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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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2

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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JOB EVALUATION REPORT

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.
http://www.businessdictionary.com/definition/method.htmlhttp://www.businessdictionary.com/definition/evaluation.htmlhttp://www.investorwords.com/994/comparison.htmlhttp://www.investorwords.com/9376/cut_down_on.htmlhttp://www.investorwords.com/10510/overall.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/job-evaluation.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/required.htmlhttp://www.businessdictionary.com/definition/standard-deviation.htmlhttp://www.investorwords.com/8854/arrive_at.htmlhttp://www.investorwords.com/8854/arrive_at.htmlhttp://www.businessdictionary.com/definition/standard.htmlhttp://www.investorwords.com/9809/future.htmlhttp://www.investorwords.com/11320/total.htmlhttp://www.investorwords.com/10438/number.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/place.htmlhttp://www.businessdictionary.com/definition/limitation.htmlhttp://www.investorwords.com/10896/require.htmlhttp://www.investorwords.com/1967/firm.htmlhttp://www.businessdictionary.com/definition/method.htmlhttp://www.businessdictionary.com/definition/evaluation.htmlhttp://www.investorwords.com/994/comparison.htmlhttp://www.investorwords.com/9376/cut_down_on.htmlhttp://www.investorwords.com/10510/overall.htmlhttp://www.businessdictionary.com/definition/performance.htmlhttp://www.businessdictionary.com/definition/job-evaluation.htmlhttp://www.businessdictionary.com/definition/skill.htmlhttp://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/required.htmlhttp://www.businessdictionary.com/definition/standard-deviation.htmlhttp://www.investorwords.com/8854/arrive_at.htmlhttp://www.investorwords.com/8854/arrive_at.htmlhttp://www.businessdictionary.com/definition/standard.htmlhttp://www.investorwords.com/9809/future.htmlhttp://www.investorwords.com/11320/total.htmlhttp://www.investorwords.com/10438/number.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/place.htmlhttp://www.businessdictionary.com/definition/limitation.htmlhttp://www.investorwords.com/10896/require.htmlhttp://www.investorwords.com/1967/firm.html

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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.

-

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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