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Job Evaluation in Apparel Manufacturing:

Job evaluation is mostly a judgmental process and demands close cooperation among supervisors, HR specialists, and employees and union representatives.
A HR manager can use two basic approaches to compare several jobs. First, he can take an intuitive approach. He might decide that one job is more
important than another and not dig any deeper into the logic. As an alternative, he can also compare the jobs by focusing on certain basic factors the jobs
have in common. Compensation management specialists call these basic factors as compensable factors. They are the factors that established how the jobs
compare to one another and that determine the pay for each job. Irrespective of what approach being followed in the organization, in this assignment the
students are supposed to analyse the organization using compensable factors approach. (Please read further on this in www.stitchworld.net)

Classification of compensable factors

Compensable factors are classified into soft skills and hard skills. The blue collar job requires more hard skills than soft skills while the white collar jobs
require the opposite. Some of the commonly used compensable factors are:
1.      Skill: This factor measures the job knowledge, dexterity, ability to communicate, analytical ability.
2.      Effort: This factor measures physical and mental requirements.
3.      Responsibility: This factor measures impact on the organisation, supervisory authority, decision making, accountability, level of contact with others.
4.      Working conditions: This factor measures hazardous or adverse conditions in work.
5.      Communication and Interpersonal Skills: This factor measures the extent to which the job requires employees to explain, describe, persuade, negotiate,
and generally convey intended meanings and information to others. Both the media to be used and the type of messages or information to be conveyed
should be considered when assigning degree ratings.
6.      Technical Knowledge and Application: This factor measures the extent of specialized knowledge and required experience in using that knowledge.
Assignment of degree ratings should take into consideration the level of expertise, as well as the scope of application of that knowledge.
7.      Problem-Solving and Decision-Making: This factor measures the extent of decision latitude and the use of independent approaches to solving problems
encountered on the job. Degree ratings should be assigned based on the complexity of the problems (i.e., how much they require routinized vs. nonroutinized
decision processes) and the impact of the decision on the achievement of organizational goals.
8. Planning and Organizing: This factor measures the extent to which tasks, activities, outcomes, and time must be prioritized, sequenced, and scheduled.
Degree ratings should be assigned based on the total requirements of the job for planning one’s own and/or another’s work processes, task time allotment, or
daily activity schedule.
Each student is supposed to do job evaluation for any 4 of the following blue collar jobs in the organisation.
Sewing operator, Cutting master, sampling master, pattern maker, Cutting room Supervisor, Sewing room supervisor, finishing room supervisor, machine
mechanic, In-line checker, Ironing operator, packers, etc.
Job Evaluation
Actual evaluation of job requires deep understanding of all compensable factors and all job requirements. The enclosed table shows compensable factors for
evaluating blue collar jobs and sub-categorised into skill, effort, responsibility and knowledge and based on the intensity of each compensable factor require
for any job they are further categoriesd into four columns 100%, 75%, 50% and 25%. For example a skilled sewing operator may acquire 25% to 50%
intensity of job knowledge and 25% of ability of communication during career, whereas a supervisor will require 50% intensity of job knowledge and 75% of
ability of communication. As example the relevant compensable factors for a sewing supervisor is given weightage first then highlighted yellow based on
intensity and eventually score is calculated as 58.25 points. Higher the points scored higher the remuneration.

The job evaluation team should include the student, one person from HR (if available) or from administration (if HR not available) and one worker
(preferably of same job). First, the committee should read the document and discuss the approach, then decide on weightage and intensity of compensable
factors for each job evaluation. In the excel sheet just rename the sheet same as job name, fill up the weightage and highlight the appropriate intensity and
calculate the score points for each job. Read the excel sheet example carefully before starting the assignment.
Example sheet is guideline only, students are free to assign weightage and decide on intensity after discussing with team members.
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Compensable Factors Weightage Total points 100% 75% 50% 25%

Skill

Multi skilled with experience Multi skilled with skilled without qualification
and qualification, mentor all qualification, mentor others and experience, requires
job knowledge 5 100 other, upto date knowledge to some extent skilled with experience mentoring 3.75

Written and oral,technical

terminology, logical Both written and Oral but uses oral communication to Little or no information flow,
development of arguments, little face to face describe simple routine apart from opersonal
ability to communicate 6 100 clariry of experssion communication with others works recording daily activities 4.5

collect data for record executes what has been

analysis reports by others keeping and implement thought but does not use self
analytical ability 7 100 and give solution Format and generate reports analysed plans discrestiojn or anlaytical 3.5
Effort

Hard work, Rest and interval

hard physical work, fatigue allowed, no exposure to less Physical work, little
factor high, hazardous or hazardous or extreme fatigue, Comfotable very little physical work,
Physical conditions and work 6 100 extreme condition exposure conditions workstaion, luxuries work station 6
Mix of physical and mental
Hevy mental work, Mental work but not work, Executes instructions
monotonus, responsibilities monotonus, not answerable, physically with some Little mental work, just
mental requirements 6 100 are criticle less criticle responsibility discreation execute instruction given 3
Responsibility
Small impact as heavy
impact on the organisation 10 100 Crucial and un-doable Crucial but renewable Non crucial but important refinement higher officers 7.5
Supervising junior Supervisies workers and
managers, requires some operators,requires some
supervisory authority 10 100 Supervises senior managers supervision himself supervision himself Requires supervision 5

Final decisions, others follow

the decision, decisions have take decisions which are
crusial impact, no crucial by only with take decisions which are not take smaller decisions that
decision making 10 100 consultaion necessary consulation of other officaials crusial too with consultaion 5
Individually Accountable for
overall performance of Accountability of a
accountability 10 100 company department or a group Accountability of a team Individual accountability 5
knowledge

Solve problems, Gives

logical solution with
implementation for entire Solve problems for a Solve problems for a team, Individual problem solving
organisation , high department, High lesser Qualified and and execution of solutions
problem solving skills 15 100 qualification and experience qualification experience laid down by others 7.5
Plans for the entire
Planning and organising 15 100 organization (Visionary) plans for a department plans for a team individual planning 7.5
58.25
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Compensable Factors Weightage Total points 100%

Skill

Multi skilled with experience

and qualification, mentor all
job knowledge 100 other, upto date knowledge

Written and oral,technical

terminology, logical
development of arguments,
ability to communicate 100 clariry of experssion

analysis reports by others

analytical ability 100 and give solution
Effort

hard physical work, fatigue

factor high, hazardous or
Physical conditions and work 100 extreme condition exposure

Hevy mental work,

monotonus, responsibilities
mental requirements 100 are criticle
Responsibility

impact on the organisation 100 Crucial and un-doable

supervisory authority 100 Supervises senior managers

Final decisions, others follow

the decision, decisions have
crusial impact, no
decision making 100 consultaion necessary

Individually Accountable for

overall performance of
accountability 100 company
knowledge

Solve problems, Gives

logical solution with
implementation for entire
organisation , high
problem solving skills 100 qualification and experience
Plans for the entire
Planning and organising 100 organization (Visionary)
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75% 50% 25%

Multi skilled with skilled without qualification

qualification, mentor others and experience, requires
to some extent skilled with experience mentoring

Both written and Oral but uses oral communication to Little or no information flow,
little face to face describe simple routine apart from opersonal
communication with others works recording daily activities

collect data for record executes what has been

keeping and implement thought but does not use self
Format and generate reports analysed plans discrestiojn or anlaytical

Hard work, Rest and interval

allowed, no exposure to less Physical work, little
hazardous or extreme fatigue, Comfotable very little physical work,
conditions workstaion, luxuries work station

Mix of physical and mental

Mental work but not work, Executes instructions
monotonus, not answerable, physically with some Little mental work, just
less criticle responsibility discreation execute instruction given

Small impact as heavy

Crucial but renewable Non crucial but important refinement higher officers

Supervising junior Supervisies workers and

managers, requires some operators,requires some
supervision himself supervision himself Requires supervision

take decisions which are

crucial by only with take decisions which are not take smaller decisions that
consulation of other officaials crusial too with consultaion

Accountability of a
department or a group Accountability of a team Individual accountability

Solve problems for a Solve problems for a team, Individual problem solving
department, High lesser Qualified and and execution of solutions
qualification experience laid down by others

plans for a department plans for a team individual planning