Literature review

Werther & Davis (1993)

As defined by Werther & Davis (1993) " Job evaluation is a systematic process used to determine the
worth of jobs and creating a link between job worth and salary "

Gupta & Chakraborty (1998)

Gupta & Chakraborty (1998) further clarified that as the worth of a job is determined it might be
seen in terms of salary and other fringe benefits in accordance with the existing salary structure of
the organization. Normally other factors like age, gender, relevant job experience and 39 additional
qualifications were also considered.

The vital role of job evaluation in wage administration has been grown and gained importance hence
several organizations are implementing alike worth policies

Das & Garcia - Diaz (2001)

Das & Garcia - Diaz (2001) intimated a widely used method of job evaluation called point based job
evaluation method where jobs were rated on a set of various factors , which were easily
understandable . This system has reliability in producing accurate results.

Job evaluation is implemented in many large private and public sector organizations since long,
however smaller organizations are less interested to adopt it Formal job evaluation schemes have
been prepared having empirical research conducted since the 1940s. Several attempts have been
made to establish the factors and their point weightages.

Me Falin and sweedney 1992, Nicholls 1992

Job evaluation influences organizational commitment in organizations (me Falin and sweedney 1992,
Nicholls 1992) organizational commitment, justice and employee empowerment. Fairness among
employees in distribution of resources and providing employees with necessary guidance and skills,
to enable autonomous decision making within acceptable parameters, influences tendencies of
organizational citizenship behaviour.

Mayer and Allen, 1998

Mayer and Allen, 1998 citizenship behaviour refers to employees but it is not explicitly recognized by
organization's rewarding system. However, it promotes organizational effectiveness (organ 1998,
1990).

Lule Richard, 2004

It is also a system for comparing jobs to determine appropriate compensation levels for individual job
or job elements. Job evaluation can be done to ensure competencies. This is devised and
implemented to attach rewards to things that really matter in delivering performance in organization,
(Lule Richard, 2004) can be used to influence distributive justice in organization.

Armstrong and Baron, 1995

Job evaluation is a systematic process of defining the relative worth of a job or roles within an
organization (Armstrong and Baron, 1995.). It provides a framework for decision making, making
judgment, analysing and working within a structure so as to make consistent and reasonable
judgment .it develops plans for comparing jobs in terms of those things the organization considers
important determinants of job worth.

Gupta & Chakraborty (1998)

Gupta & Chakraborty (1998) developed a linear model to evaluate the comparative worth of the job
In such method the weightage was given to every factor which was assigned any value and all the
factors were equally important.

Pittal (1999) and Das & Garcia Diaz (2001)

Pittal (1999) and Das & Garcia Diaz (2001) determined the factor weights by means of the regression
analysis results of the salary survey.

Deutch 1985

Job evaluation is a tool that can be used to influence distributive justice in organizations. According
to Deutch 1985, there are four distributive principles that can be used as a basis for distributing
benefits and penalties in the organization; marketability principle, equality principle, need principle,
equity/merit principle, job evaluation aims at providing frame work through which equity principle
can be applied in the organization. In particular with designing pay structure in the organization, it
determines the relative value of the job and does not do away with merit rating. Merit rating
considers such items as the quality and quantity of the work turned out of the individual. The
dependability of the worker the extent to which worker cooperates and his or her versatility. Merit
system has been worked out so that better and more valuable workers are rated correspondingly
higher and that may create the commitment of the worker to his or her work and to the organisation
hence increased performance

Galase mustahab (1992)

Galase mustahab (1992) noted that, other analysts are of the view that it is futile to focus on
whether pay is a motivator to productivity or not. It is fruitful to address the consequence of how
that impact on organizational performance .They pointed out that the cost of low pay or inadequate
pay to an organization are always covert and could harm the organization insidiously before they
come to light From the foregoing review of motivational theory ,pay and performance , there is no
sole determinant of an employee motivation to work and performance .However when an employee
is paid a wage which is inadequate to meet basic needs and does not have the option of opting out
of he or she will tend to adopt deviant work behaviour which could include strategies to supplement
his income.

Mayo 1964

Mayo 1964 criticized Taylor for being too mechanistic in his approach to motivation. The main
criticism is that Taloy tends to equate and reduce a human being to a machine, which can be
mechanically controlled and managed while acknowledging that pay is important and organization
ought to compensate their employees adequately to have them perform, they contend that
effectiveness in job performance is a function other factor also ,including job satisfaction ,which
stems from realization by an employee that he she is having other persons needs such as personal
fulfilment known as self-actualization in ones work fulfilled by his employer. Herzberg 1968
emphasizes the elusory nature of motivation system that are motivated on pay. He suggested that
system which rely solely on monetary rewards have little to offer to employees once their monetary
needs have been satisfied

Rotundo & Sackett (2004)

Rotundo & Sackett (2004) have also tested the validity and outcome of the job evaluation system in
vogue used for salary determination.S