Human resource management practice I also available by michael armstrong

Part 

6

  Performance and Reward

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employers who exchange pay information) 

and advertisements. Published surveys are 

likely to provide the most convenient source 

of robust information. Special surveys and 

pay clubs can produce useful data but they 

are time-consuming. More than one source 

should be used if possible. Advertisements 

are useless.

 

●

Collect, analyse and interpret the information. 

The pay data for jobs may be presented in 

the form of a range of pay from lowest to 

highest, the median rate (the midpoint in  

a distribution of rates of pay) and the upper 

and lower quartiles (the values which, 

respectively, are exceeded by a quarter of the 

values in the distribution or below which a 

quarter of the values in a distribution occur). 

Interpreting the data may mean producing  

a derived market rate from the different 

sources.

 

●

Apply the information in line with a policy 

decision on market stance – the pay levels 

required to be competitive and affordable.

Job evaluation

Job  evaluation  is  a  systematic  and  formal  process 

for defining the relative worth or size of jobs within 

an organization in order to establish internal rela-

tivities. It is carried out through either an analytical 

or a non-analytical scheme.