When it is finally decided to install a formal system of job evaluation irrespective which system is decided upon, the utmost care must be exercised to ensure that Human, as well as technical aspects, are taken into account.
In order that a job evaluation system works efficiently, it is necessary that all those too are concerned with job evaluation should be fully conversant with the techniques d implications of the different available systems. Otherwise, the chances of success are doubtful.
The following measures may be adopted
(i) Supervisors should have full knowledge of the system. They should understand it, and be able to explain to their workers the purpose of the plan and how it works. They must accept the desirability of the plan, for if they are not convinced that it is useful, they will certainly not be able to convince the employees.
(ii) Supervisors as a group should receive a thorough training in advance of the actual introduction of the plan to enable them to explain the policies, principles and procedures to anyone who wants to understand them.
(iii)The management must give the widest publicity to every phase of the programme, utilizing employee publications, notice boards, departmental meetings and letters to employees’ homes.
(iv) Separate pay structures should be maintained for major groups of employees. For example, it would be difficult to work out a plan equally applicable to factory workers, office workers, salesmen, and departmental heads.
The wages that are offered must be at or about the prevailing rate in order that there may be a successful competition for capable people.
(v)Whatever plan or system is selected for each group will arouse some fears or apprehensions. To overcome these, the details of the administration of the plan should be as simple as possible, and the management should endeavor to involve a broad range of employees from a number of departments.