Case Study Analysis: HRES2203 - Job Evaluation and Pay Equity

This case study, designed for HRES2203, focuses on job evaluation and pay equity within an organizational context. The analysis begins with a table that outlines various job positions and associated factors, including skills, effort, responsibility, and working conditions. The document then provides recommendations for the company, emphasizing the importance of internal equity in compensation to attract and retain employees. It highlights the significance of understanding legal obligations related to pay equity and suggests implementing employee performance metrics and subjective appraisals to align employee performance with organizational goals. The case study references relevant academic sources to support its findings and recommendations.

Case study

Table of Contents
1. Table 1: Job Position and Job Factors................................................................................1
2. Recommendation................................................................................................................2
REFERENCES................................................................................................................................3

1. Table 1: Job Position and Job Factors.
Skill Effort Responsi
bility
Working Conditions
Job Position Abili
ty
Educatio
n
Experie
nce
Mental
Skill
Mental
Effort
Physica
l Effort
Importan
ce
Supervi
sor
Respons
ibility
Physical environment Exposure
Administrativ
e Assistant
25 15 0 20 5 0 15 10 0 5
Executive
Assistant
50 20 15 40 15 0 30 20 5 5
Draftsperson
I
100 60 65 80 75 0 75 75 0 15
Draftsperson
II
100 40 25 80 100 0 100 100 0 40
Ground
Worker I
5 0 0 10 5 50 0 0 75 80
Ground
Worker II
5 0 15 80 5 80 15 10 100 100
Medical Lab
Technologist
I
50 40 15 40 25 10 75 20 75 80
Medical Lab
Technologist
II
50 60 65 80 25 10 30 40 100 80
2. Recommendation
Equity pay involves different type of aspects that are mainly associated to amount of
compensation that are being duly paid by an employer to employees, group or individual
(Murphy and Sandino, (2020). It has been identified that in order to effectively hire and retain
individual within organisational workplace structure it is essential for an entity to have internal
equity within which employees are get treated and rewarded on fair basis as per according to
their skill and performance. In this by having proper understanding of legal obligations in
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relation to pay equity effectively allow entity HR manager to ensure pay equity practices
lawfully in entity (Obloj and Zenger, (2020). Pay equity involve different type of regulation and
actions that are required to be effectively examine by HR of entity and review them accordingly
as to determine organisation policy related to merit pay increase, allowable differences in pay
and promotional pay increase. All regulations and act within this are required to be effectively
considered by entity manager in order to design useful merit system as it will allow them to pay
equally to each and every employee as per according to their job role, skill and talent. Further it
has been identified that, implementation of this allow entity to practice pay equity effectively in
their workplace demises through which they can enhance moral and motivation of workers
efficiently.
In order to align performance of employees with objectives and goals of organisation it is
essential for HR manager to undertake effective job evaluation measures (Younes, (2020). In this
company is being recommended to undertake use of employee performance metrics to track the
manner in which employees performing. Implementation of performance metrics proves to be
beneficial for both employees and entity. In context with present scenario entity is duly
recommended to undertake advantage of work equality employee performance metrics it is one
of the best known matrix in which HR manager by taking use of Management by objectives
entity can improve workers performance within organisation. Along with this entity is also
recommended to emphasize upon subjective appraisal by manager in which they are allowed to
access employee’s performance on several criteria along with the quality of their work.
REFERENCES
Books and Journals
Murphy, K. J., & Sandino, T. (2020). Compensation Consultants and the Level, Composition,
and Complexity of CEO Pay. The Accounting Review, 95(1), 311-341.
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Obloj, T., & Zenger, T. (2020). The Influence of Pay Transparency on Inequity, Inequality, and
the Performance-Basis of Pay in Organizations. HEC Paris Research Paper No. SPE-
2020-1359.
Younes, S. (2020). An International Perspective: Gender Equity in Sport in Palestine. In Social
Justice and Putting Theory Into Practice in Schools and Communities (pp. 186-197). IGI
Global.
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