Running Head: THE TOTAL REWARDS - COURSE WORK 1

THE TOTAL REWARDS - COURSE WORK

CASE STUDY: Job Evaluation at Smith Upholstery

Institutional Affiliation

Student Name

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THE TOTAL REWARDS - COURSE WORK

CASE STUDY: Job Evaluation at Smith Upholstery

1. Advantages and Disadvantages of the simple ranking, alternate ranking and point
method job evaluation techniques.

Undeniably, the aforementioned evaluation techniques have associated merits and demerits. To
begin with, the key leverage of applying simple ranking is that it is easily comprehensible and
applies a more undemanding procedure to compare job performances. Consequently, the
approach saves on time and money for small companies or enterprises with tight accounts.
However, the major shortcoming of this approach is that it is impractical to make comparisons
for every worker especially in large corporations with exceedingly huge number of employees.
In fact, Livy (2020) clearly states that simple ranking can only be applied for fewer job
assessments in addition to the fact that it is very subjective. Actually, when the company grows
and new job titles have to be correlated with existing positions in order to regulate the correct
rank. With regards to alternate ranking, it is much easier to use but not quite as simple when
compared to other ranking techniques. Nonetheless, it bypasses central tendencies among other
issues that related to rating scales. Ordinarily, it ranks employees for the highest to lowest
performer. In fact, alternate ranking results to a numerical assessment about workers that can be
used directly to make compensation and staffing changes. But, the major shortcoming of
alternate ranking is that the correlation given by assessment on workers is a general performance
as opposed to specific work criteria. Finally, the point method of job evaluation technique has an
edge by being a very detailed and precise technique for job appraisal. In addition, it limits bias
by minimizing human judgment. But then again, the approach is complex and can be difficult to
make and manage. Also, Quad (2020) notes that it can be subjective and flaws are a possibility.

2. Potential Problems from following Robert’s approach

To start with, regardless of any job evaluation system that Marco will adopt, he is likely to face
major hindrance as he had just started with the company. For this reason, he ought to learn about
each employee and how each task should be completed correctly. Therefore, Robert’s insisting
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that he uses the simple ranking method, it is important if he notes that employee motivation plays
a key role in production results. Actually, at Smith Upholstery the worker have to be motivated
to do a great job. From the case study, Robert is seen hesitant to overpay the workers. Actually,
he is reluctant to pursue Marco’s evaluation and does not want it to take longer as he deems this
may result to additional compensation. By following simple ranking technique there are
associated consequences. In this case, the correlation of workers is only based on general
performance as opposed to the individual work criteria. Consequently, it will result to inaccurate
results and very ineffective in employee assessments and compensation at the company.

3. Recommendation to Marco
In the author’s submission, Marco should boldly tell Robert that the recommended style of
appraisal is ineffective. This should be done in a very polite manner. Here, Marco is at risk of
getting fired should he fail to follow the orders. But, as a recent graduate he ought to start
practicing ethical behavior as he progresses with his career even if he stands the risk of losing
his job. This is because professionals in HR ought to advocate for employee freedom while
providing their expertise to the fullest.
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Reference

Livy, B. (2020). Job evaluation: A critical review. Routledge.

https://www.taylorfrancis.com/books/mono/10.4324/9780367351793/job-evaluation-
bryan-livy

Quaid, M. (2020). Job evaluation as institutional myth. Journal of Management Studies, 30(2),
239-260. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-6486.1993.tb00303.x