Describe at least two systems (methods) for evaluating employees in the enterprise.
Write what you think is the most effective way.
i. Introduction
II. the main body
1. What is job evaluation?
2. Job evaluation method
1) Act on Standards of Conduct and Performance
2) Goal Management (MBO) Evaluation Method and Process
3) multi-faceted evaluation
3. an effective way I think
III. Conclusion
i. Introduction
In order to efficiently use limited resources, an entity assesses employees within the entity to determine their performance and seeks corporate profits by hiring employees who bring more performance. It is also important to find and hire good human resources, but managing human resources employed through such a process is also important to improve the productivity of a company. Within a company, employees and companies interact with each other, and each other is in an important relationship. Therefore, companies evaluate and manage their employees for better development and target profit. The management of human resources can take place in various forms, and among them, job evaluation of employed employees is also one of the human resource management that companies can perform.
Increasing salaries or paying incentives based on job evaluation results is a representative example of corporate compensation management, which not only improves employees' motivation to work, but also provides companies with an opportunity to secure better human resources. Therefore, in order to achieve proper compensation management, job evaluation must be conducted in an appropriate manner according to the characteristics of each company. In this regard, in addition to the job evaluation method, we will discuss the most appropriate job evaluation method that can be used to evaluate organizational members in public organizations.
II. the main body
1. What is job evaluation?
It is a procedure to determine the relative value between jobs in consideration of the content and nature of the jobs. In job pay, the most basic procedure for determining the wage ratio between jobs is to determine the relative value by comparing each job. For each job whose contents have been determined by job analysis, the grades are determined according to its contents and characteristics, and the qualification requirements, responsibilities, and proficiency of the person in charge.
Job evaluation methods include ranking method, pair comparison method, classification method, score method, factor comparison method, and job component method.
2. Job evaluation method
1) Act on Standards of Conduct and Performance
(1) Definition and Features
The Act on Performance Standards is a method of observing and evaluating the actual behavior of the defendant based on the criticism of the traditional personnel review method. This technique was developed as an attempt to correct the shortcomings of the rating scale method, and is a more sophisticated and quantitatively modified technique by mixing the rating scale method and the important event description method. It is also referred to as 'BARS' after the English acronym.
The Act on the Standards of Conduct Act has the advantage of allowing other departments to participate in the development of the system and facilitating feedback as a result. In addition, it can be applied to various and specific jobs, and the acceptability, reliability, and validity of the evaluation results are high due to the reduction of subjective errors, the objectivity of evaluation, and the increase in fairness.
However, it takes a lot of time and money to develop behavioral standards, so the practicality is low, and it is difficult to define the level of evaluation of behavior.
BARS has performance improvement and work improvement effects because it distinguishes between performance-oriented and non-performance-oriented behaviors while presenting specific behavioral standards.
In addition, it is possible to link with MBO, a result-oriented evaluation method. In connection with MBO, a result-oriented evaluation method, an evaluation system based on performance can be designed.
(2) Evaluation design
The standard of conduct assessment method is developed in two main stages.
A. The first step.
It is the step of extracting the representative performance dimension of the task. The performance dimension is extracted through review of job descriptions and interviews with job performers. In general, about 5 to 10 performance dimensions that have a decisive influence on the performance of the task, such as conflict management, communication, and equipment repair, are extracted.
B. The second step.
It is a step of identifying representative behaviors that are the anchor for each performance dimension and giving them points. To this end, statements on various actions, such as effective actions, ordinary actions, and ineffective actions related to each performance dimension, are obtained from job performers. After securing various statements on job behavior, job performers and managers work together to reclassify and review them to determine representative job behaviors. Rank representative behaviors according to quality, such as giving 1 point to the most ineffective representative behavior and assigning the highest score to the most effective representative behavior.
2) Goal Management (MBO) Evaluation Method and Process
(1) What is Goal Management?
It refers to a comprehensive organizational management system that aims to improve management efficiency by measuring and evaluating achievements after allowing upper and lower members of an organization to clearly set their goals and perform production activities accordingly through the process of participation. Goal management is not only used as a comprehensive organizational management technique, but is also used in various ways as a means of evaluating work performance and as a means of budget management and financial management.
MBOs facilitate active communication within the organization and create a sense of unity to achieve goals among members. Through the set goals, members will be able to clearly recognize what the organization expects and evaluates them. Because members directly participated in the goal-setting process, the level of immersion and motivation is high, so each individual's goal can be achieved smoothly, and it can naturally lead to the achievement of the goal of the department and organization as a whole.
It goes without saying that a company operated by thorough goal management that does not flow formally will have better management performance than writing that does not. If the goal management MBO method is applied to individual lives, the desired result will be approached with certainty.
(2) MBO Process
- Review job description :The scope of the job and core activities are identified by reviewing the job description of the subject together with the superior and subordinate.
-Development of Performance Standards: Senior and subordinates jointly develop standards of performance.
-agreement of objectives: It is a process in which the goal is determined through an agreement between the evaluator and the subject. The objectives should be specific, measurable, and moderately challenging. It should also be result-oriented and be a goal that can be achieved in time.
- Interim inspection of goal achievement: Even if the goal is achieved within the evaluation period, it is possible to continuously discuss the goal between the upper and lower classes by checking whether the intermediate goal is achieved and changes in working conditions from time to time before the evaluation.
3) multi-faceted evaluation
It is a system that reflects the scores scored by not only the boss but also colleagues and subordinates when performing personnel review, along with promotion or promotion screening. It is a method in which various evaluation subjects such as supervisors, subordinates, colleagues, themselves, and customers participate in the evaluation, and this system is used for performance management or more organizational management than for the ultimate purpose of the evaluation itself. It is also an alternative way to compensate for the inaccurate evaluation made by the evaluator's personal characteristics and error factors such as generosity, halo, and intentional manipulation that can be brought about by the supervisor alone. Since the relationship between evaluation subjects is relatively low and the information of each evaluation subject reflects a unique aspect, scores of different evaluation subjects can be used for performance management and competency development through increased self-awareness.
Although it is a system that reflects the evaluation of various subjects as well as supervisors in personnel management, the results of the survey show that there are few cases where the evaluation between subjects is consistent even in countries where the multi-faceted evaluation system has become common, such as the United States. This is because the evaluation results are linked to treatment or restructuring such as salary and promotion, and some point out that in order to solve this problem, it should be used only as supplementary data that make the person realize his or her problem rather than salary or promotion.
3. an effective way I think
A successful company has a goal, and a failed company has no goal." This means that successful companies and people always set clear goals and achieve them with passion. In other words, successful companies and people clearly practice goal management. Therefore, I think the goal management system MBO is necessary because it serves as the foundation for the company to continue to grow and develop through the achievement of individual autonomous goals.
Although the goal management system is not without its shortcomings, it has the advantage of high validity based on systematic job analysis by focusing on activities aimed at achieving goals, improving performance at all levels of the organization, and motivating members. And I think it is most effective because the individual and team goals are consistent with the organization's goals.
III. Conclusion
There are many arguments about the clear definition of job evaluation, but Defendants and Meyers called it "a systematic method of determining the value of an individual job under an organization in relation to another job within the same organization," and Crudon and Sherman called it "a relative evaluation of each job based on job analysis and information in the job description." Job evaluation determines the relative value of importance and contribution in an organization, which is the basis for fair evaluation of employees' efforts and fair consideration. In this way, job evaluation is to evaluate the value of an objective job itself, regardless of any conditions of deception, and not to evaluate a person in the job. The job evaluation system has an important purpose in maintaining the wage structure within a company more reasonably. Therefore, it is necessary to move in a direction that is beneficial to everyone by appropriately mixing and adjusting the company's efficient operation and employee motivation through appropriate evaluation.
