In benefits administration, which should be developed first,Salary Structure or Job evaluation?

Job Evaluation                                         .

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Job evaluation should be done first, and then Salary Structure can be developed relatively or say: basing on such an evaluation.

First of all the Job evaluation must be developed.

 job evaluation ,,,',,,,,,,,,,,,

Of course description and job evaluation

Job Evaluation should be developed first

It should definitely be Job Evaluation developed first.

Or should the weight of job evaluation and the work path for each job is done after the restructuring of salaries and comparative market or several companies in the same field

Therefore, evaluation of job first and then put the salary structure

Job evaluation is the basis

Logical question

Job Evaluation & Job Description

The job evaluation process established the relative value of jobs throughout the university. There are two steps involved in this process:

1. Job Analysis and Job Description - Using a "job profile," the content of each job is analyzed to identify key duties, responsibilities, and qualification necessary to perform the job. Written job descriptions are then prepared to contain this information.
2. Job Evaluation - A computer assisted job evaluation plan, measuring17 dimensions of nonexempt work and28 dimensions of exempt work, is used to evaluate the relative worth of staff positions. This evaluation process focuses on valuing the content of each position in terms of a series of well defined compensable factors. The factors for clerical, service, technical, and administrative support positions include:
   • Knowledge: Minimum required level of specialized training, education, and previous related work experience.
   • Skill: The manual and physical skills required to perform the duties of the position.
   • Work Complexity: The degree and amount of judgment, initiative and ingenuity involved in accomplishing work.
   • Contact with Others: The extent to which the work entails dealing with others in the course of one's regular duties, including the frequency and nature of contacts and the likely results of such contacts.
   • Property Protection and Use: The extent to which the position has responsibility for university property, including funds, vehicles and confidential information.
   • Work Leadership: The responsibility for directing, instructing and training personnel; and for planning controlling and assigning work.
   • Working Environment: The physical conditions encountered during a typical work day. Conditions such as heat, cold, dirt, fumes, hazards, etc. are considered.
   • Student Relations: The responsibility for dealing with students, including the nature and frequency of contacts.
3. The factors for professional, administrative, and managerial positions include responsibility for:

• Programs, Projects or Operations: The level in the organization, scope of activities performed, parameters of authority, complexity or nature of responsibilities, and the minimum credentials required to perform the job upon hire.
• Supervision: The number and variety of employees supervised.
• Employee Relations: Promoting and maintaining satisfactory human relations, morale and effectiveness or subordinates.
• External Contacts: Personally dealing with individuals or organizations outside the university.
• Internal Contacts: Personally dealing with individuals within the university, but outside the direct line of authority of the position, to coordinate activities and task accomplishment.
• Investigation or Fact Finding: Activities undertaken to identify facts, and develop ideas, designs or processes.
• Scheduling, Planning and Forecasting: The complexity, variety and nature of the activities involved in determining and carrying out plans and reports.
• Establishing Objectives, Policies, Standards, Procedures, and Practices: The degree of authority to establish standards, and the scope, nature and complexity or these standards.
• Effects of Decisions: Making decisions and commitments which impact the university's resources.
• Student Relations: Personally dealing with students from routine exchanges of information to more complex activities such as counseling.