The making of a managerial job evaluation plan

Abstract

Job evaluation is not a new concept, many of the better run companies in India use it extensively for manpower positioning, wage, and salary fixation. But, when it comes to evaluating the managerial “think jobs” (Assistant Engineers and the like), it was found in the study that only a handful of Indian companies—mostly multinational companies—have any sort of scientific method of evaluation. Yet all the one dozen leading companies that were contacted in this study felt the need for managerial job evaluation—to bring clarity in each managerial position and establish equity with respect to pay and rewards commensurate with relative responsibilities, organizational structuring, performance⁄potential evaluation, management education, training, and development. In this paper the line of approach which a company can take to evolve its own tailormade Managerial Job Evaluation Plan (MJEP) is discussed drawing upon the experience of an Indian company. The lessons learnt in the process of making the MJEP are enumerated and from it a number of suggestions are made.