Effects of Alternative Job Evaluation Methods on Decisions Involving Pay Equity.

Madigan, Robert M.; Hoover, David J.

doi:10.2307/255861

Cited by 26 publications

(31 citation statements)

References 14 publications

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“…Past research has consistently reported high factor intercorrelations and has found that most of the variance in ratings can be accounted for by 2 to 3 underlying dimensions (Lawshe & Satter, 1944;Madigan & Hoover, 1986). One answer to the problem might be to evaluate jobs on fewer dimensions; however, this approach has been resisted for a number of reasons.…”

Section: Implications For Practicementioning

confidence: 99%

“…For example, research has focused upon such psychometric properties of job evaluation plans as reliability (Doverspike, Carlisi, Barrett, & Alexander, 1983), sex-biasing (Grams & Schwab, 1985;Mount & Ellis, 1987), and validity (Gomez-Mejia, Page, & Tarnow, 1982;Madigan & Hoover, 1986). However, an important meth odological issue that has received scant attention in the literature is that of job evaluation factor weighting (Arvey, 1986;Treiman, 1984).…”

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A Comparison of Factor Weighting Methods in Job Evaluation: Implications for Compensation Systems

Davis¹,

Sauser²

1993

Public Personnel Management

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Job evaluation has received a great deal of attention recently, in part because of its potential role in the gender-related pay equity issue. Investigators have been particularly interested in such psychometric characteristics of job evaluation instruments and plans such as reliability, gender bias, construct validity, and predictive accuracy. One aspect of job evaluation meth odology that could directly affect compensation systems is the weighting of factors in scoring jobs. However, very little information exists in the compensation literature about the differ ential effects of alternative weighting methods or the psychometric parameters that may contribute to such differences. The present article reviews past psychometric research related to weighting, and presents evidence of the salary effects of four different weighting methods examined in an applied job evaluation setting. The study sample consisted of 52 jobs in a municipal government. The four weighting methods were: (1) an unweighted raw score composite, (2) equal unit weights, (3) committee-judgmental weights, and (4) multiple regression weights. Results indicated high agreement among the 4 methods in terms of ordinal rankings of the pay rates for the 52 jobs. However, when jobs were classified into pay grades using the alternative weighting models, distinct differences occurred. Particularly relevant was a finding that the weighting models differed in their relative impact on male and female dominated jobs. The article discusses generalizability issues and recommendations to practitioners concerning weighting methodology in job evaluation projects.

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Section: Implications For Practicementioning

confidence: 99%

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confidence: 99%

A Comparison of Factor Weighting Methods in Job Evaluation: Implications for Compensation Systems

Davis¹,

Sauser²

1993

Public Personnel Management

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“…Results have been contradictory, since some researchers have concluded that the results will be similar whatever the method used (for example, Robinson et al, 1974), whereas others have found significant differences (see Madigan and Hoover, 1986). There is some consensus that the skills and knowledge dimension, present in nearly all methods, is an overriding predictor of job evaluation results (Rogers, 1946;Madigan, 1985).…”

Section: Main Emphases In Job Evaluation Researchmentioning

confidence: 99%

Job Design and Evaluation: Organizational Aspects

Arthurs¹

2015

International Encyclopedia of the Social &Amp; Behavioral Sciences

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Job evaluation is a method that is used to produce a hierarchy of jobs in an organization as the basis for determining relative pay levels. It seeks to measure the relative value of jobs, not that of the job holders. The main aim of job evaluation is to provide an acceptable rationale for determining the pay of existing hierarchies of jobs and for slotting in new ones. It may be implemented unilaterally by management or with varying degrees of participation by the workforce.

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“…Job-based pay has some benefits such as being more internally equitable within an organization and being easily managed [6,18]. On the other hand, a few scholars advocate the disadvantages of job-based pay are as follows : it lacks flexibility and adaptability and it's also useless to an innovative organization [23,20,29,39,16]. The job-based pay is usually used by bureaucratic organizations.…”

Section: Literature Reviewmentioning

confidence: 99%

A framework of direct financial pay within high-tech company

Chen¹,

Chen

2004

Journal of Statistics and Management Systems

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An integrated framework of a direct financial pay within an organization is proposed in this paper. It uses "competitive advantage of human resources" and "explicitness of job worth" as two dimensions of job characteristics to define four kinds of direct financial pay : special-skill, performance, seniority and job-based pay. A high-tech company as an example to explain the pay system proposed here. The integrated framework recommends a perspective for managers to decide how to pay for some kinds of employees within an organization. Meanwhile, those potential positions that create competitive advantages can be identified ; and corresponding human resources should be developed.

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Effects of Alternative Job Evaluation Methods on Decisions Involving Pay Equity.

Cited by 26 publications

References 14 publications

A Comparison of Factor Weighting Methods in Job Evaluation: Implications for Compensation Systems

A Comparison of Factor Weighting Methods in Job Evaluation: Implications for Compensation Systems

Job Design and Evaluation: Organizational Aspects

A framework of direct financial pay within high-tech company

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