CHAPTER ONE

BACKGROUND OF THE STUDY

1.1       INTRODUCTION

Job evaluation is the process of planning, assessing and dissecting the different jobs done by different categories of workmen in a particular time frame, while using designed technique to match jobs to the appropriate staff and to achieve some results in an organisation.  In as much as job evaluation is a subset of Human Resource Management, we illustrate the Human Resource Management as a set of organisation-wide functions or activities that are designed to influence the effectiveness of employees in the organisation.  All these activities include such functions as recruitment, staffing, training and development and even compensation.

Most managers engage in these activities daily with both prospective employees and their own subordinates.  The Human Resource Managers play a major role as the lubricant of a 4-stroke engine who sees to the planning of the company’s workforce and ensures that they are coordinated, supervised and managed to the maximal use of the company resources.

Matching the individual’s ability and motivation with job’s requirements and rewards is the crucial factor influencing personnel/human resource outcomes.  Individuals must be analysed in order to identify the ability requirements necessary for the employee to successfully complete the job’s expectations.  Likewise, it is necessary to identify the rewards associated with the job and how these rewards can be used to motivate employee behaviours.

Independent of another in a structured organisation, where the results of these individuals but systematised processes from and contribute to the total outcome of the organisation, thereby strengthening our postulation that the sum of the results are a function of a team work.

Within the organisational set up, the process of jobs are classified into categories, and these classifications enables the human resources manager to establish and determine how the job should be done, who does the job and with what tools or equipment shall be used for the job.

It is not substantive enough to garner resource and put them to task towards goal actualisation without explicitly defining the individual roles, functions and articulating or evaluating the role one plays to contributing to the organisational objective.  In the light of the these aforementioned constraints, it is quite glaring why the jobs should be described, specified, analysed and evaluated in private and public companies.

Inspite of the above premise, we put into consideration the fact that we are doing a comparative study of the job evaluation both in private and public companies.  In the contemporary nature one expects the private companies to be smaller than the public companies. Therefore leaving the public companies as bigger investments.  As this is normally the case, the technique or approach of job evaluation is most likely to differ from the private and public companies.  Which goes longer in explaining the varied methods.  Procedures and designs of job evaluation in these organisations.

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