined objective, which is highly varied in scope; the varied nature of these scopes make the difference in organizational objectives and their accomplishments. These organizations have several techniques for arriving at the set objectives and most time these techniques are fashioned in the way and manner that human resource could use these techniques for optimal results. Before a set goal is arrived at, there are several sets of complex processes that are undergone, and these processes encompass the natures and types of jobs of that organization.
Nothing is achieved without a springboard, which serves as a base. These springboards are the myriad of functions that are performed by teamwork. In factories, workshops, shop floors, manufacturing/production centers a lot of beehive activities are processed and conducted in such a way that each aspect of a job is a subset and a complement of another which is capable of contributing to the final production and achievement of the company’s corporate goal. Moreover, there is no activity that is totally independent of another in a structured organization, where the results of these individuals but systematized processes form and contribute to the total outcome of the organization, thereby strengthening our postulation that the sum total of the results are a function of team work.
Within
the organizational set up the process of jobs and classified into categories and these classification enables
the human resources manager to establish and determine how the jobs should be
done, who does the job and with what tools or equipment shall be used for the
job.
TABLE OF CONTENT
PAGE
Title Page …………………………………………………………………………1
Certification ………………………………………………………………….……..2
Dedication …………………………………………………………………..…….3
Acknowledgment ………………………………………………………….……..4
Abstract ……………………………………………………………..………….5
Table of Content ………………………………………………………….……..7
CHAPTER ONE
- Introduction.  …………………………………………………………….. ..12
- Statement of problem…………………………………………………..……15
- Purpose of the study………………………………………………………….15
- Research Questions…………………………………………………….……16
- Research Hypothesis…………………………………………………………17
- Significance of the study…………………………………………………….17
- Scope and limitations of the study………………………………………..…18
CHAPTER TWO (Literature Review)
2.1 Definition of Job Evaluation………………………………………….……..20
2.2 The Theory of Job Evaluation……………………………………………….24
2.3 Modalities of Job Evaluation ……………………………………………….27
2.4 Job Evaluation Perception……………………………………………..…….28
2.5 Job Evaluation Responsibilities/Plan………………………………………..29
2.6 Job Evaluation and Equity Theory…………………………………….…….32
2.7 Purpose of Job Evaluation……………………………………………….….34
2.8 Job Evaluation and management by Objective………………………….…..35
2.9 Job Evaluation and performance appraisal…………………………..……..41
2.10 Job Evaluation and motivation………………………………………………44
2.11 Job Evaluation and pay…………………………………………………..….46
2.12 Job Evaluation and collective Bargaining……………………………….….49
2.13 Methods of Job Evaluation…………………………………………….……53
2.13.1 Types of Job Evaluation methods……………………………………….…..58
2.14    Criteria for selecting a method of Job Evaluation……………..….65
2.15    Benefits of Job Evaluation to organization that employ it…………..67
2.16 Limitations of job Evaluation………………………………………………..71
2.17 Summary of Literature Review………………………………………….…..73
References ……………………………………………………………….………….74
CHAPTER THREE (Research Methodology)
3.0 Research Methodology………………………………………………….……76
3.1 Research Design……………………………………..………………….…..76
3.2 Description of the population………………………………………….…….77
3.3 Sample Size…………………………………………………………….……77
3.4 sample procedure/Technique…………………………………………………77
3.5 Questionnaire Design………………………………………………………..78
3.6 Oral Interview……………………………………………………..…………79
3.7 Validity of the Questionnaire………………………………………………..79
3.8 Reliability of the Questionnaire……………………………………………..79
3.9 Data Collection Procedure…………………………………………………80
3.10 Data analysis technique………………………………………………..…….80
References……………………………………………………………………………81
CHAPTER FOUR (Presentation of Data)
4.1 Introduction………………………………………………………………….82
4.2 Analysis of Data………………………………………………………….….91
4.3 Test of Hypothesis I……………………………………………………..…101
4.4 Test of Hypothesis II……………………………………………………….102
4.5 Test of Hypothesis III………………………………………………………103
4.6 Interpretation, Meaning and Discovery……………………………………..104
Reference ……………………………………………………………………..……110
CHAPTER FIVE
5.1 summary of findings………………………………………………………..111
5.2 Recommendations…………………………………………………………..118
5.3 Suggestions for further Research…………………………………………..120
5.4 Conclusions…………………………………………………………………120
5.5 Bibliography…………………………………………………………….….122
LIST OF TABLES
TABLE DESCRIPTION PAGE
4.1 Organizations and their response rate ………………………………….……82
4.2 Degree of responses on the adoption rate of Job
Evaluation by organizations…………………………………………………83
4.3 Number of Employees in organizations that apply Formal
Job Evaluation techniques……………………………………………………83
4.4 Conditions that necessitated the use of a particular system
In the Organization…………………………………………………………..84
4.5 Determination of whether using a particular system increase
With Organization size………………………………………………………84
4.6 Response on how long organizations introduced the Job
Evaluation Scheme…………………………………………………………..84
4.7 Response on the relationship between Job Evaluation And
Equitable salary structure in the organizations………………………………85
4.8 Response on the extent to which Job Evaluations establishes
A fair and equitable salary structure for the employers…………………..85
4.9 Response on the relationship between employee
     Responsibility and salary structure in the organizations…………………….86
4.10 Response on the Degree to which employee responsibility has
A relationship with salary structure in the organization…………………….86
4.11 Response on the relationship between Job Evaluation and
   Employee motivation/performance……………………………………….87          Â
4.12 Response on the degree to which Job Evaluation has a
   Relationship with employee motivation/ performance………………………87
4.13 Reponses on the extent to which Job Evaluation System
Provides a base for an objectives and consistent method of
Grading jobs…………………………………………………………………87
4.14 Response on the degree to which an objective and consistent
salary Structure could enhance employee’s performance……………………88
4.15    Response on whether company employees participate in decision      making process before introducing Job Evaluation Scheme………………..88
4.16 Response on how often an organization reviews her jobs
Evaluation scheme………………………………………………………..89
4.17 Response on who implements the job Evaluation practice in
Our organization……………………………………………………………..89
4.18 Response on the degree to which the introduction of job
Evaluation minimizes the friction of wage negotiation and workers
Dissatisfaction……………………………………………………………….90
4.19 Response on the type of organization that engages in Job
Evaluation practices more than the other……………………………………90
4.20 Response on the type of organization where Job Evaluation
Is practiced more…………………………………………………………….91
4.21 Response on the type of organization that is more efficient with
The Job Evaluation practice…………………………………………………91
LIST OF APPENDICES
APPENDIX DESCRIPTION PAGE
APPENDIX 1            Employee Job Evaluation Questionnaire …………124
APPENDIX 11 The Computations Of Chi-Square (Xo2) For
Hypothesis I………………………………………….……130
APPENDIX 111 The Computation Of Chi-Square (Xo2) For
Hypothesis II. ……………………………………….……131
APPENDIX IV The Computation Of Chi-Square (Xo2) For
Hypothesis III. …………………………………………….134
APPENDIX V List Of Organizations Used For The Sample Size………..136
APPENDIX VI Ministry Of Health, Enugu, Job Evaluation Format………137
APPENDIX VII Emenite Nigeria, Job Evaluation Form……………………138
APPENDIX
V111 Peace Mass Transit, Annual
Appraisal/Evaluation ……….140
CHAPTER ONE
BACKGROUND OF THE STUDY
1.1 INTRODUCTION
Job evaluation is the process of planning, assessing and dissecting the different jobs done by different categories of workmen in a particular time frame, while using designed technique to match jobs to the appropriate staff and to achieve some results in an organisation. In as much as job evaluation is a subset of Human Resource Management, we illustrate the Human Resource Management as a set of organisation-wide functions or activities that are designed to influence the effectiveness of employees in the organisation. All these activities include such functions as recruitment, staffing, training and development and even compensation.
Most managers engage in these activities daily with both prospective employees and their own subordinates. The Human Resource Managers play a major role as the lubricant of a 4-stroke engine who sees to the planning of the company’s workforce and ensures that they are coordinated, supervised and managed to the maximal use of the company resources.
Matching the individual’s ability and motivation with job’s requirements and rewards is the crucial factor influencing personnel/human resource outcomes. Individuals must be analysed in order to identify the ability requirements necessary for the employee to successfully complete the job’s expectations. Likewise, it is necessary to identify the rewards associated with the job and how these rewards can be used to motivate employee behaviours.
Independent of another in a structured organisation, where the results of these individuals but systematised processes from and contribute to the total outcome of the organisation, thereby strengthening our postulation that the sum of the results are a function of a team work.
Within the organisational set up, the process of jobs are classified into categories, and these classifications enables the human resources manager to establish and determine how the job should be done, who does the job and with what tools or equipment shall be used for the job.
It is not substantive enough to garner resource and put them to task towards goal actualisation without explicitly defining the individual roles, functions and articulating or evaluating the role one plays to contributing to the organisational objective. In the light of the these aforementioned constraints, it is quite glaring why the jobs should be described, specified, analysed and evaluated in private and public companies.
Inspite of the above premise, we put into consideration the fact that we are doing a comparative study of the job evaluation both in private and public companies. In the contemporary nature one expects the private companies to be smaller than the public companies. Therefore leaving the public companies as bigger investments. As this is normally the case, the technique or approach of job evaluation is most likely to differ from the private and public companies. Which goes longer in explaining the varied methods. Procedures and designs of job evaluation in these organisations.
1.2 STATEMENT OF THE PROBLEM
