1.2.1b Paired Comparison Ranking.
This is also a relatively simple technique. Each job is compared as a whole with each other job
in turn. A score (0, 1 or 2) is awarded according to whether its overall value is judged to be
less than, equal to, or more than the job to which it is being compared. The scores awarded for
each job are then totalled and a rank order produced. This method has all the advantages of job
ranking and is slightly more systematic. However, it is best limited to organisations with a
maximum of 30 jobs in a particular job population and, like simple ranking, it does not involve
any analysis of jobs nor, importantly, indicate the extent of any difference between them.
For example, consider the four jobs: labourer, accountant, market analyst, and chief executive.
| | Labourer | Accountant | Market Analyst | Chief Executive | Row Total | Rank
(1 is high) |
| Labourer | - | 0 | 0 | 0 | 0 | 4 |
| Accountant | 2 | - | 1 | 0 | 3 | 2 |
| Market Analyst | 2 | 1 | - | 0 | 3 | 2 |
| Chief Executive | 2 | 2 | 2 | - | 6 | 1 |
The row totals give the jobs' relative ranking (but not a measure of their value).
1.2.2 Classification.
This is also a 'whole job' assessment method. In job classification, the number of grades is
decided first and detailed grade definitions produced. (Subsequent examination, after ranking
has taken place, may result in a change to the initial number of grades.) This method may be
used where groups of jobs can be clearly defined, such as with clerical and administrative roles.
Because of differences in duties and skills, grades are developed mainly along occupational lines.
The grade definitions do not attempt to describe every work assignment of each position in the
occupation covered, rather they identify and describe the main characteristics of the occupation
that are significant for distinguishing different levels of work value. They define these
characteristics in such a way as to provide a basis for assigning the appropriate grade level to
all positions in the occupation to which the standards apply. Well-defined grades/categories
attempt to define the grades/categories with no overlap to avoid problems when assigning
jobs to the grades. Representative (benchmark) jobs are assessed to validate the definitions.
Other non-benchmark jobs are then slotted into the structure based on the grade definitions.
This method is easy to understand and allows for some consideration of skill content.
There may however be a temptation to grade jobs according to how they have been paid or
viewed historically rather than according to their skill requirements, also aspects of
individual jobs may straddle job definitions.
Advantages
- Simple.
- The grade/category structure exists independently of the jobs. Therefore, new jobs can be classified more easily than the Ranking method.
Disadvantages
- Classification judgements are subjective.
- Some jobs may appear to fit within more than one grade/category.
Copyright 2004 National Remuneration Centre, Melbourne.