‫ﺗﺼﻤﻴﻢ ﻧﻈﺎﻡ ﺍﻷﺟﻮﺭ‬

‫ﺍﻟﻔﺼﻞ ﺍﳋﺎﻣﺲ‬

‫ ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬.‫د‬

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 ‫اﻷﺟر‬
‫اﻟوظﯾﻔﺔ‬

‫ ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬.‫د‬

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 ‫ﺍﻷﻫﺪﺍﻑ‬
‫• ﻣﻌﺮﻓﺔ ﺍﳌﻔﺎﻫﻴﻢ ﺍﻷﺳﺎﺳﻴﺔ ﺣﻮﻝ ﺍﻷﺟﻮﺭ ‪ ،‬ﻭ ﺍﻟﺪﺭﺟﺎﺕ ‪ ،‬ﻭ‬
‫ﺍﻟﺘﺮﻗﻴﺎﺕ‬
‫• ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ ﻛﻴﻔﻴﺔ ﺗﺼﻤﻴﻢ ﺃﻧﻈﻤﺔ ﺍﻷﺟﻮﺭ ﺩﺍﺧﻞ ﺍﳌﻨﻈﻤﺔ‬
‫• ﺑﻨﺎﺀ ﺍﳌﻌﺮﻓﺔ ﻭ ﺍﳌﻬﺎﺭﺓ ﰲ ﻛﻴﻔﻴﺔ ﺇﺩﺍﺭﺓ ﺃﻧﻈﻤﺔ ﺍﻷﺟﻮﺭ ﰲ‬
‫ﺍﳌﻨﻈﻤﺎﺕ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﻣﺎﻫﻴﺔ ﻭ ﺃﳘﻴﺔ ﺍﻷﺟﻮﺭ‬
‫• ﻣﺎﻫﻴﺔ ﺍﻷﺟﻮﺭ‬
‫ﺍﺧﺘﻔﺖ ﺗﻘﺮﻳﺒﺎ ﻫﺬﻩ‬ ‫– ﺍﳌﺮﺗﺐ‬
‫ﻧﻘﺪﻱ ﺍﻟﺘﻔﺮﻗﺔ ﻭ ﺃﺻﺒﺢ‬
‫ﺍﳋﺼﻢ‬ ‫ﻋﻠﻴﻪ‬
‫ﺍﻟﻌﺎﻣﻞ‬ ‫ﻗﻴﻤﺔ‬
‫ﻏﲑ‬‫ﺑﻌﺪ‬‫ﳛﺼﻞ‬
‫ﻋﻠﻴﻪ‬ ‫ﻣﻘﺎﺑﻞ‬
‫ﺍﻷﺟﺮ‬
‫ﻣﻘﺎﺑﻞ‬ ‫ﻣﺎ‬
‫ﳛﺼﻞ‬ ‫– ﺍﻷﺟﺮ‬
‫ﻳﺴﺘﺤﻘﻪ‬
‫ﺍﻟﻨﻘﺪﻱ‬ ‫ﺍﳌﻘﺎﺑﻞ‬
‫ﺍﻟﱵ‬ ‫ﻣﺎ‬ ‫ﺇﲨﺎﱄ‬
‫ﺍﻟﻮﻇﻴﻔﺔ‬
‫ﻣﻮﺍﺻﻼﺕﺍﻟﻠﻔﻈﲔ ﻣﺘﺮﺍﺩﻓﲔ‬ ‫ﺻﺎﰲﺎ‬
‫ﻳﺼﺮﻑﹰ‬
‫ﻏﺎﻟﺒ‬
‫ﺃﻱ‬ ‫‪/‬‬ ‫‪،‬‬ ‫ﺃﻱ‬
‫ﺍﳌﻮﻇﻒ‬
‫ﺎ‬
‫ﹰ‬
‫ﺧﺪﻣﺎﺕ‬
‫ﻗﺒﻞ‬ ‫ﻏﺎﻟﺒ‬
‫ﺍﻟﻔﺮﺩ‬ ‫ﻭ‬ ‫ﺇﲨﺎﱄ ﺍﻷﺟﺮ‬ ‫•‬
‫ﺍﻟﻮﻇﻴﻔﺔ‬
‫ﺍﻟﻔﺮﺩ‬ ‫ﺎ‬
‫ﹰ‬ ‫ﻟﻘﻴﻤﺔ‬
‫ﺍﻟﻔﺮﺩ‬
‫ﻳﺴﺘﻠﻤﻪ‬
‫ﺷﻬﺮﻳ‬ ‫ﻳﺸﻐﻠﻬﺎ‬
‫ﻳﺼﺮﻑ‬ ‫ﻣﺎ‬
‫ﺎ‬
‫ﹰ‬ ‫ﺃﺳﺒﻮﻋﻴ‬
‫ﺍﺳﺘﻘﻄﺎﻉ‪...‬‬
‫ﺳﻜﻦ‪/‬ﻋﻼﺝ‬ ‫‪/‬‬ ‫ﺎ‬
‫ﹰ‬ ‫ﻳﻮﻣﻴ‬
‫ﺧﺼﻢ ﺃﻭ‬ ‫ﺻﺎﰲ ﺍﻷﺟﺮ‬ ‫•‬
‫ﺍﻷﺟﺮ ﺍﻟﻨﻘﺪﻱ‬ ‫•‬
‫ﺍﻷﺟﺮ ﺍﻟﻌﻴﲏ‬ ‫•‬
‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﻫﻞ ﺍﻷﺟﻮﺭ ﻣﻬﻤﺔ؟‬

‫ﺍﻟﻮﺳﻴﻠﺔ ﻹﺷﺒﺎﻉ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻔﺮﺩ‬

‫ﺍﻟﻮﺳﻴﻠﺔ ﳉﺬﺏ ﺑﺎﻟﻄﺒﻊ‬
‫ﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﳌﻨﺎﺳﺒﺔ ﻟﻠﻌﻤﻞ‬
‫ﻧﻌﻢﺍﻟﻜﻔﺎﺀﺍﺕ ﺍﻟﻌﺎﻣﻠﺔ‬
‫ﺍﻟﻮﺳﻴﻠﺔ ﻹﺑﻘﺎﺀ ﺃﻓﻀﻞ‬
‫ﺍﻟﻮﺳﻴﻠﺔ ﻟﻨﺸﺮ ﺍﻟﻌﺪﺍﻟﺔ ﺑﲔ ﺍﻟﻌﺎﻣﻠﲔ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﺩﻭﺭ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‪ /‬ﺍﳌﺪﻳﺮﻳﻦ‬

‫ﺗﺼﻤﻴﻢ ﻧﻈﺎﻡ ﺍﻷﺟﻮﺭ‬

‫ﺍﻗﺘﺮﺍﺡ ﺑﺪﺍﻳﺔ ﺍﻷﺟﺮ ﻟﻠﻤﻮﻇﻔﲔ‬
‫ﺍﳌﺪﻳﺮﻳﻦ‬
‫ﺍﻗﺘﺮﺍﺡ ﺍﻟﻌﻼﻭﺍﺕ ﻭ ﺍﻟﺰﻳﺎﺩﺍﺕ‬ ‫ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ‬
‫ﺇﺩﺍﺭﺓ ﺍﻟﱪﻧﺎﻣﺞ‬
‫)ﺣﺴﺎﺏ ﺍﻷﺟﻮﺭ‪،‬ﺍﻟﻌﻼﻭﺍﺕ‪(... ،‬‬
‫ﺗﻘﺪﱘ ﺍﳌﻌﻠﻮﻣﺎﺕ ﺍﻟﻼﺯﻣﺔ ﻹﺩﺍﺭﺓ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﲔ‬
‫ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ﺑﻐﺮﺽ ﺗﻘﻴﻴﻢ‬ ‫ﺍﻟﺒﺸﺮﻳﺔ‬
‫ﺗﻘﻴﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ‬
‫ﺩﺭﺍﺳﺔ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻷﺟﻮﺭ ﰲ‬
‫ﺍﻟﻮﻇﺎﺋﻒ‬
‫ﺍ‪‬ﺘﻤﻊ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫اﻟﺗﻣﮭﯾد ﻟﺗﺻﻣﯾم اﻟﻧظﺎم‬

‫اﺧﺗﯾﺎر طرﯾﻘﺔ ﺗﻘﯾﯾم اﻟوظﺎﺋف‬

‫وﺿﻊ ﻣﻼﻣﺢ ﺧطﺔ اﻟﺗﻘﯾﯾم‬

‫ﺧﻄﻮﺍﺕ ﺗﺼﻤﻴﻢ‬
‫اﻟﺗﻘﯾﯾم اﻟﻔﻌﻠﻲ ﻟﻠوظﺎﺋف‬
‫ﻧﻈﺎﻡ ﺍﻷﺟﻮﺭ‬
‫ﺗﺤﺪﯾﺪ ﻋﺪد اﻟﺪرﺟﺎت اﻟﻮظﯿﻔﯿﺔ‬

‫ﺗﺣدﯾد أﺟر ﻛل درﺟﺔ‬

‫إدارة ﻧﻈﺎم اﻷﺟﻮر‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -١‬ﺍﻟﺘﻤﻬﻴﺪ ﻟﺘﺼﻤﻴﻢ ﺍﻟﻨﻈﺎﻡ‬
‫• ﺭﲰﻲ ‪ /‬ﻏﲑ ﺭﲰﻲ‬
‫• ﺑﻨﺎﺀ ﺃﻡ ﺷﺮﺍﺀ ﺍﻟﻨﻈﺎﻡ‬
‫• ﲢﺪﻳﺪ ﻣﻦ ﻳﻘﻮﻡ ﺑﺘﻘﻴﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -٢‬ﺍﺧﺘﻴﺎﺭ ﻃﺮﻳﻘﺔ ﺗﻘﻴﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ‬
‫• ﺍﻟﺘﺮﺗﻴﺐ‬
‫• ﺍﻟﺪﺭﺟﺎﺕ‬
‫• ﻣﻘﺎﺭﻧﺔ ﺍﻟﻌﻮﺍﻣﻞ‬
‫• ﺍﻟﻨﻘﻂ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -٣‬ﻭﺿﻊ ﻣﻼﻣﺢ ﺧﻄﺔ ﺍﻟﺘﻘﻴﻴﻢ‬
‫• ﲢﺪﻳﺪ ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺳﺎﺳﻴﺔ‬
‫• ﻭﺿﻊ ﺟﺪﻭﻝ ﺯﻣﲏ ﻟﻠﺘﻨﻔﻴﺬ‬
‫• ﲢﺪﻳﺪ ﺗﻜﻠﻔﺔ ﺍﻟﺘﻘﻴﻴﻢ‬
‫• ﺗﻌﺮﻳﻒ ﺍﳌﻮﻇﻔﲔ ﲞﻄﺔ ﺍﻟﺘﻘﻴﻴﻢ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -٤‬ﺍﻟﺘﻘﻴﻴﻢ ﺍﻟﻔﻌﻠﻲ ﻟﻠﻮﻇﺎﺋﻒ‬
‫ﻳﺘﻢ ﰲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﻋﻤﻠﻴﺔ ﺍﻟﺘﻘﻴﻴﻢ‬
‫ﺍﻟﻔﻌﻠﻲ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﳋﻄﺔ ﺍﳌﻮﺿﻮﻋﺔ‪.‬‬
‫ﻣﺴﺌﻮﻟﻴﺔ ﺇﺩﺍﺭﺓ ﺍﳌﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ‬
‫ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﺳﲑ ﺍﳋﻄﺔ ﺑﺎﻟﺸﻜﻞ‬
‫ﺍﳌﻄﻠﻮﺏ‬
‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -٥‬ﲢﺪﻳﺪ ﻋﺪﺩ ﺍﻟﺪﺭﺟﺎﺕ‬

‫ﻳﺘﻢ ﰲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﲢﺪﻳﺪ ﻋﺪﺩ‬

‫ﺩﺭﺟﺎﺕ ﺍﻟﺴﻠﻢ ﺍﻟﻮﻇﻴﻔﻲ‪ ،‬ﺣﻴﺚ‬
‫ﻛﻞ ﺩﺭﺟﺔ ﲢﺘﻮﻱ ﻋﻠﻰ ﻋﺪﺩ ﻣﻦ‬
‫ﺍﻟﻮﻇﺎﺋﻒ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -٦‬ﲢﺪﻳﺪ ﺃﺟﺮ ﻟﻜﻞ ﺩﺭﺟﺔ‬

‫ﻳﺘﻢ ﰲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﲢﺪﻳﺪ ﺃﺟﺮ‬

‫ﻟﻜﻞ ﺩﺭﺟﺔ‪ ،‬ﻭ ﲢﺪﻳﺪ ﺑﺪﺍﻳﺔ‬
‫ﻭ ‪‬ﺎﻳﺔ ﺍﻷﺟﺮ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫‪ -٧‬ﺇﺩﺍﺭﺓ ﻧﻈﺎﻡ ﺍﻷﺟﻮﺭ‬

‫ﻳﺘﻢ ﰲ ﻫﺬﻩ ﺍﳋﻄﻮﺓ ﲢﺪﻳﺪ ﺃﺳﻠﻮﺏ‬

‫ﺩﻓﻊ ﺍﻷﺟﺮ‪ ،‬ﲢﺪﻳﺪ ﺍﻟﻌﻼﻭﺍﺕ‪،‬‬
‫ﺇﺿﺎﻓﺔ ﺩﺭﺟﺎﺕ ﺟﺪﻳﺪﺓ‪ ،‬ﺯﻳﺎﺩﺓ‬
‫ﺍﻷﺟﺮ‪ ،‬ﺇﺿﺎﻓﺔ ﻭﻇﺎﺋﻒ ﺟﺪﻳﺪﺓ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﻃﺮﻕ ﺗﻘﻴﻴﻢ ﺍﻟﻮﻇﺎﺋﻒ‬

‫• ﻃﺮﻳﻘﺔ ﻣﻘﺎﺭﻧﺔ ﺍﻟﻌﻮﺍﻣﻞ‬ ‫• ﻃﺮﻳﻘﺔ ﺍﻟﺘﺮﺗﻴﺐ‬

‫ﻛﻤﻴﺔ‬ ‫ﻏﲑ ﻛﻤﻴﺔ‬
‫• ﻃﺮﻳﻘﺔ ﺍﻟﻨﻘﻂ‬ ‫• ﻃﺮﻳﻘﺔ ﺍﻟﺪﺭﺟﺎﺕ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫طرﯾﻘﺔ‬
‫اﻟﺗرﺗﯾب‬

‫اﻟﺗرﺗﯾب ﻋﻠﻰ‬
‫اﻟﺗرﺗﯾب‬
‫أﺳﺎس اﻟﻣﻘﺎرﻧﺔ‬
‫اﻟﺑﺳﯾط‬
‫اﻟزوﺟﯾﺔ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﺗﺘﻢ ﻋﻤﻠﻴﺔ ﺩﺭﺍﺳﺔ ﺍﻟﻮﻇﺎﺋﻒ‬
‫ﺍﻟﺘﺮﺗﻴﺐ‬
‫ﻭ ﻣﻦ ﰒ ﻣﻘﺎﺭﻧﺔ ﺍﻟﻮﻇﺎﺋﻒ ﺣﺴﺐ ﺃﳘﻴﺘﻬﺎ‬
‫ﻭ ﺗﺮﺗﻴﺒﻬﺎ ﺣﺴﺐ ﺍﻷﳘﻴﺔ‬ ‫ﺍﻟﺒﺴﻴﻂ‬

‫ﺗﺘﻢ ﻣﻘﺎﺭﻧﺔ ﻛﻞ ﻭﻇﻴﻔﺔ ﻣﻊ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ ﻋﻠﻰ‬

‫ﺍﻟﻮﻇﺎﺋﻒ ﺍﻷﺧﺮﻯ ﻟﺘﺤﺪﻳﺪ ﺍﻷﻫﻢ‬ ‫ﺃﺳﺎﺱ ﺍﳌﻘﺎﺭﻧﺔ‬
‫ﻭ ﻣﻦ ﰒ ﺗﺘﻢ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﺍﻟﺰﻭﺟﻴﺔ‬
‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﻃﺮﻳﻘﺔ ﺍﻟﺪﺭﺟﺎﺕ‬
‫• ﲢﺪﻳﺪ ﺍ‪‬ﻤﻮﻋﺎﺕ ﺍﻟﻮﻇﻴﻔﻴﺔ‬
‫ﺍﻧﺘﺎﺟﻴﺔﻫﺬﻩ ﺍﻟﻄﺮﻳﻘﺔ ﻋﻠﻰ ﺇﻧﺸﺎﺀ‬
‫– ﻓﻨﻴﺔﺗﻌﺘﻤﺪ‬
‫ﻋﺪﺓ ﺩﺭﺟﺎﺕ ﻟﻜﻞ ﻭﻇﻴﻔﺔ ‪ ،‬ﰒ‬ ‫– ﺇﺩﺍﺭﻳﺔ‬
‫–ﻳﺘﻢﻣﺎﻟﻴﺔﺗﻮﺯﻳﻊ ﺍﻟﻮﻇﺎﺋﻒ ﺍﳌﺨﺘﻠﻔﺔ ﺩﺍﺧﻞ‬
‫ﺍﻟﺪﺭﺟﺎﺕﻭﻇﻴﻔﻴﺔ ﻋﻠﻰ ﺍﻟﺪﺭﺟﺔ‬
‫• ﲢﺪﻳﺪﻛﻞﻋﺪﺩﳎﻤﻮﻋﺔ‬
‫ﺍﳌﺨﺘﻠﻔﺔ‬
‫ﺍﳌﻨﺎﺳﺒﺔ ﳍﺎ‬ ‫ﺍﻟﺪﺭﺟﺎﺕ‬ ‫ﺗﻮﺻﻴﻒ‬ ‫•‬
‫• ﺗﻮﺯﻳﻊ ﺍﻟﻮﻇﺎﺋﻒ ﻋﻠﻰ ﺍﻟﺪﺭﺟﺎﺕ‬
‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﺗﺣدﯾد ﻋواﻣل اﻟﺗﻘﯾﯾم‬

‫ﺗﺣدﯾد اﻟوظﺎﺋف اﻟرﺋﯾﺳﯾﺔ‬

‫ﻃﺮﻳﻘﺔ ﻛﻤﻴﺔ ﻳﺘﻢ ﻣﻦ ﺧﻼﳍﺎ ﲢﺪﻳﺪ‬
‫اﻟرﺋﯾﺳﯾﺔ‬ ‫اﻟوظﺎﺋف‬ ‫أﺟر‬ ‫ﺗﺣدﯾد‬
‫ﻗﻴﻤﺔ ﺍﻟﻮﻇﻴﻔﺔ ﻣﻦ ﺧﻼﻝ ﻣﻘﺎﺭﻧﺔ‬ ‫ﻃﺮﻳﻘﺔ‬
‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺒﻌﻀﻬﺎ‬ ‫ﺍﻟﻮﻇﺎﺋﻒ‬
‫ﺗوزﯾﻊ اﻷﺟر ﻋﻠﻰ ﻋواﻣل اﻟﺗﻘﯾﯾم‬ ‫ﻣﻘﺎﺭﻧﺔ ﺍﻟﻌﻮﺍﻣﻞ‬
‫ﻋﻮﺍﻣﻞ ﺗﻘﻴﻴﻢ ﻣﻌﻴﻨﺔ‬
‫وﺿﻊ اﻟﻮظﺎﺋﻒ ﻓﻲ ﺧﺮﯾﻄﺔ ﻣﻘﺎرﻧﺔ اﻟﻌﻮاﻣﻞ‬

‫ﺗﻘﯿﯿﻢ ﺑﺎﻗﻲ وظﺎﺋﻒ اﻟﺸﺮﻛﺔ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﺗﺣدﯾد ﻋواﻣل اﻟﺗﻘﯾﯾم‬
‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬
‫ﺗﻘﺳﯾم ﻋواﻣل اﻟﺗﻘﯾﯾم إﻟﻰ ﻋﻧﺎﺻر ﻓرﻋﯾﺔ‬
‫ﺍﻟﻄﺮﻳﻘﺔ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻘﻮﻡ‬
‫ﺇﻋﻄﺎﺀ ﺗﻘﺪﻳﺮﺍﺕ ﻛﻤﻴﺔ ﻷﻭﺯﺍﻥ ﺍﻟﻮﻇﺎﺋﻒ ﺑﺎﻻﺳﺘﺮﺷﺎﺩ‬
‫ﺍﳌﺴﺘﺨﺪﻣﺔ ﺑﺎﻟﻧﻘط‬
‫ﻋواﻣل اﻟﺗﻘﯾﯾم‬‫ﺍﻟﺘﻘﻴﻴﻢ‬
‫ﻋﻮﺍﻣﻞ ﻗﯾﻣﺔ‬
‫ﲟﻘﻴﺎﺱ ﻟﻠﺘﻘﻴﻴﻢ ﺑﻮﺿﻊ ﺗﻘدﯾر‬
‫ﻃﺮﻳﻘﺔﻛﻞ ﻋﺎﻣﻞ ﻣﻨﻬﺎ ﻭﺃﻭﺯﺍﻥ ﺍﻟﻨﺴﺒﻴﺔ ﳑﺜﻠﺔ ﺑﻌﺪﺩ ﺍﻟﻨﻘﻂ‬ ‫ﻭﻣﺴﺘﻮﻳﺎﺕ‬
‫ﺗﻘدﯾر ﻗﯾﻣﺔ اﻟﻌﻧﺎﺻر اﻟﻔرﻋﯾﺔ ﺑﺎﻟﻧﻘط‬
‫ﺍﻟﻨﻘﻂﻟﻜﻞ ﻣﺴﺘﻮﻯ‪ ،‬ﻭﺗﺘﺤﺪﺩ ﺍﻷﳘﻴﺔ ﺍﻟﻨﺴﺒﻴﺔ ﻟﻠﻮﻇﻴﻔﺔ‬ ‫ﺍﳌﺨﺼﺼﺔ‬
‫ﻟﻜﺎﻓﺔ ﻣﺴﺘﻮﯾﺎت‬ ‫اﻟﻌﻨﺎﺻﺮﺑﺎﻟﻨﺴﺒﺔ‬
‫اﻟﻔﺮﻋﯿﺔ ﻋﻠﻰ‬ ‫ﺍﻟﻮﻇﻴﻔﺔ‬‫ﺧﺼﺖﻧﻘﺎط‬
‫ﲟﺠﻤﻮﻉ ﺍﻟﻨﻘﻂ ﺍﻟﱵ ﺗﻮزﯾﻊ‬
‫ﻋﻮﺍﻣﻞ ﺍﻟﺘﻘﻴﻴﻢ ﻋﻠﻰ ﺍﳌﻘﻴﺎﺱ ﻭﻓﻘﺎ ﳌﺪﻯ‬
‫ﺍﻟﻮﻇﻴﻔﺔﻛﺎﻣﻞ ﻟﻠﻨﻘﻂ‬
‫ﺗﺼﻤﯿﻢ دﻟﯿﻞ‬
‫ﻭﺟﻮﺩ ﻛﻞ ﻋﺎﻣﻞ ﻣﻨﻬﺎ ﰲ‬
‫اﺳﺘﺨﺪام اﻟﺪﻟﯿﻞ ﻓﻲ ﺗﻘﯿﯿﻢ اﻟﻮظﺎﺋﻒ‬
‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﺗﺼﻤﻴﻢ ﻫﻴﻜﻞ ﺍﻟﻮﻇﺎﺋﻒ‪/‬ﺍﻟﺪﺭﺟﺎﺕ‪/‬ﺍﻷﺟﻮﺭ‬
‫• ﺣﺠﻢ ﺍﻟﺸﺮﻛﺔ‬
‫• ﻋﺪﺩ ﺍﻟﻮﻇﺎﺋﻒ‬
‫• ﺳﻴﺎﺳﺔ ﺍﻟﺘﺮﻗﻴﺔ‬
‫• ﺍﻟﻔﺮﻕ ﺑﲔ ﺃﻋﻠﻰ ﻭ ﺃﺩﱏ ﺃﺟﺮ‬
‫• ﺍﻟﻌﺮﻑ ﺍﻟﺴﺎﺋﺪ ﰲ ﺍﻟﺸﺮﻛﺔ ﻭ ﺍﻟﺼﻨﺎﻋﺔ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ﲢﺪﻳﺪ ﺃﺟﺮ ﻛﻞ ﻭﻇﻴﻔﺔ‪/‬ﺩﺭﺟﺔ‬

‫• ﺭﺳﻢ ﺑﻴﺎﱐ ﻳﻮﺿﺢ ﲨﻴﻊ ﺍﻟﻮﻇﺎﺋﻒ‬

‫• ﻣﻘﺎﺭﻧﺔ ﺍﻟﻮﻇﺎﺋﻒ‬
‫• ﻣﻘﺎﺭﻧﺔ ﺑﺎﻟﺴﻮﻕ‬
‫• ﲢﺪﻳﺪ ﺃﻋﻠﻰ ﻭ ﺃﺩﱏ ﺃﺟﺮ‬

‫د‪ .‬ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬

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 ‫ ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬.‫د‬

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 ‫ ﺧﺎﻟد ﺑن ﺳﺎﻣﻲ ﻣﺣﻣد ﺣﺳﯾن‬.‫د‬

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