İş değerlendirme ve Türkiye`deki uygulanması

Abstract

ÖZET İş değerlendirmesi, bir isletmede mevcut olan isler arasındaki göreli değer farklılıklarını ortaya çıkaran sistematik bir karşılaştırma yöntemidir. Yöntem, personel yönetimi ile ilgili çalışmalara ışık tutacak önemli bir veri kaynağını oluşturabilecek niteliktedir. ilk olarak 1920' lerde Amerika'da, daha sonra 1950' 1 i yıllarda Avrupa'da uygulanmaya başlanan ve hızla benimsenen İS değerlendirmesi, günümüzde de halen kullanılmaktadır. Bir is değerlendirmesi çalışmasına başlanırken öncelikle firmanın amaçları saptanır, sonca uygulamayı yapacak olanlar seçilir, değerlendirmeyi ne tür islerin dahil edileceği belirlenir, daha sonra işlerin daha iyi tanınabilmeleri için is analizleri, iş tanımları ve iş gerekleri hazırlanır. Edinilen bilgilere göre isletmelerin özelliklerine en uygun olan is değerlendirme yöntemi seçilir. Temel olarak Sıralama, Sınıflama, Faktör- karşılaştırma ve Puan Yöntemi olmak üzere dört is değerlendirme yöntemi var dir. Bunlar dan ilk ikisi sayısal olmayan, son ikisi de sayısal is değerlendirme yöntemleridir. Sıralama yöntemi en basit yöntem olup islerin genel olarak zorluk ve önem derecelerine göre sıralanmalarını içerir. Sınıflama yönteminde belli sınıf tanımları yapılır ve işler bu tanımlara göre belli gruplar hallinde sıralanırlar. Faktör karşılaştırma yönteminde isler beceri, çaba, sorumluluk ve iş koşulları gibi belli faktörlere göre karşılaştırılırlar. Puan yönteminde kul lanılan faktörler, alt faktörlere, bunlar da derecelere ayrılırlar, her derecenin belli bir puan değeri vardır ve işler toplam puanlarına göre sıralanırlar. Çalışmanın uygulama aşamasında, puan yöntemi kullanılarak iki iş değerlendirmesi yapılimıstır. Puan yöntemi sonucu, is sırası oluşturulmuştur. İşlere ait ücret doğrusu ve ücret eğrisi çizilmiştir. İş değerlendirmesi uygulamaları, işkolu yerine isletme bazında yapılmalıdır. Bu sistem, daha pahalı ve zor olsa da her işletmenin kendine özgü kültür, büyüklük, teknolojik seviye, amaçlar, güc ve zayıflıklar gibi özellikleri daha ayrıntılı ve tam olarak içerebilir.

SUMMARY JOB EVALUATION and two' APPLICATION in TEXTILE INDUSTRY Job evaluation is a systematic comperative method which determines the relative value di-f-Ferent iations between jobs in an organization. By this way Jobs arm classified in an order related to one another. Firstly in 1920' s the methods were -formed and developed in the USA. Frederick W.TAYLOR, E. GRIFFENHAGEN Harry E. HAPF, Merrill R. LOTT and Eugene J.BENGE were the first researchers who applied job evaluation in companies and developed new techniques. Especially Merrill R.LOTT and Eugene J.BENGE were interested in the relative worth of jobs and they provide that `if the importance of job was known, every kind of personnel functions could be done esaily in terms of information about jobs`. In 1930's job evaluation was used in wage and salary administration analytically. Trade unions were getting powerful and labor unions had some advantages because of job evaluation applications of NEMA-Nat ional Elektrical Manufacturers Association and of NMTA-National Metal Trade Association. I n addition to these, Fair Labor Standarts Act had put some restrictions on wage levels and this matter have directed the firms to conduct job evaluation applications. In 1940*s, in every kind of wage administration of companies, the approval of wage Stabilization Board was necessary. In 1950's job evaluation was known and started to used in Europe Firstly England(in 1947), secondly France (in 1948) and thirdly West Germany and Swedwen (in 1951) applied job evaluation. In Türkiye, it is applied by government in 1951 and then private sector started to use the method successful ly. For a good job evaluation application its steps must be known and carried out careufully. There ar& three big steps of the system excluding wage determination. The first one is to prepare the system, the second one is to examine the jobs in detail and the last one is to put in order the evaluation results. At the first step the evaluation objectives are defined, then people who will work in the evaluation process ar chosen (they ought to know their tasks very well and they ought to be qualified, for job evaluation process and for the firm), then the jobs which will be evaluated ars determined (will they be official or manufactural jobs), and then the job evaluation method that will be used in the process is selected. At the second step job analysis, job definitions -ix-and job spesif icat ions are done in order and then the jobs are evaluated, in terms of these three information sources. At the third step the relative worth of every job is determined and the job structure is -formed. Then, the results are used in ' terms of the objectives which are defined at the beginning of the job evaluation process. If the firms wants to use the evaluation results for wage and salary administration, it ought to determine the wages of jobs. For this work, it forms the wage scales, prepares the wage levels and places the jobs in these wage levels and the end of this process the new wage scale of the firm is formed. While the jobs evaluation objectives are defined, what kind of advantages and disadvantages a job evaluation has must be known. A job evaluation can be used in personnel management and wage and salary administration. By determining the real importance of the degree of jobs, personnel management function may have a vey good data base for next operations. On the other hand, a job evaluation application has a very critical and strategic position in the firms. Because it ought to be known very well and used to the companies appropriately. It is really difficult and expensive method for the firms. The method may differ from firm to firm. Every step and every work about the method must be done appropriately and the managers of the firms ought to know the method in detail. In choosing the people who will work in the evaluation process, the right people ought to be choosen. The people ought to be expert about job evaluation, wage administration, statistical applications, manufacture techniques and process. In they also ought to be extrovert, self confident, intelligent, intellectual, objective and understanding people. They m ay be from the firm, out of the firm and from both. Evaluation is conducted by specially trained personnel, called compensation specialists. When a group of managers or specialists. When a group of managers or specialists is used, the group is called a job evaluation committee. The committee begins with a review of job analysis information to learn the duties, responsibilities and working conditions. In determining what kind of jobs will be evaluated jobs and the company must be known very well. As it is known there are two types of personnel in the companies in general. One of them is white collared personnel, the other one is blue collared personnel. The first one is interested in managerial and offical jobs, and the second one does manuf actioral and operational jobs. Because of the differences between these jobs, the job evaluation content must be established appropr iatly. In the past these two job types were evaluatedseperately. Nowadays there is also the same evaluations, and in addition, these two types are being evaluated together. The point plans will be changed in terms o-F the job evaluation contents. Job analysis, job definition and job specification are the main elements of job evaluation. These elements are very important and ought to be done very carefully by the firm. Job analysis is the process of obtaining accurate and complete information about jobs through a systematic examination of job content. There are three method for obtoining the information about jobs. The first one is Direct Observation and Interviews, the second is Questionnaire and the third one is Mixed Method. In doing job analysis job informations which will be obtained are determined, information obtaining method is chosen, job analists are selected and educated and then personnel, who will give information, are fixed Job Description is a listing of duties as well as desirable qualifications for a particular job. It is a statement of the component tasks, duties, objectives, standards and environmental circumstances of a job. Job Specification is a specification of the skills, knowledge and attitudes required effectively to perform a job. It is usally expressed in behavioral terms. It also determines the necessary features of personnel, who will be employed in a company, for a job. It defines the job, fixed the necessary personnel features, and also defines how the job should be done. Selecting the job evaluation method is very important decision for the firms. The job evaluation committees determine the relative worth of jobs by selecting a job evaluation method. The most common ones are job ranking, job grading, factor comparison and point systems. The first two are non-quantitative, the last two are quantiative methods. Job Ranking is a technique in which jobs are placed in order of importance or value relative to each other. The main guide is usally the amount of responsibility in each job or the importance of the job to the organization. This method looks at the whole job, not its component parts, and is concerned with the rank order of jobs, not differences in any absolute sense. In ranking jobs there are two methods. One of these is using the job descriptions, the other one is paired comparison method, especially paired comparison matrix is used a lot in small companies. Job Grading or Classification Method requries the examination of jobs in the light of predetermined definitions of the grades, as part of a planned organization structure, where the level of work in each grade is descriptions to indicate the placing of the job in a relationship with other graded jobs. Factor Comparison Method requires the job evaluation committee to compare critical job companents. The critical components are those factors common -x i -to all the jobs being evaluated such as responsibility, skil, mental effort, physical effort, and working conditions. Each of these factors is compared, one at a time, with the same factor for the other jobs. This evaluation allows the committee to determine the relative importance of each job. Point System is used more than any other method. This technique entails the analysis and comparison of jobs according to common factors, which are represented by a number of points, the amount depending- on the degree of each factor present. Jobs are then placed in order of their total points rating. Pay is usally determined by reference to bechmark jobs. Point rating is there fore both a quantitative and an analytical technique. Job evaluation applications are done in the USA., in Sweden, in Germany, Holland, Denmark, England and Iron curtain countries orderly. In Türkiye it is used in 1950's in the goverment, in 1960's in private sector. But the labor unions, which were not big, powerful and didn't know the system, couldn't use job evaluation system. After the end of 1970's, its applications increased gradually. Nowadays, there are very successful job evaluation applications in private sector. As time passed researchers tried to find new job evaluation techniquies, they developed new methods and applied them. But none the new methods wre successful as classical techniques. The classical methods are really optimal and gives detailed information about jobs. Especially Point System is the most detailed information about jobs in terms of some factors. The institute in which the practice is held is a middle size one which dosen' t have much work varition. Further; the jobs which ar& related with the production are similar. That's why, it has been quite difficult to determine the relative importance degree between the jobs. In order to determine the relative value differences between the jobs,- job evaluation study has been done by applying Point Rating Method in the institute. The criterions which will be used in Point Rating Method has been defined earlier by making factor and degree definition and all the evaluation has been done in the basis of these definitions. Point values of the degrees are determined and the point should be explained reasons, job ranking which has been formed by using Point Rating Method is both healthier and the information in the job evaluation forms will be much useful for the institute. If the job is done as in its definition and has almost the same importance order, the permanent and healty price policy of the institute can be determined considering this condition and order. This study will certainly have an addition to the price managment function in the future. -x i i -Be-Fore the application started, job analysis, job definition and needs had been -Formed. Job -Features and evaluation -forms which will be able to be seen in ene. B and C have been accomplished as a result o-F these studies. These definitions will form a basis for the programme of the institute to employ and train the staff.in the future. In employing the stuff and between the workers, to evaluate it accordinq to the objective dimension of the jobs instead of subjective differences such as sexual differences with increase the worker's morale and will create a very good effect to motivate them. In addition to this, in the parts in which the job security of the workers is under danger, the precautions which the institute should take have come to light, too. As a result of pratice an order, which show relative value differences between the jobs, has been formed and also a data base has been formed to show the way to job which the institute will use in the works related with the jobs and the workers. On the other hand, curvedand straight line of price have been drawn, so the institute will be able to know the price for one hour in which point value. And also by looking of the curved and straight line of price of the other institute in the market, it can do the price evaluation in this own structure. At the end of the applications the most proper job ranking is determined for the firm, and some important personnel managment functions objective data base is formed. The managers of the firm may use these information in selecting personnel to the firm, education them, increasing the wages of jobs and taking measures to prevent job acci dents. Job evaluation applications ought to be done for companies not for industries. Because point plans and the other hypothesis can only include one company features. Some features are very different. Culture, technologic level, activities, size, objectives, threats, power and weaknesses are changing from firm to firm. Companies must know and define their features very well and prepare their own job evaluation plans. Managers and the other personnel in firms must learn the system and applicate it properly. ?x i 1 1-