BUS 320 HRM Assignment: Developing a Job Evaluation System Report
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This report addresses the development of a job evaluation system for Eastern Province University, as outlined in the BUS 320 course assignment. It begins by identifying compensable factors across skill, effort, responsibility, and working conditions, crucial for the point method of job evaluation. The report details the scaling of these factors for different job titles, such as business analyst, laboratory technologist and others, and provides ratings based on employee performance. The analysis extends to the evaluation of factors like education, interpersonal skills, and formal education, providing recommendations for improvement. The report concludes by discussing the effectiveness of the job evaluation system in appraising employee performance, emphasizing the importance of communication, training, and the application of the Data Protection Act and Equal Employment Opportunity Act. The inclusion of practical tests and external agencies is suggested to broaden the scope of human resource management, including rewards and recognition programs to motivate staff. The report recommends performance appraisals every six months for financial year mapping.
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Running head: HUMAN RESOURCE MANAGEMENT
Manage recruitment selection and induction processes
Name of the student:
Name of the university:
Author note:
Manage recruitment selection and induction processes
Name of the student:
Name of the university:
Author note:
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1
HUMAN RESOURCE MANAGEMENT
Answer a)
The compensable factors, which the professors need for the development of job
evaluation system in Eastern Province University are:
Education
Experience
Mental skill- emotional control, goal setting, self confidence, stress relief
Mental effort- memorizing the facts, cognitive learning, self evaluation and
assessment
Physical efforts- Physical labour, undertaking challenging and enduring tasks (DeLon,
2019)
Accuracy
Patient contact
Supervisory responsibility- control mechanisms, managing the performance
Job hazards- risk assessment
Job work environment- inclusive learning practices
The criterions for evaluating the performance are goal setting, cognitive learning, self
assessments, which helps in gaining an insight into the effectiveness of the exposed
performance. Along with this, mention can be made of point method, where the different
categories of skill, effort, responsibility and working conditions. These factors act assistance
for the Eastern Province University professionals in terms of developing the evaluation
systems for the performance (Verdecho et al., 2019) One of the means can be the
performance appraisals through the means of balanced scorecards. Saving these sheets in the
secured folders is an effective means for strategically managing the performance of the
human resources (the staffs). In case of the absence of one of the factors, the others suffice
HUMAN RESOURCE MANAGEMENT
Answer a)
The compensable factors, which the professors need for the development of job
evaluation system in Eastern Province University are:
Education
Experience
Mental skill- emotional control, goal setting, self confidence, stress relief
Mental effort- memorizing the facts, cognitive learning, self evaluation and
assessment
Physical efforts- Physical labour, undertaking challenging and enduring tasks (DeLon,
2019)
Accuracy
Patient contact
Supervisory responsibility- control mechanisms, managing the performance
Job hazards- risk assessment
Job work environment- inclusive learning practices
The criterions for evaluating the performance are goal setting, cognitive learning, self
assessments, which helps in gaining an insight into the effectiveness of the exposed
performance. Along with this, mention can be made of point method, where the different
categories of skill, effort, responsibility and working conditions. These factors act assistance
for the Eastern Province University professionals in terms of developing the evaluation
systems for the performance (Verdecho et al., 2019) One of the means can be the
performance appraisals through the means of balanced scorecards. Saving these sheets in the
secured folders is an effective means for strategically managing the performance of the
human resources (the staffs). In case of the absence of one of the factors, the others suffice

2
HUMAN RESOURCE MANAGEMENT
the need. Therefore, Tweedie et al., (2019) highlights the need for personality tests, which
can be undertaken after the evaluation of the performance exposed by the students of Eastern
Province University. This approach would be effective for assessing the extent to which the
candidates and employees are fit for the roles. In this context, risk assessment is vital in terms
of assessing the obstacles, which can degrade the efficiency in the operations. For example, if
the business analysis is resistant towards sharing the information with the other departmental
heads, it is a difficulty in terms of preparing the reports on the human resource management.
Creativity and analytical capability are also essential for understanding the compensable
factors in the job evaluation process. As a result of this, insight is gained into the highest
qualification within the desired workplace environment. However, Poltronieri et al., (2019) is
of the view that this creativity surpasses all other skills, competencies and abilities.
According to the arguments of van Assen and de Mast, (2019), 2.1 degree is ineffective
criterion for assessing the academic performance of the candidates. In case of the scoring
process, seem to be effective for measuring the score in creativity. The principles of fairness
added value and weightage to the selection process. The important evidences are considered
before awarding the marks in each of the criterion. Taking different tests might be a
complicated process for conducting the interview process. This is easier through the means of
evaluation systems, which enhances the clarity in the skills mix. Therefore, timelines can be
prepared for completing the necessary actions within the stipulated time (Mitchell &
Nørreklit, 2019).
Answer b)
The scaling of the factors listed can be done as follows:
Job title:
Business
Degree rating Points
HUMAN RESOURCE MANAGEMENT
the need. Therefore, Tweedie et al., (2019) highlights the need for personality tests, which
can be undertaken after the evaluation of the performance exposed by the students of Eastern
Province University. This approach would be effective for assessing the extent to which the
candidates and employees are fit for the roles. In this context, risk assessment is vital in terms
of assessing the obstacles, which can degrade the efficiency in the operations. For example, if
the business analysis is resistant towards sharing the information with the other departmental
heads, it is a difficulty in terms of preparing the reports on the human resource management.
Creativity and analytical capability are also essential for understanding the compensable
factors in the job evaluation process. As a result of this, insight is gained into the highest
qualification within the desired workplace environment. However, Poltronieri et al., (2019) is
of the view that this creativity surpasses all other skills, competencies and abilities.
According to the arguments of van Assen and de Mast, (2019), 2.1 degree is ineffective
criterion for assessing the academic performance of the candidates. In case of the scoring
process, seem to be effective for measuring the score in creativity. The principles of fairness
added value and weightage to the selection process. The important evidences are considered
before awarding the marks in each of the criterion. Taking different tests might be a
complicated process for conducting the interview process. This is easier through the means of
evaluation systems, which enhances the clarity in the skills mix. Therefore, timelines can be
prepared for completing the necessary actions within the stipulated time (Mitchell &
Nørreklit, 2019).
Answer b)
The scaling of the factors listed can be done as follows:
Job title:
Business
Degree rating Points

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HUMAN RESOURCE MANAGEMENT
analyst allocated
Factor 1 2 3 4 5 6 7 8
Education
Experience
Mental skills
Mental efforts
Physical efforts
Job work
environment
30 70 100 150 20 250 300 350
0 50 20 50 300 350 40 450
150 200 250 250 10 200 10 10
125 125 400 200 100 50 10 -
- 150 200 100 100 500 50 -
50 100 150 200 250 125 125 -
This scaling depends on the rate of the performance exposed by the employees. The
criterions are diversified for different kinds of jobs offered by the Eastern Province
University like laboratory technologist, ground worker, draftsperson among others, which
enhances the scope and arena of the functionalities. Mapping the effectiveness of the skills
also evaluates the capability of the managers in terms of controlling the performance in terms
of fulfilling the key indicators (Schrage et al., 2019). The ratings are provided both by the
employees and the supervisors. In case of the employees, these ratings boost the morale in
terms of evaluating their performance. Within the factors, the most important aspects are
mental efforts and the job work environment, which conglomerates the personal and
professional development.
Mitchell and Nørreklit, (2019) is of the view that this scaling is essential for gaining
an insight into the effective skills possessed by the business analyst for example. The scores
are effective for deciding on the skills, which needs to be modified for enhancing the scope
and arena of the functionalities. Moreover, van Helden and Reichard, (2019) is of the view
that the ratings reflect the confidence of the supervisors in terms of effective handling of the
HUMAN RESOURCE MANAGEMENT
analyst allocated
Factor 1 2 3 4 5 6 7 8
Education
Experience
Mental skills
Mental efforts
Physical efforts
Job work
environment
30 70 100 150 20 250 300 350
0 50 20 50 300 350 40 450
150 200 250 250 10 200 10 10
125 125 400 200 100 50 10 -
- 150 200 100 100 500 50 -
50 100 150 200 250 125 125 -
This scaling depends on the rate of the performance exposed by the employees. The
criterions are diversified for different kinds of jobs offered by the Eastern Province
University like laboratory technologist, ground worker, draftsperson among others, which
enhances the scope and arena of the functionalities. Mapping the effectiveness of the skills
also evaluates the capability of the managers in terms of controlling the performance in terms
of fulfilling the key indicators (Schrage et al., 2019). The ratings are provided both by the
employees and the supervisors. In case of the employees, these ratings boost the morale in
terms of evaluating their performance. Within the factors, the most important aspects are
mental efforts and the job work environment, which conglomerates the personal and
professional development.
Mitchell and Nørreklit, (2019) is of the view that this scaling is essential for gaining
an insight into the effective skills possessed by the business analyst for example. The scores
are effective for deciding on the skills, which needs to be modified for enhancing the scope
and arena of the functionalities. Moreover, van Helden and Reichard, (2019) is of the view
that the ratings reflect the confidence of the supervisors in terms of effective handling of the
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HUMAN RESOURCE MANAGEMENT
team members. Evaluation of the ratings in the form of audits, evaluation and reviews helps
the personnel of Eastern Province University in measuring the effectiveness of the policies.
Depending on the assessment of the performance, the policies are revised, which
simultaneously alters the standards and quality of the performance indicators.
Answer c)
Among the factors, education attains the top most rank in terms of gaining awareness
about the personnel responsible for upgrading the standards and quality of the performance.
Therefore, the rating of 9 can be awarded to the factor. In this context, mention can be made
of the practices of provided induction training to the workers like that of the post of
draftworkers offered by Eastern Province University (Kiriri, 2019). One of the crucial
attributes in the stage is that of the coordination, which helps the junior staffs to gain
familiarity with the systems and processes. Supervision of the performance of the juniors
helps in gaining an insight into the needs for upgrading the standards. Meetings with the
higher authorities regarding the identified needs are effective for introducing effective
training programs for the juniors. Contacting the other supervisors helps the supervisors to
evaluate the effectiveness of their performance.
The interpersonal skills achieve the score of 8 out of 10. The primary aim is the
dissemination of information with the organization. For this, contracts are developed for
averting the instances of biases and misunderstanding in the communication process. It is the
responsibility of the supervisors to ensure that the contract with the third parties is within the
standards of the ethical code of conduct (Shet, Patil and Chandawarkar, 2019). In this
context, special care needs to be attached for the instances of influences, which can hurt the
individual sentiments of the employees working as the laboratory technologists in the
University. Transaction leadership adds value to the strategic human resource management.
HUMAN RESOURCE MANAGEMENT
team members. Evaluation of the ratings in the form of audits, evaluation and reviews helps
the personnel of Eastern Province University in measuring the effectiveness of the policies.
Depending on the assessment of the performance, the policies are revised, which
simultaneously alters the standards and quality of the performance indicators.
Answer c)
Among the factors, education attains the top most rank in terms of gaining awareness
about the personnel responsible for upgrading the standards and quality of the performance.
Therefore, the rating of 9 can be awarded to the factor. In this context, mention can be made
of the practices of provided induction training to the workers like that of the post of
draftworkers offered by Eastern Province University (Kiriri, 2019). One of the crucial
attributes in the stage is that of the coordination, which helps the junior staffs to gain
familiarity with the systems and processes. Supervision of the performance of the juniors
helps in gaining an insight into the needs for upgrading the standards. Meetings with the
higher authorities regarding the identified needs are effective for introducing effective
training programs for the juniors. Contacting the other supervisors helps the supervisors to
evaluate the effectiveness of their performance.
The interpersonal skills achieve the score of 8 out of 10. The primary aim is the
dissemination of information with the organization. For this, contracts are developed for
averting the instances of biases and misunderstanding in the communication process. It is the
responsibility of the supervisors to ensure that the contract with the third parties is within the
standards of the ethical code of conduct (Shet, Patil and Chandawarkar, 2019). In this
context, special care needs to be attached for the instances of influences, which can hurt the
individual sentiments of the employees working as the laboratory technologists in the
University. Transaction leadership adds value to the strategic human resource management.

5
HUMAN RESOURCE MANAGEMENT
If the case of the formal education is considered, the ranking of 9.5 is appropriate.
This is because of the educational qualification, which is catered. Proper consideration of the
qualification is needed in terms of allocating the works according to the skills mix.
Leadership are needed in terms of considering the genuine problem and making attempts to
solve the rest. In this process, using the working Ombudsman is effective for averting the
illegal instances and arrears (Grossi et al., 2019).
Education 9
Interpersonal skills 8
Formal education 9.5
Answer d)
Job evaluation system would be effective for appraising the performance of the
employees in the other posts like that of ground workers. In the process of evaluating the
criterions, total point value would be essential for awarding the scores. These scores would be
aligned with the identified job post, which would develop relevancy in the businesses. The
scores would be sent to the higher authorities for gaining their approval. After the remarks,
the supervisors would be asked to share the comments personally with the members. This
confidentiality would be effective for maintaining the security and privacy of the aspects
(Jiang et al., 2020). Therefore, the aspect of formal education is to be placed in the top most
rank. This is because of enhancing the awareness of the employees regarding the skills, which
they need to develop. In this context, self assessment would be a means for empowering the
employees about appraising the performance.
In the process of planning the training programs, leadership skills and interpersonal
skills of the supervisors in the Eastern Province University would be reflected. Talking about
HUMAN RESOURCE MANAGEMENT
If the case of the formal education is considered, the ranking of 9.5 is appropriate.
This is because of the educational qualification, which is catered. Proper consideration of the
qualification is needed in terms of allocating the works according to the skills mix.
Leadership are needed in terms of considering the genuine problem and making attempts to
solve the rest. In this process, using the working Ombudsman is effective for averting the
illegal instances and arrears (Grossi et al., 2019).
Education 9
Interpersonal skills 8
Formal education 9.5
Answer d)
Job evaluation system would be effective for appraising the performance of the
employees in the other posts like that of ground workers. In the process of evaluating the
criterions, total point value would be essential for awarding the scores. These scores would be
aligned with the identified job post, which would develop relevancy in the businesses. The
scores would be sent to the higher authorities for gaining their approval. After the remarks,
the supervisors would be asked to share the comments personally with the members. This
confidentiality would be effective for maintaining the security and privacy of the aspects
(Jiang et al., 2020). Therefore, the aspect of formal education is to be placed in the top most
rank. This is because of enhancing the awareness of the employees regarding the skills, which
they need to develop. In this context, self assessment would be a means for empowering the
employees about appraising the performance.
In the process of planning the training programs, leadership skills and interpersonal
skills of the supervisors in the Eastern Province University would be reflected. Talking about

6
HUMAN RESOURCE MANAGEMENT
the areas, which needs to be modified would be effective. Understanding approach is needed
in terms of ensuring the wellbeing of the employees, which is indicative of earning trust,
loyalty and dependence from the employees (DeLon, 2019). Effective communication is
needed between the supervisors and higher authorities of the University, which would add
value to the functional organizational structure. These aspects relates to the physical efforts of
the supervisors towards improvising on the performance of the juniors. The mode of
instruction is knowledge transfer, which indicates reduction in the instances of knowledge
inadequacies.
The process of tackling the junior students of the University concretizes the
experiences of the supervisors and vice versa. In this context, mention can be made of the
inclusive working practices for improving on the learning practices. Consciousness in this
approach is effective for diversifying the workplace culture. This approach is a productive
approach towards providing equal opportunities to the employees. In this context, Kiriri,
(2019) states that Data Protection Act (1998) and Equal Employment Opportunity Act are
relevant. Practical tests are the means, which would help in assessing the capability towards
making practical application of the learnt skills for making the performances in the respective
posts. Hiring the external agencies would be effective for expanding the scope and arena of
the human resource management.
One of the important components in this aspect is that of the rewards and recognition,
which can be awarded to the employee, exposing better performance. These rewards would
be mostly incentives and perks, which would motivate the staffs of the University for
improving the standards and quality of their educational reforms and policies (Mitchell &
Nørreklit, 2019). The performance appraisals need to be conducted every 6 months, which
would be effective for mapping the position in the financial years.
HUMAN RESOURCE MANAGEMENT
the areas, which needs to be modified would be effective. Understanding approach is needed
in terms of ensuring the wellbeing of the employees, which is indicative of earning trust,
loyalty and dependence from the employees (DeLon, 2019). Effective communication is
needed between the supervisors and higher authorities of the University, which would add
value to the functional organizational structure. These aspects relates to the physical efforts of
the supervisors towards improvising on the performance of the juniors. The mode of
instruction is knowledge transfer, which indicates reduction in the instances of knowledge
inadequacies.
The process of tackling the junior students of the University concretizes the
experiences of the supervisors and vice versa. In this context, mention can be made of the
inclusive working practices for improving on the learning practices. Consciousness in this
approach is effective for diversifying the workplace culture. This approach is a productive
approach towards providing equal opportunities to the employees. In this context, Kiriri,
(2019) states that Data Protection Act (1998) and Equal Employment Opportunity Act are
relevant. Practical tests are the means, which would help in assessing the capability towards
making practical application of the learnt skills for making the performances in the respective
posts. Hiring the external agencies would be effective for expanding the scope and arena of
the human resource management.
One of the important components in this aspect is that of the rewards and recognition,
which can be awarded to the employee, exposing better performance. These rewards would
be mostly incentives and perks, which would motivate the staffs of the University for
improving the standards and quality of their educational reforms and policies (Mitchell &
Nørreklit, 2019). The performance appraisals need to be conducted every 6 months, which
would be effective for mapping the position in the financial years.
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References
DeLon, B. (2019). Job descriptions: What they are, are not, and can be. College & research
libraries news, 55(6), 339-342.
Grossi, G., Kallio, K. M., Sargiacomo, M., & Skoog, M. (2019). Accounting, performance
management systems and accountability changes in knowledge-intensive public
organizations. Accounting, Auditing & Accountability Journal.2(8), 200-300
Jiang, S., Shi, H., Lin, W., & Liu, H. C. (2020). A large group linguistic Z-DEMATEL
approach for identifying key performance indicators in hospital performance
management. Applied Soft Computing, 86, 105900.
Kiriri, P. (2019). Management of performance in higher education institutions: the
application of the balanced scorecard (BSC).1(2), 130-170
Mitchell, F., & Nørreklit, H. (2019). How to Take Action for Successful Performance
Management: A Pragmatic Constructivist Approach. Business Expert Press.
Poltronieri, C. F., Ganga, G. M. D., & Gerolamo, M. C. (2019). Maturity in management
system integration and its relationship with sustainable performance. Journal of
cleaner production, 207, 236-247.
Schrage, M., Kiron, D., Hancock, B., & Breschi, R. (2019). Performance Management's
Digital Shift. MIT Sloan Management Review, 0_1-23.
Shet, S. V., Patil, S. V., & Chandawarkar, M. R. (2019). Competency based superior
performance and organizational effectiveness. International Journal of Productivity
and Performance Management.2(9), 100-200
HUMAN RESOURCE MANAGEMENT
References
DeLon, B. (2019). Job descriptions: What they are, are not, and can be. College & research
libraries news, 55(6), 339-342.
Grossi, G., Kallio, K. M., Sargiacomo, M., & Skoog, M. (2019). Accounting, performance
management systems and accountability changes in knowledge-intensive public
organizations. Accounting, Auditing & Accountability Journal.2(8), 200-300
Jiang, S., Shi, H., Lin, W., & Liu, H. C. (2020). A large group linguistic Z-DEMATEL
approach for identifying key performance indicators in hospital performance
management. Applied Soft Computing, 86, 105900.
Kiriri, P. (2019). Management of performance in higher education institutions: the
application of the balanced scorecard (BSC).1(2), 130-170
Mitchell, F., & Nørreklit, H. (2019). How to Take Action for Successful Performance
Management: A Pragmatic Constructivist Approach. Business Expert Press.
Poltronieri, C. F., Ganga, G. M. D., & Gerolamo, M. C. (2019). Maturity in management
system integration and its relationship with sustainable performance. Journal of
cleaner production, 207, 236-247.
Schrage, M., Kiron, D., Hancock, B., & Breschi, R. (2019). Performance Management's
Digital Shift. MIT Sloan Management Review, 0_1-23.
Shet, S. V., Patil, S. V., & Chandawarkar, M. R. (2019). Competency based superior
performance and organizational effectiveness. International Journal of Productivity
and Performance Management.2(9), 100-200

9
HUMAN RESOURCE MANAGEMENT
Tweedie, D., Wild, D., Rhodes, C., & Martinov‐Bennie, N. (2019). How does performance
management affect workers? Beyond human resource management and its
critique. International Journal of Management Reviews, 21(1), 76-96.
van Assen, M., & de Mast, J. (2019). Visual performance management as a fitness factor for
Lean. International Journal of Production Research, 57(1), 285-297.
van Helden, J., & Reichard, C. (2019). Management control and public sector performance
management. Baltic Journal of Management.2(3), 100-150
Verdecho, M. J., Alfaro-Saiz, J. J., & Rodríguez-Rodríguez, R. (2019). Integrating business
process interoperability into an inter-enterprise performance management system.
In Enterprise Interoperability VIII (pp. 265-273). Springer, Cham.
HUMAN RESOURCE MANAGEMENT
Tweedie, D., Wild, D., Rhodes, C., & Martinov‐Bennie, N. (2019). How does performance
management affect workers? Beyond human resource management and its
critique. International Journal of Management Reviews, 21(1), 76-96.
van Assen, M., & de Mast, J. (2019). Visual performance management as a fitness factor for
Lean. International Journal of Production Research, 57(1), 285-297.
van Helden, J., & Reichard, C. (2019). Management control and public sector performance
management. Baltic Journal of Management.2(3), 100-150
Verdecho, M. J., Alfaro-Saiz, J. J., & Rodríguez-Rodríguez, R. (2019). Integrating business
process interoperability into an inter-enterprise performance management system.
In Enterprise Interoperability VIII (pp. 265-273). Springer, Cham.
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