• Have any questions?
  • +91-9828671065
  • support@helpinhomework.org
  • Have any questions?
  • +91-9828671065
  • support@helpinhomework.org
-->
  • May 2020
  • 0

"Mini Case: Job Evaluation at Who" Analysis

S150

5th May 2020

Job evaluation is a formal and systematic way to analyze jobs and categorizing these based on the relative importance of each on the overall organization business or service process (Guest, Paauwe, & Wright, 2014). The job evaluation of several job positions of the Whole Foods can be made through point method.

The result of the job evaluation of the nine job positions (as given in the case) of Whole Foods is as follows.

Job Evaluation under Point Method

Job

Title of Job

Job Group

Job Evaluation

Compensable Factors

Number Assigned based on Importance

Weight Assigned

Point Assigned

Food Maker (Preparer)

Customer Servicing  

Skill          

      Experience   

      Capacity

2                      2

30%            15%      15%

30             30

Responsibility    

      Normal Duty

      Supervisory

3                      1

30%            15%      15%

45             15

Effort                

     Mental             

     Physical

1                     4

30%            15%      15%

15             60

Working Condition              Location

     Environment

3                      2

10%            5%       5%

15             10

 

220

 B

Cashier 

 Customer Servicing  

Skill          

      Experience   

      Capacity

2                      3

30%            15%      15%

30             45

Responsibility    

      Normal Duty

      Supervisory

3                      1

30%            15%      15%

45             15

Effort                

     Mental             

     Physical

2                     2

30%            15%      15%

30             30

Working Condition              Location

     Environment

1                      1

10%            5%       5%

5                5

 

205

 C

 Team Leader, Prepared Food

Managerial Group 

Skill          

      Experience   

      Capacity

4                      4

30%            15%      15%

60             60

Responsibility    

      Normal Duty

      Supervisory

2                      4

30%            15%      15%

30             45

Effort                

     Mental             

     Physical

3                     3

30%            15%      15%

45             45

Working Condition              Location

     Environment

2                      2

10%            5%       5%

10                10

 

305

 D

 Associate Team Leader, Prepared Food

Managerial Group  

Skill          

      Experience   

      Capacity

2                      3

30%            15%      15%

30             45

Responsibility    

      Normal Duty

      Supervisory

3                      2

30%            15%      15%

45             30

Effort                

     Mental             

     Physical

3                     2

30%            15%      15%

45             30

Working Condition              Location

     Environment

2                      2

10%            5%       5%

10                10

 

245

 E

Dish Washer 

Operational Support People

Skill          

      Experience   

      Capacity

1                      1

30%            15%      15%

15             15

Responsibility    

      Normal Duty

      Supervisory

1                      1

30%            15%      15%

15             15

Effort                

     Mental             

     Physical

1                     1

30%            15%      15%

15             15

Working Condition              Location

     Environment

2                      3

10%            5%       5%

10                15

 

115

 F

 Associated Team Leader, Store

 Managerial Group

Skill          

      Experience   

      Capacity

3                      3

30%            15%      15%

45             45

Responsibility    

      Normal Duty

      Supervisory

3                      2

30%            15%      15%

45             30

Effort                

     Mental             

     Physical

2                     3

30%            15%      15%

30             45

Working Condition              Location

     Environment

2                      2

10%            5%       5%

10                10

 

260

 G

 Deputy Team Leader, Prepared Foods

 Managerial Group

Skill          

      Experience   

      Capacity

3                     3

30%            15%      15%

45             45

Responsibility    

      Normal Duty

      Supervisory

3                      3

30%            15%      15%

45             45

Effort                

     Mental             

     Physical

3                     3

30%            15%      15%

45             45

Working Condition              Location

     Environment

2                      1

10%            5%       5%

10               5

 

285

 H

 Deputy Team Leader, Store

 Managerial Group

Skill          

      Experience   

      Capacity

3                      3

30%            15%      15%

45             45

Responsibility    

      Normal Duty

      Supervisory

3                      3

30%            15%      15%

45             45

Effort                

     Mental             

     Physical

3                     2

30%            15%      15%

45             30

Working Condition              Location

     Environment

2                      2

10%            5%       5%

10                10

 

275

Store Helper 

Operational Support People

Skill          

      Experience   

      Capacity

2                      1

30%            15%      15%

30             15

Responsibility    

      Normal Duty

      Supervisory

2                      2

30%            15%      15%

30             30

Effort                

     Mental             

     Physical

1                     3

30%            15%      15%

15             45

Working Condition              Location

     Environment

2                    2

10%            5%       5%

10               10

 

185

 

            Job structure is the layout that articulates the careers entailed by several job positions within the organization (Boxall & Purcell, 2015). The job structure of the Whole Foods based on the result of the job evaluation is as follows.

Job Structure

Managerial Group

Customer Servicing

Operational Support People

 

 

 

Team Leader, Prepared Food

Food Maker (Preparer)

Store Helper

 Deputy Team Leader, Prepared Foods

Cashier

Dish Washer 

Associate Team Leader, Prepared Food

 

 

 Deputy Team Leader, Store

 

 

Associated Team Leader, Store

 

 

 

 

 

 

Answer to the Question No: 02

             Point method of job evaluation has been utilized for the evaluation of several job positions of the Whole Foods. Under this methods, the importance of each job is analyzed based on the assigned total points (Armstrong & Baron, 2012). Points to each job is assigned based on the compensable factors attributable to the job (Guest, Paauwe, & Wright, 2014).

This method is chosen as the company is operating in the food industry. The roles and responsibilities of each job are relatively very important to the overall service process of the employees. The job opportunities offered by the company mainly role based besides hierarchical nature. Based on the nature, and importance of the job, the careers paths entailed by several job positions have been articulated.

             For the job evaluation of the Whole Foods four compensable factors including skill, responsibility, effort, and working condition have been chosen. Each of these factors are very important in determining the compensations of the job positions offered. In determining the salary level, skill, responsibility, effort, and working condition are carefully considered (HR Toolkit, 2015).

Answer to the Question No: 03

           The selected job evaluation technique has effect on the job evaluation results. In this case, Point method has been selected for job evaluation (Armstrong & Baron, 2012). The evaluation methods across different people affects the outcome of the job evaluation. Selection of other methods including Delphi method, job ranking method etc. would provide different job evaluation results (Guest, Paauwe, & Wright, 2014).

           The compensable factors chosen for job evaluation affects the results of the job evaluating greatly (HR Toolkit, 2015). Judgments across analysts may differ in case of selection of the compensable factors (Mott Community College, 2012). All jobs do not have same exposure to the compensable factors selected. Thus, if the selected compensable factors differ across analysts, the job evaluation of the analysts will differ (Boxall & Purcell, 2015).

           Job evaluation process also affect the outcome of job evaluation. The approach which the HR analysts will have great impact on the accuracy and relevance of evaluation outcomes (Sims, 2014).

Answer to the Question No: 04

           Job description is a list that articulates the general tasks, or functions, and responsibilities associated with a job (Boxall & Purcell, 2015). The evaluation of a job description can be made in terms of how it clearly and explicitly can articulate general tasks, or functions, and responsibilities associated with the job (Torres-Coronas & Arias-Oliva, 2013).

The job descriptions described across various position in the Whole Foods Case was very helpful. From these job descriptions, nature of each job positions, tasks performed in each job position, requirements of each job position, level of responsibilities in each job position, and the relative importance and contribution of each job position in overall business process have been clearly understood.

Also, from these job descriptions, skills and expertise requirement for each job is easily known and clarified. These clear and explicit job description has made the process of job evaluation, and process of designing job structure very easy and convenient.

           The clearly and explicitly defined nature of the jobs, tasks & functions in the jobs, and requirements of the jobs, skills & experiences for the jobs positions of Whole Foods are very important parts for formal and systematic job analysis and evaluation. The laying out the job positions, for job structure design, has been become very easy with these information. 

           The job description in the Whole Foods could be more structured and systematic. From the information presented in the job description, it was very difficult to assign a specific job tittle. The discussion of the nature of the jobs, tasks & functions in the jobs, and requirements of the jobs, skills & experiences for the jobs positions would be more systematic and useful if these information were presented in stepwise manner rather than presenting information on a single paragraph (Mott Community College, 2012).

The information and requirements could be presented under several sub-heads including job position, job summary, job duties & responsibilities, job requirements, required experience and skills. Presenting job description on these sub-heads will provide more clear and faster understanding of the job (Boxall & Purcell, 2015). Also, job requirement section should be more sufficient, and detailed. Reporting structure for each job positions should be more clarified. Also, more information on the job duties & responsibilities, job requirements, required experience and skills should be given.

 

References

 

Armstrong, M., & Baron, A. (2012). Strategic HRM: The Key to Improved Business Performance. California: CIPD Publishing.

Boxall, P., & Purcell, P. J. (2015). Strategy and Human Resource Management:. New York: Palgrave Macmillan.

Guest, D. E., Paauwe, J., & Wright, P. (2014). HRM and Performance: Achievements and Challenges. New York: John Wiley & Sons.

HR Toolkit. (2015). Retrieved January 13, 2017, from Compensation & Benefits: Job evaluation (Internal equity): http://hrcouncil.ca/hr-toolkit/compensation-job-evaluation.cfm

Mott Community College. (2012, December 12). Retrieved January 14, 2017, from Human Resources: Job Description & Job Evaluation Procedures: http://www.mcc.edu/hr_protected/pdf/Job_Evaluation_Procedure_For_Supervisors.pdf

Price, A. (2015). Human Resource Management. New York: Cengage Learning.

Sims, R. R. (2014). Human Resource Management: Contemporary Issues, Challenges, and Opportunities. New York: IAP.

Torres-Coronas, T., & Arias-Oliva, M. (2013). e-Human Resources Management: Managing Knowledge People . Melbourne: Idea Group Publishing.

 

0 Comments


LOAD MORE COMMENTS

Leave Your Comment Here