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INDEX
CHAPTER TOPICS COVERERD PAGE NO.
CHAPTER 1. INTRODUCTION 2
CHAPTER 2.COMPANY PROFILE AND ABOUTTHE PROJECT
4
CHAPTER 3. REVIEW OF LITERATURE 17
CHAPTER 4. 29
CHAPTER 5. RESEARCH METHODOLOGY 32
CHAPTER 6. DATA ANALYSIS 47
CHAPTER 7. BIBLIOGRAPHY 49
CHAPTER 8. QUESTION 51
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INTRODUCTION
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A job evaluation is a systematic way of determining the
value/worth of a job in relation to other jobs in an organization. It
tries to make a systematic comparison between jobs to assess their
relative worth for the purpose of establishing a rational pay
structure.
Job evaluation needs to be differentiated from job analysis. Job
analysis is a systematic way of gathering information about a job.
Every job evaluation method requires at least some basic job
analysis in order to provide factual information about the jobs
concerned. Thus, job evaluation begins with job analysis and ends
at that point where the worth of a job is ascertained for
achieving pay equity between jobs.
Features
The purpose of job evaluation is to produce a defensive[clarification
needed ]
ranking of jobs on which a rational and acceptable paystructure can be built. The important features of job evaluation
may be summarised thus:
• It tries to assess jobs, not people.
• The standards of job evaluation are relative, not absolute.
• The basic information on which job evaluations are made is
obtained from job analysis.
• Job evaluations are carried out by groups, not by individuals.
• Some degree of subjectivity is always present in job
evaluation.
• Job evaluation does not fix pay scales, but merely provides a
basis for evaluating a rational wage structure.
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COMPANY PROFILE
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Ford Motor CompanyFord Motor Company
Type Public ( NYSE: F)
Founded June 17, 1903Founder Henry Ford
HeadquartersDearborn,
Michigan, USAArea served worldwide
Key people
William Clay Ford, Jr
- Executive Chairman
Alan Mulally -
President, CEOIndustry Automotive
ProductsAutomotive goods and
services
Revenue
US$120.1 billion
(2006) [1]
Operating
income
US$-15.0 billion
(2006)[1]
Net incomeUS$-12.6 billion
(2006)[1]
Employees 283,000 (2007)[2]
Divisions
Ford Credit
Ford division
Lincoln
Mercury
Premier Automotive
GroupSubsidiaries Automotive
Components Holdings
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Jaguar
Land Rover
Volvo (cars only)
Slogan
Bold MovesHave you driven a
Ford lately?
Built Ford Tough
Built for Life in
CanadaFeel the difference
Make Everyday
ExcitingWebsite www.ford.com
Ford Motor Company is an American multinational corporation
and the world's third largest automaker based on worldwide
vehicle sales.
In 2006, Ford was the second-ranked automaker in the US
with a 17.5% market share, behind General Motors (24.6%) but
ahead of Toyota (15.4%) and DaimlerChrysler (14.4%). Ford was
also the seventh-ranked American-based company in the 2007
Fortune 500 list, based on global revenues of $160.1 billion. In
2006, Ford produced about 6.6 million automobiles, and employed
about 280,000 employees at about 100 plants and facilities
worldwide. In 2007, Ford had more quality awards from J.D
Power than any other automaker.
Based in Dearborn, Michigan, a suburb of Detroit, the
automaker was founded by Henry Ford and incorporated in June
16, 1903. Ford now encompasses many global brands, including
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Lincoln and Mercury of the US, Jaguar and Land Rover of the
UK , and Volvo of Sweden. Ford also owns a one-third controlling
interest in Mazda.
Ford has been one of the world's ten largest corporations by
revenue and in 1999 ranked as one of the world's most profitable
corporations, and the number two automaker worldwide.
Ford introduced methods for large-scale manufacturing of
cars and large-scale management of an industrial workforce,
especially elaborately engineered manufacturing sequences
typified by moving assembly lines. Henry Ford's combination of
highly efficient factories, highly paid workers, and low prices
revolutionized manufacturing and came to be known around the
world as Fordism by 1914.
History
Henry Ford (ca. 1919)
Ford was launched in a converted factory in 1903 with $28,000 in
cash from twelve investors, most notably John Francis Dodge and
Horace Elgin Dodge who would later found the Dodge Brothers
Motor Vehicle Company. During its early years, the company produced just a few Model T's a day at its factory on Mack
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Avenue in Detroit , Michigan. Groups of two or three men worked
on each car from components made to order by other companies.
Henry Ford was 40 years old when he founded the Ford Motor
Company, which would go on to become one of the largest and
most profitable companies in the world, as well as being one of the
few to survive the Great Depression. The largest family-controlled
company in the world, the Ford Motor Company has been in
continuous family control for over 100 years.
Corporate governance:
Members of the board as of early 2007 are: Chief Sir John Bond,
Richard Manoogian, Stephen Butler , Ellen Marram, Kimberly
Casiano, Alan Mulally (President and CEO), Edsel Ford II, Homer
Neal, William Clay Ford, Jr., Jorma Ollila, Irvine Hockaday, Jr.,
John L. Thornton and William Clay Ford (Director Emeritus).[8]
The main corporate officers are: Lewis Booth (Executive Vice
President, Chairman (PAG) and Ford of Europe), Mark Fields
(Executive Vice President, President [The Americas]), Donat
Leclair (Executive Vice President and CFO), Mark A. Schulz
(Executive Vice President, President [International Operations])
and Michael E. Bannister (Group Vice President; Chairman &
CEO Ford Motor Credit).[9]. Paul Mascarenas (Vice President of
Engineering, The Americas Product Development)
FORD IN INDIA:FORD IN INDIA:
Ford started its innings with the Mahindra-Ford joint venture
formed in 1994, which produced the Escort out of M&M Nashik
plant. After meeting initial success, sales of the Escort was finally
replaced by the Ikon in 1999.
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The Ikon marked a new beginning for Ford in India. It rolled
out of the Marajmalaingar plant near Chennai and by now, the
company had parted ways with M&M and was renamed Ford
India Ltd in 1998. The Ikon was the first model by a multinational
to be developed specifically for India. Though it was based on the
Fiesta, it was a unique body style and was offered and was offered
with an option of three engines, including a diesel. The car was a
big hit. The Ikon underwent several face-lifts and price cuts to
keep demand high. However, fresher competition and a reputation
for high-maintenance saw sales gradually decline. After the
arrival of the modern and highly-capable Fiesta, another made-for-
India car, with state-of-the-art engines, the Ikon has been
marginalized. The Fiesta has picked up where the Ikon left and is
selling well.
Though the Ikon and Fiesta have been the mainstays of
Ford’s production in India, the company has had limited successwith other models. The Mondeo, launched in 2001, was a very
talented car by was simply not suited to Indian conditions and
earned a reputation for being exorbitant to maintain.
The Endeavour SUV was launched in early 2004 and has
sold well for its niche. The Endeavour has recently been upgraded
in 2007 and this has boosted the appeal of the big SUV. In 2004,Ford launched the Fusion, which has received a lukewarm
response though the recent diesel variant has perked up sales.
Fortune FordFortune Ford is an authorized dealer for Ford India Limited,
who are one of the leading manufacturers of top quality cars in
India, with many variants in the offering.
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Fortune Ford is a 50:50% Joint Venture set up between two
well known and reputed families in Hyderabad, the Modis and the Babu Khans. Fortune Ford is a blend of experience and youth.
The experience and good will that Mr. Misbahuddin Babu Khan
and Mr. Pramod Modi enjoy blend very well with the youth and
energy of the youngsters Bashir, Ashish, Nirav and Siraj to make
Fortune Ford a truly world class Ford Dealership.
Fortune Ford markets and services the recently launched
truly European Ford Fiesta, the ever-popular Ford Ikon Flair , the
No non-sense car Ford Fusion and the macho SUV the Ford
Endeavour through its sales and service outlets at Hyderabad. The
sales outlet is located strategically at Somajiguda next to Eanadu.
We have two service centers, one at Chapel Road, Abids opposite
Stanley College and other one at Fathebagh, Santhnagar. These
centrally located outlets provide convenient and easy access to
both the proud owners as well as prospective buyers. The
workforce at Fortune Ford is committed to excellence in serving
all esteemed customers.
The Sales Team is made up of dedicated showroom and fieldexecutives who are professionally trained by Ford India Limited.
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They are adept at guiding the customer through the entire sales
process right from assisting in the choice of model, colour and
features to lending a helping hand in providing attractive buyback
options and also arranging finance at competitive rates.
The Service Centre is armed with the state-of-the art
equipment and is in-line with Ford's exacting Global standards.
The service team is technically qualified and trained to analyze
and provide solutions adhering to Quality Care, in order to satisfy
even the most demanding customers.
The Fortune Ford dealership maintains a high standard of
excellence in sales and services by sending its personnel for
training on a regular basis to Ford India Limited, to update them
with the latest technological advances in the automotive sphere.
SHOWROOM
We have 5000 sft centrally air conditioned showroom, located in
the heart of the city in Somajiguda, adjacent to Eenadu office and
just opp. to Khairtabad RTA. This makes convenient for almost
every one residing in and around Hyderabad and Secunderabad.
The facilities offered from the showroom are :
1. Very easy finance facility with in-house finance team to cater to
your every car finance requirements. All the leading finance
counters are available like ICICI, HDFC, KOTAK,
SUNDARAM, SBI, etc.
2. Exchange offer for any of your used car. Free spot evaluationfor any usedcar. 3. Professionally trained and
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courteous sales staff to take care of every relevant needs of the
customers.
4. Ford preferred insurance for cashless transactions in the eventof claims. Special offers on Insurance renewals. You can also
renew your insurance by just making call to our Service
marketing help line 9848885962.
Showroom @ Somajiguda
5.Full range of Ford cars with all colors and models to choose
from.
6. A good stock of Ford genuine accessories to make your Ford
ownership more delightful and safe.
7. A well maintained fleet of test drive cars to give you the feel
and experience the drive dynamics on actual driving conditions
before take the purchase decisions. You can call our sales help line
for test drive or fill the on-line test drive requisition form.
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Significant milestonesSignificant milestones
• The first Indian built Ford Escort rolled off the assembly line
in 1996.
• The Company was able to deliver Ford Escorts in seven
major cities simultaneously, in just a month after booking.
• The Special Value Pack program was launched in 1997, with
commemorative 'Freedom', followed by the petrol and diesel
driven 'Anniversary'. Recent SVPs have included the Orion,
Alpha and Sport - E.
• Ford Escort won the J D Power Award in India Quality
Survey in 1997.
• Ford topped the Customer Satisfaction Index (CSI) ratings in
1997 and 1998, in the Customer Satisfaction Survey.
• QualityCare, Ford's branded service initiative, provides car
owners with superior services at its dealership countrywide.
• The new, integrated manufacturing plant was dedicated in
March 1999, where FORD IKON is manufactured.
• Ford India launched Ford Assured on April 24 2000, a new
initiative to buy and sell used cars of all makes.
• On September 11, 2000. Ford India launched the Ford IKON
SXi – the stylish ‘josh’ machine
• Ford India has started exporting Ford IKON
2001 Ford India launched the Ford Mondeo.
2002
• Ford India show cases a wide spectrum of exciting cars at
the Auto Expo
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• Ford India Limited announced a strategic partnership with
Hindustan Motors Limited (HML).
• Certified QS 9000: 1998, 3rd edition on March 21, 2002 Ford
India received the QS 9000 award from TÜV
Süddeutschland.
• New Ikon Variant 1.6 EXi was launched
2003:
• The New Ford Ikon NXT launched - The Next Level of Josh.
• Adding Refinement to Josh- Ford India launches Ikon NXT
‘Finesse.’
• Ford Celebrates Centennial in India.
• Ford India launches Ikon NXT SXi.
• Ford India Ranks Highest in J.D. Power India Sales
Satisfaction Study.
• Ford launches Ikon Flair at Rs. 4.95 Lakhs.
2004: Autocar SUV of the Year – Winner Ford Endeavour.
2007:
•
FORD Motor Company of Southern Africa achieves threewins and two seconds on this year total economy run
• DOE AWARDS FORD two grants for vehicle fuel efficiency
research.
• FORD MONDEO IS AUTO EXPRESS car of the year .
• LAND ROVER DISCOVERY 3 scoops category win at
TOWCAR AWARDS 2007
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• FORD MONDEO is the Caravan Club TOWCAR of the year
2012.
MANAGEMENT PROFILE:MANAGEMENT PROFILE:
ARVIND MATHEW – Managing
Director and President
Arvind Mathew is the Managing Director
and President of Ford India. He took this
position in August 2005.
LUCY MILLAR – Vice President, Finance & IT
Lucy is the Vice President of Finance and IT at FordIndia. She took up this position in May 2005. She reports
to Arvind Mathew, President and Managing Director,
Ford India.
SCOTT McCORMACK – Vice President,
Marketing, Sales & Service
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Scott McCormack is the Vice President, Marketing, Sales and
Service at Ford India. He took this position in July 2006. Scott
reports to Arvind Mathew, President and Managing Director, Ford
India.
NANCY REISIG – Vice President,
Human Resources
Nancy Reisig is Vice President, Human
Resources at Ford India. She took this
position in March 2005. Nancy reports to
Arvind Mathew, President and Managing Director, Ford India.
SANDIP SANYAL – Vice President, Supply and Total Value
Management
Sandip Sanyal is the Vice President, Supply and Total Value
Management (TVM) at Ford India. He took this position in
September 2005. Sandip reports to Arvind Mathew, President and
Managing Director, Ford India.STEVE BRIDGMAN – Country Manager, Ford Credit
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REVIEW OF LITERATURE
Introduction to Human Resource Management
Human resource management (HRM) is a relatively modern label
for the range of themes and practices involved in managing
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people. It is defined and described in a variety of (sometimes
contradictory) ways.
This excerpt from Human Resource Management in a Business
Context introduces the concept of human resource management. It
outlines HRM as a philosophy of people management and
provides a framework for its role within the business context.
People management - Human resource management has not
'come out of nowhere' HRM has absorbed ideas and techniques
from a number of areas. In effect, it is a synthesis of themes and
concepts drawn from over a century of management theory and
social science research.
There is a long history of attempts to achieve an understanding of
human behavior in the workplace. Throughout the twentieth
century, practitioners and academics have searched for theories
and tools to explain and influence human behavior at work.
Managers in different industries encounter similar experiences:
businesses expand or fail; they innovate or stagnate; they may be
exciting or unhappy organizations in which to work; finance has to
be obtained and workers have to be recruited; new equipment is purchased, eliminating old procedures and introducing new
methods; staff must be re-organized, retrained or dismissed. Over
and over again, managers must deal with events, which are clearly
similar but also different enough to require fresh thinking.
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We can imagine that, one-day, there will be a science of
management in which these problems and their solutions are
catalogued, classified, standardized and made predictable.
Sociologists, psychologists and management theorists have
attempted to build such a science, producing a constant stream of
new and reworked ideas. They offer theoretical insights and
practical assistance in areas of people management such as
recruitment and selection, performance measurement, team
composition and organizational design. Many of their concepts
have been integrated into broader approaches, which have
contributed to management thinking in various periods and
ultimately the development of HRM.
Job Evaluation
Learning Objectives:
1. To know basic approach to Job Evaluation.2. to importance of Job Evaluation and its effectiveness.
3. To know the important methods of Job Evaluation.
1. Rate the job but not the employee. Rate the elements on the
basis of the job demands. 2. The elements selected for rating
should be easily understood.3. The elements should be defined clearly and properly selected.
4. Employees concerned and the supervisors should be educated
and convinced about the programme.
5. Supervisors should be encouraged to participate in rating the
jobs.
6. Secure employee cooperation by encouraging them to
participate in the rating programme.
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7. Discuss with the supervisors and employees about rating but not
about assigning money values to the points.
8. Do not establish too many occupational wages.
For, better understanding let us look at the flowchart given below:
Job Evaluation Process Employee Classification Wage Survey Job
Evaluation Programme Job Specification Job Description Job
Analysis Objectives of Job Evaluation Job Evaluation Process:
The job-evaluation process starts defining objectives of evaluation
and ends with establishing wage and salary differentials. The main
objective of job evaluation, as was stated earlier, is to establish
satisfactory wage and salary differentials. Job analysis should
precede the actual program of evaluation.
Job analysis, as was discussed earlier, provides job-related data,
which would be useful in drafting job description and jobspecification. A job-evaluation program involves answering
several questions: The major ones are: • Which jobs are to be
evaluated?• Who should evaluate the jobs?• What training do the
evaluation need?• How much time is involved?• What should be
the criteria for evaluation?• What methods of evaluation are to be
employed? Which jobs are to be evaluated in any exercise, wherethere are more than 30 or 40 jobs to be evaluated, it is necessary to
identify and select a sample of benchmark jobs, which can be used
for comparisons inside and outside the organs.
The benchmark jobs should be so selected to achieve
representative sample of each of the main levels of jobs in each of
the principal occupations. The size of the sample depends on the
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number of different jobs to be covered. It is likely to be less than
about five percent of the total number of employees in the
organization and it would be difficult to produce a balanced
sample unless at least 25 percent of the distinct jobs at each level
of the organization were included.
Staffing the Evaluation exercise: A committee, which consists of
Head of several of department’s, as was pointed out earlier, does
representatives of employee unions and specialist drawn from the
National Productivity council Job evaluation. HR specialists will
be normally the chairmen of the committee. Responsibility for the
overall coordination of the job-evaluation programme should be in
the hands of a senior executive who can then report its progress to
the board, and advise it on ensuring wage and salary development.
Training for the Committee:
Members of the job-evaluation committee should be trained in its
procedure so as to make the program successful. Time Factor: Job
evaluation should not be conducted in haste. Any rushing through
will lead to appeals against the grading of jobs. Eight jobs in a day
can be the ideal pace. After this, the quality of evaluation tends to
drop, and more time has to spend later in checking and assessingthe validity of the grading.
The final review of all the time should be allowed for re-
evaluation, if necessary. Isolating Job-evaluation criteria: The
heart of job evaluation is the determination of the criteria for
evaluation. Most job evaluations use responsibility, skill, effort
and working conditions as major criteria. Other criteria used are
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difficulty, time-span of discretion, size of subordinate staff, and
degree of creativity needed.
Advantages:
1. Quick and easy procedure
2. Has initial face validity to employees
3. Allows for organizational flexibility
4. Minimal administration required
Disadvantages:
1. Subtle, but important, differences between groups ignored
2. Subtle, but important, differences within groups ignored
3. May invite inequity perceptions Classification: Classification
systems define the value of jobs, people, or teams with written
standards for a hierarchy of classification level. Each classification
level may be defined by a number of factors that need to be
present for a job, person, or team to be slotted into a particular
classification level. These factors are usually blended together resulting in one standard for each classification level.
Advantages
1. Jobs, people, and teams can be quickly slotted into the structure
2. Classification levels have face validity for employees
3. Standards to establish value are made explicit
Disadvantages1. Many jobs, people, or teams do not fit neatly into a
classification level
2. Extensive judgment is required because standards used to define
each factor are blended together
3. Differences between classification levels may not be equal
4. Creates status hierarchies within organizations
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5. Extensive administration required Job-grading Method: As in
the ranking method, the job-grading method (or job-classification
method) does not call for a detailed or quantitative analysis of job
factors. It is based on the job as a whole. The difference between
the two is that in the ranking method, there is no yardstick for
evaluation, while in the classification method; there is such a
yardstick in the form of job classes or grades. Under the
classification method, the number of grades is first decided upon,
and the factors corresponding to these grades are then determined.
The advantages of the method are; I) job grade
descriptions are vague and are not quantified; ii) difficulty in
convincing employees about the inclusion of a job in a particular
grade because of vagueness of grade descriptions; and iii) more
job classification schedules need to be prepared because the same
schedule cannot be used for all types of jobs. Let us now discussthe few important measures to improve Job Evaluation. HOW TO
IMPROVE JOB EVALUATION: - Following measures and steps
for improving the work of evaluation programmers;
• A job evaluation scheme should be chosen cautiously. It
should be devised and administered on the basis of employment
market, demand for labour, bargaining power of the parties & jobconditions.
• The details of the scheme should be drawn up in such a
way that they do not conflict with other provision of a collective
agreement.
• The scheme should be sold to all concerned and suggestions
sought. • Give major importance that the number of job titles and
classification be kept to a minimum.
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• Any anticipated changes in methods should be carried out
before a scheme is installed and all modifications in it should be
resisted until it becomes fully established.
• In preparing job descriptions it is a sound practice to
emphasis in them the things which makes one job different from
another rather than to find a comprehensive statement of all the
duties of the job.
• The better the state of industrial relations the easier it is to
introduce a job evaluation scheme. Essentials for the success of a
Job Evaluation Programme Following are the essential for the
success of Job Evaluation:
1. Compensable factors should represent all of the
major aspects of job content. Compensable factors
selected should:
2. Avoid excessive overlapping or duplication,
3. Be definable and measurable,4. Be easily understood by employees and
administrators,
5. Not cause excessive installation or admin cost and
6. Be selected with legal considerations in mind.
Operating managers should be convinced about the
techniques and programme of evaluation.They should also be trained in fixing and revising the
wages based on job evaluation All the employees should
be provided with complete information about job
Evaluation techniques and programme.
Selection of A Job Evaluation Method
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As a student will read in the following section there are in use
today four basic methods of job evaluation. While the basic
approaches of all these methods are somewhat similar, they differ
in their detailed procedures. Some methods are designed
specifically for evaluating clerical and administrative jobs; others
work best when applied only to operative jobs. Sometimes it may
be decided to evaluate the same jobs by two t different methods.
The greater the amount of agreement between the two results, the
greater would be their reliability..6. Periodic Review periodic
review, usually every one or two years, of all job descriptions
must be done. Many job evaluation programmehave failed because
management failed to recognize this fact.
A periodic review of all job descriptions is important for
tworeasons: One, it softens the feelings of those who believe that
their work was not properly described or evaluated last time andthat they will get a fair deal at the time of review. Two, it enables
management to keep itself abreast of changes taking place in the
nature of a job. As the nature of a job changes factors which form
the basis of job evaluation also change. Thus automation of job
reduces ‘physical effort ‘and increases ‘responsibility’. The need
for daily application of a skill is also reduced but the need for potential skill in emergencies increases. New factors, aches’
machinery utilization’ and ‘isolation from fellow workers’ become
important.
Methods of Job Evaluation Determining the relative worth of all
jobs in the enterprise is difficult. Different jobs make varying
demands on workers. One job, for example, might demand a
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prescribed level of education; require a certain physical ability, or
exact specific responsibilities from an employee, whereas another
job may be very lax in these aspects. A job, therefore, differ with
repeat to the demands made on the employee as well as in value to
theenterprise.Job evaluation compares all demands made on each
workerand, by means of this comparison, establishes the relative
worth of each job in an enterprise.
Advantages
1. Quick and easy procedure
2. Has initial face validity to employees
3..Allows for organizational flexibility
4. Minimal administration required
Disadvantages
1. Subtle, but important, differences between groups ignored
2. Subtle, but important, differences within group’s ignored
3. May invite inequity perceptions Classification systems definethe value of jobs, people, or teams with written standards for a
hierarchy of classification level? Each classification level may be
defined by a number of factors that need to be present for a job,
person, or team to be slotted into a particular classification level.
These factors are usually blended together resulting in one
standard for each classification level.
Advantages
1. Jobs, people, and teams can be quickly slotted into the structure
2. Classification levels have face validity for employees
3. Standards to establish value are made explicit
Disadvantages
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1. Many jobs, people, or teams do not fit neatly into a
classification level
2. Extensive judgment is required because standards used to define
each factor are blended together
3. Differences between classification levels may not be equal
4. Creates status hierarchies within organizations
5. Extensive administration required Job-grading Methods in the
ranking method; the job-grading method (or job-classification
method) does not call for a detailed or quantitative analysis of job
factors. It is based on the job as a whole.
The difference between the two is that in the ranking method,
there is no yardstick for evaluation, while in the classification
method; there is such an yardstick in the form of job classes or
grades. Under the classification method, the number of grades is
first decided upon, and the factors corresponding to these gradesare then determined. The advantages of the method are; I) job
grade descriptions average and are not quantified; ii) difficulty in
convincing employees about the inclusion of a job in a particular
grade because of vagueness of grade descriptions; and iii) more
job classification schedules need to be prepared because the same
schedule cannot be used for all types of jobs. Analytical MethodsPoint-ranking Method The system starts with the selection of job
factors, construction of degrees for each factors, and assignment of
points to each degree. Different factors are selected for different
jobs, with accompanying differences in degrees and points. Factor-
Comparison Method The factor-comparison method is yet another
approach for job evaluation in the analytical group.
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Under this method, one begins with the selection of factors,
usually five of them- are assumed to be constant for all the jobs.
Each factor is ranked individually with other jobs. For example, all
the jobs may be compared first by the factor ‘mental
requirements.’ The skills factor, physical requirements,
responsibility, and working conditions are ranked.
The total points are then assigned to each factor. The worth of a
job is then obtained by adding together all the point values. Let us
now discuss the few important measures to improve Job
Evaluation. How to Improve Job Evaluation Following measures
and steps for improving the work overvaluation programmes;•A
job evaluation scheme should be chosen cautiously. It should be
devised and administered on the basis of employment market,
demand for labour, bargaining power of the parties & job
conditions.
RESEARCH METHODOLOGIES:
MARKETING RESEARCH:
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Definition of marketing research research as approved as by the board of directors of
the association of American marketing association is:
“Marketing research is the function which links the customer and public to the
marketer through information – information used to identity and define marketingopportunities and problems generate define and understanding of marketing as process”.
Simply, marketing research is the systematic design collection analysis and reporting
of data finding relevant to a specific marketing situation facing the company. Carefully
planning through all stages of the research is a necessity.
Objectivity in research is all-important. The heart of scientific method is the
objective gathering of the information.
The function as marketing research with in the company as to provide the information
and analytical necessary for effective.
Planning of the future marketing activity.
Control of the marketing operation in the present.
Evaluation of marketing results.
A research may under take any of the three types of research investigation depending upon
the problem. These type of research included:
1. Basic research
2. Applied research
3. Designated Fact Gathering
BASIC RESEARCH:
It is also known as the pure fundamental research, which refers to those studies, sole
purpose of which is the discovery of new information. It is conducted to extend the horizons
on given area of knowledge with no immediate application to existing problems.
APPLIED RESEARCH:
It is attempt to apply the various marketing technique, which have been developed as
research, first and later on they become applied research techniques. It is on attempt to apply
the basic principles and existing knowledge for the purpose of solving operational problems.
DESIGNATED FACT GATHERING:
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It refers to a research where the investigation attempts to gather some pre-determined
data.
STEPS IN MARKETING RESEARCH:
Marketing research process can be out through following steps.Define the problems and research objectives
Develops the research plan
Collect the information
Analysis and interpretation
Present the finding.
RESEARCH METHOD:
It must be classified on the basis of the major purpose of the investigation. In this
problem description studies have been undertaken, as the objective of the project is to
conduct the market shares study to determine the share of market received by the company to
the competitor.
DATA COLLECTION:
The information needed to further proceed had been collected through primary and
secondary data.
PRIMARY DATA:
It consists of information collected for the specific purpose, survey research was used
and he all the details of Ford and their competitors were contacted. Survey research is the
approached gathering description and information.
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CONTACTED METHOD:
The information was solicited by administering structured questionnaire to the
customer and dealers, thus getting to know directly from the dealers their sales before and
after sales service.
SECONDARY DATA COLLECTION:
The secondary data consists of information that already existing somewhere having
been collected for another purpose. Any researcher begins the research work by first going
through secondary data. Secondary data includes the information available with company. It
may be the findings of research previously done in the field. Secondary data can also be
collected from the magazines, news papers, internet other service conducted by researchers.
METHODS OF DATA COLLECTION:
The basic method adopted in conducting the study is a structured questionnaire.
Questionnaire is administered on the sample respondents. How ever there are certain cases
where personal interactive method is followed with customers to find the satisfaction level.
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DATA ANALYSIS AND
PRESENTATION
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AGE
Freque
ncyPerce
ntValid
Percent
Cumulative
Percent
Valid
<20 16 26.7 26.7 26.721-26
26 43.3 43.3 70.0
26-30
18 30.0 30.0 100.0
Total
60 100.0 100.0
Statistics
AGE N Valid 60Missing 0
Mean 2.03Std. Deviation .758Variance .575
0.5 1 1.5 2 2.5 3 3.5
AGE
0
10
20
30
F r e q u e n c y
Mean = 2.03
Std. Dev. = 0.758
N = 60
Histogram
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QUALIFICATION
Freque
ncy
Perce
nt
Valid
Percent
Cumulative
PercentValid GRAD
UATES14 23.3 23.3 23.3
POSTGRADUATES
20 33.3 33.3 56.7
PROFESIONALS
26 43.3 43.3 100.0
Total 60 100.0 100.0
Statistics
QUALIFICATION N Valid 60
Missing 0Mean 2.20Std. Deviation .798
Variance .637
0.5 1 1.5 2 2.5 3 3.5
QUALIFICATION
0
5
10
15
20
25
30
F r e q u e n c y
Mean = 2.2
Std. Dev. = 0.798
N = 60
Histogram
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GENDER
Freque
ncy
Perce
nt
Valid
Percent
Cumulative
PercentValid
MALE
26 43.3 43.3 43.3
FEMALE
34 56.7 56.7 100.0
Total
60 100.0 100.0
Statistics
GENDER N Valid 60
Missing 0Mean 1.57
Std. Deviation .500Variance .250
0.5 1 1.5 2 2.5
GENDER
0
10
20
30
40
50
F r e q u e n c y
Mean = 1.57
Std. Dev. = 0.5
N = 60
Histogram
Amount of work I am expected to do on my job is reasonable
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Q1
Freque
ncy
Perce
nt
Valid
Percent
Cumulative
PercentValid Strongl
yDisagree
12 20.0 20.0 20.0
Disagree
16 26.7 26.7 46.7
Neutral 10 16.7 16.7 63.3Agree 8 13.3 13.3 76.7
StronglyAgree
8 13.3 13.3 90.0
N/A 6 10.0 10.0 100.0Total 60 100.0 100.0
Statistics
Q1 N Valid 60
Missing 0Mean 3.03Std. Deviation 1.636Variance 2.677
The data collected from the employees of organizations
regarding the amount of work done is reasonable or not the
response was as follows:
20% of employees strongly disagree
26.7% of employees disagree
16.7% of employees say neutral
13.3% of employees agree
13.3% of employees strongly agree
I am satisfied with the priorities and direction of my department
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Q2
Freque
ncy Percent
Valid
Percent
Cumulative
PercentValid Strongly
Disagree6 10.0 10.0 10.0
Disagree 18 30.0 30.0 40.0 Neutral 6 10.0 10.0 50.0Agree 8 13.3 13.3 63.3StronglyAgree
14 23.3 23.3 86.7
N/A 8 13.3 13.3 100.0
Total 60 100.0 100.0
Statistics
Q2 N Valid 60Missing 0
Mean 3.50Std. Deviation 1.662Variance 2.763
0 1 2 3 4 5 6 7
Q2
0
5
10
15
20
F r e q u e n c y
Mean = 3.5
Std. Dev. = 1.662
N = 60
Histogram
The response from the employees regarding the priorities and
directions given by the management the response was as
follows:
10% of employees strongly disagree
30% of employees disagree
10% of employees neutral
13.3% of employees agree
23.3% of employees strongly agree
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I have adequate information available which enables me to do my job well.
Q3
Freque
ncyPerce
ntValid
Percent
Cumulative
PercentValid Strongl
yDisagree
12 20.0 20.0 20.0
Disagre
e14 23.3 23.3 43.3
Neutral 12 20.0 20.0 63.3Agree 8 13.3 13.3 76.7StronglyAgree
8 13.3 13.3 90.0
N/A 6 10.0 10.0 100.0Total 60 100.0 100.0
Statistics
Q3 N Valid 60
Missing 0Mean 3.07Std. Deviation 1.625Variance 2.640
0 1 2 3 4 5 6 7
Q3
0
3
6
9
12
15
F r e q u e n c y
Mean = 3.07
Std. Dev. = 1.625
N = 60
Histogram
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Q4
Freque
ncy
Perce
nt
Valid
Percent
Cumulative
PercentValid Strongl
yDisagree
8 13.3 13.3 13.3
Disagree
20 33.3 33.3 46.7
Neutral 8 13.3 13.3 60.0Agree 10 16.7 16.7 76.7
StronglyAgree
8 13.3 13.3 90.0
N/A 6 10.0 10.0 100.0Total 60 100.0 100.0
Statistics
Q4
N Valid 60Missing 0Mean 3.13Std. Deviation 1.578Variance 2.490
0 1 2 3 4 5 6 7
Q4
0
5
10
15
20
F r e q u e n c y
Mean = 3.13
Std. Dev. = 1.578
N = 60
Histogram
I understand the day-to-day goals of my department
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Q5
Freque
ncy
Perce
nt
Valid
Percent
Cumulative
PercentValid Strongl
yDisagree
4 6.7 6.7 6.7
Disagree
18 30.0 30.0 36.7
Neutral 8 13.3 13.3 50.0Agree 8 13.3 13.3 63.3
StronglyAgree
14 23.3 23.3 86.7
N/A 8 13.3 13.3 100.0Total 60 100.0 100.0
Statistics
Q5
N Valid 60Missing 0Mean 3.57Std. Deviation 1.598Variance 2.555
0 1 2 3 4 5 6 7
Q5
0
5
10
15
20
F r e q u e n c y
Mean = 3.57
Std. Dev. = 1.598
N = 60
Histogram
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Diverse perspectives are valued and encouraged within thedepartment
Q6
Freque
ncyPerce
ntValid
Percent
Cumulative
PercentValid Strongl
yDisagree
6 10.0 10.0 10.0
Disagre
e14 23.3 23.3 33.3
Neutral 14 23.3 23.3 56.7Agree 12 20.0 20.0 76.7StronglyAgree
8 13.3 13.3 90.0
N/A 6 10.0 10.0 100.0Total 60 100.0 100.0
Statistics
Q6 N Valid 60
Missing 0Mean 3.33Std. Deviation 1.481Variance 2.192
0 1 2 3 4 5 6 7
Q6
0
5
10
15
20
F r e q u e n c y
Mean = 3.33
Std. Dev. = 1.481
N = 60
Histogram
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Considering everything, how satisfied are you with your job?Q7
Freque
ncyPerce
ntValid
Percent
Cumulat
ivePercent
Valid StronglyDisagree
6 10.0 10.0 10.0
Disagree
18 30.0 30.0 40.0
Neutral 10 16.7 16.7 56.7
Agree 10 16.7 16.7 73.3StronglyAgree
10 16.7 16.7 90.0
N/A 6 10.0 10.0 100.0Total 60 100.0 100.0
Statistics
Q7 N Valid 60Missing 0
Mean 3.30Std. Deviation 1.544Variance 2.383
0 1 2 3 4 5 6 7
Q7
0
5
10
15
20
F r e q u e n c y
Mean = 3.3
Std. Dev. = 1.544
N = 60
Histogram
Q8
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My work group has a climate in which diverse perspectives arevalued
Freque
ncyPerce
ntValid
Percent
Cumulat
ivePercent
Valid StronglyDisagree
10 16.7 16.7 16.7
Disagree
14 23.3 23.3 40.0
Neutral 12 20.0 20.0 60.0
Agree 8 13.3 13.3 73.3StronglyAgree
8 13.3 13.3 86.7
N/A 8 13.3 13.3 100.0Total 60 100.0 100.0
Statistics
Q8 N Valid 60Missing 0
Mean 3.23Std. Deviation 1.661Variance 2.758
0 1 2 3 4 5 6 7
Q8
0
3
6
9
12
15
F r e q u e n c y
Mean = 3.23
Std. Dev. = 1.661
N = 60
Histogram
COMPANY] policies and procedures make sense to me.
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Q9
Freque
ncyPerce
ntValid
Percent
Cumulat
ivePercent
Valid StronglyDisagree
10 16.7 16.7 16.7
Disagree
16 26.7 26.7 43.3
Neutral 10 16.7 16.7 60.0
Agree 8 13.3 13.3 73.3StronglyAgree
8 13.3 13.3 86.7
N/A 8 13.3 13.3 100.0Total 60 100.0 100.0
Statistics
Q9
N Valid 60Missing 0Mean 3.20Std. Deviation 1.675Variance 2.807
0 1 2 3 4 5 6 7
Q9
0
5
10
15
20
F r e q u e n c y
Mean = 3.2
Std. Dev. = 1.675
N = 60
Histogram
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The physical working conditions (e.g., ventilation, space,cleanliness) are very good.
Q10
Freque
ncyPerce
ntValid
Percent
Cumulative
PercentValid Strongl
yDisagree
10 16.7 16.7 16.7
Disagre
e16 26.7 26.7 43.3
Neutral 10 16.7 16.7 60.0Agree 8 13.3 13.3 73.3StronglyAgree
10 16.7 16.7 90.0
N/A 6 10.0 10.0 100.0Total 60 100.0 100.0
Statistics
Q10 N Valid 60Missing 0
Mean 3.17Std. Deviation 1.628Variance 2.650
0 1 2 3 4 5 6 7
Q10
0
5
10
15
20
F r e q u e n c y
Mean = 3.17
Std. Dev. = 1.628
N = 60
Histogram
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Individual differences are respected here (e.g., gender, race,educational background, etc.)
Frequency
Percent
ValidPercent
Cumulative
PercentValid Strongl
yDisagree
10 16.7 16.7 16.7
Disagree
16 26.7 26.7 43.3
Neutral 10 16.7 16.7 60.0Agree 8 13.3 13.3 73.3StronglyAgree
8 13.3 13.3 86.7
N/A 8 13.3 13.3 100.0Total 60 100.0 100.0
Statistics
Q11 N Valid 60Missing 0
Mean 3.20Std. Deviation 1.675Variance 2.807
0 1 2 3 4 5 6 7
Q11
0
5
10
15
20
F r e q u e n c y
Mean = 3.2
Std. Dev. = 1.675
N = 60
Histogram
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FINDINGS
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ford provided various type of social security for the workers
family member as well as villager like-
1. Education facility- Royal ford provides free education and
lunch facility to the workers family member and villager..
2. Ambulance- ford provides 24 hour free ambulance
service facility to the villager.
3. Free medical facility- ford also provides free
medical facility to the workers family member and also for the
villagers.
4. Animal hospital camp- ford organized animal camp
in the village and provided free Madison to the animal.
5. Water facility - Water facility/ tanker is also provided
to the villager.
6. Vocational camp- It is organized various type of
training program in the village and improve their skill. Varioustypes of training like knitting, crafting so on.
7. Electrical facility- ford also provides electricity in
the residential colonies of workers as well as villager
8. Road maintenance- Road / Street formation is also
done/ maintain by the company.
9. Cultural program- ford group organized varioustype of cultural program in the organization and also in the village
10. Gas connection- It is also provided LPG gas facility to
the worker or villager.
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BIBLIOGRAPHY
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BIBLIOGRAPHY:-
1. www.google.com
2. www. ford ford .con
3. FORD CORPORATION RECORDS, BROCHURES AND
MANUALS.
4. Kothari, C.R (2003) “Research Methodology (2nd Edition), New
AGE INTERNATIONAL PVT. Limited.
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QUESTIONNAIRE
Amount of work I am expected to do on my job is reasonable
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
I am satisfied with the priorities and direction of my department
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
I have adequate information available which enables me to do my
job well.Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
We operate in a cost-efficient way in my department
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) StronglyAgree ( ) N/A ( )
I understand the day-to-day goals of my department
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
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Diverse perspectives are valued and encouraged within the
department
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
Considering everything, how satisfied are you with your job?
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
My work group has a climate in which diverse perspectives are
valued
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
COMPANY] policies and procedures make sense to me.Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
The physical working conditions (e.g., ventilation, space,
cleanliness) are very goodIndividual differences are respected here (e.g., gender, race,
educational background, etc.)
Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly
Agree ( ) N/A ( )
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