İŞ VE PERFORMANS DEĞERLEME ESASLI BIR MAAŞ MODELI

Yıl 2019, Cilt: 30 Sayı: 3, 187 - 203, 15.12.2019

Emin Kahya

Öz

Bu çalışmada, iş değerlemesi ve personelin görev ve bağlılık davranışlarını
ölçmek için performans değerlemesi ve personel özelliklerinden oluşan bir maaş
modeli sunulmuştur. Personel maaşı iş skorundan elde edilmiş temel maaş ve 3
değişken ödül; (i) görev performansı ile elde edilmiş bir ödül, (ii) bağlamsal
performansla ilgili bir ödül, (iii) eğitim, deneyim ve takım liderliği
açısından kişisel özellikler için bir ek gelir, toplamıdır. Her bir bileşen
için iş bazlı bir skor elde eden ve bunu bir maaş seviyesi üreten bir model
geliştirilmiştir, Temel gelir için, bir işletmede 49 mavi yakalı işin puanını
belirlemek için iş değerlemesi yürütülmüştür. Yedi iş değerleme faktörü için
personelin görev aktivitelerini nasıl başardığı görev performansı olarak
değerlendirilmiştir. Çalışanın bağlamsal performansını iş bazlı puana dönüştürmek
için bir lineer fonksiyon geliştirilmiştir. Üç bileşen, bir ücret düzeyine
ulaşabilmek için birleşik bir skora dönüştürülmüştür. Sistem bir dönem için
orta ölçekli bir metal sanayi işletmesinde mavi yakalı işler için
uygulanmıştır. Sonuçlar, iş performansının, ücret seviyesinin oluşmasında daha
büyük etkiye sahip olduğunu göstermiştir.

Anahtar Kelimeler

İş değerlemesi, görev performansı, davranışsal performans, kişisel özellikler, maaş sistemi, ödül

A WAGE SCHEME BASED ON JOB AND PERFORMANCE EVALUATIONS

Öz

This
paper presents a wage model consisted of job evaluation, performance evaluation
to measure employee’s task and contextual behaviors, besides employee
characteristics. Employee’s wage is a sum of a basic wage derived from a job
score and three variable rewards including (i) a revision reward satisfied with
task performance, (ii) a reward linked to contextual performance, and (iii) a
merit wage increase for employee characteristics in terms of education degree,
seniority and team leadership. An approach generating a job-linked score for
each one component and producing a related wage grade are developed. For the
basic wage, job evaluation is carried out to assess forty nine blue-collar jobs
within a company. How an employee accomplishes the task activities for seven
job evaluation factors is assessed as task performance. A linear function is
developed to transform employee’s contextual performance to a job-linked score.
These three components are integrated to a composite score to translate a wage
level. The system is implemented in a middle sized manufacturing company for
blue-collar jobs for a given period. The results indicate that the job point
has significantly greater influence on a wage level.

Anahtar Kelimeler

Job evaluation, task performance, contextual performance, employee characteristics, wage system, reward

Kaynakça

• Ahmed, N.U. (1989). An analytic technique to develop factor weights in job evaluation. The Mid-Atlantic Journal of Business, 25(5), 1-6. Retrieved from https://search.proquest.com/openview/8dcccde4940563868509b5a875ca7fdd/1?pq-origsite=gscholar&cbl=24292
• Bateman, T.S., & Organ, D.W. (1983). Job satisfaction and the good soldier : The relationship between affect and employee citizenship. Academy of Management Journal, 26, 587-595. doi : https://doi.org/10.5465/255908
• Bender, A.F., & Pigeyre, F. (2016). Job evaluation and gender pay equity : a French example. Equality, Diversity and Inclusion : An International Journal, 36(4), 267-279. doi : https://doi.org/10.1108/EDI-07-2015-0062
• Borman, W.C., & Motowidlo, S.J. (1993). Expanding the criterion domain to include elements of contextual performance. In N.Schmitt and W.C. Borman (Eds), Personnel Selection in Organizations (pp. 71-98), New York, Jossey-Bass.
• Coleman, V.I., & Borman, W.C. (2000). Investigating the underlying structure of the citizenship performance domain. Human Resource Management Review, 10(1), 25-44. doi : https://doi.org/10.1016/S1053-4822(99)00037-6
• Charnes, A., Cooper, W.W., & Ferguson, R.O. (1955). Optimal estimation of executive compensation by linear programming. Management Science, 1(1), 138-151. doi : https://doi.org/10.1287/mnsc.1.2.138
• Chen, L.F., & Jiang, W.D. (2011). Managerial job evaluation based on point-factor method and IAHP in enterprises. Soft Science, 11(4), 100-105. Retrieved from http://en.cnki.com.cn/Article_en/CJFDTotal-XUXI201104023.htm
• Conyon, M., Peck, S., & Read, L. (2001). Performance pay and corporate structure in UK firms. European Management Journal, 19(1), 73-82. doi : https://doi.org/10.1016/S0263-2373(00)00072-4
• Dağdeviren, M. Akay, D., & Kurt, M. (2004). İş değerlendirme sürecinde analitic hiyerarşi prosesi ve uygulaması. Gazi Üniversitesi Mühendislik - Mimarlık Fakültesi Dergisi, 19(2), 100-105. Retrieved from https://dergipark.org.tr/gazimmfd/issue/6660/88912
• Das, B., & Garcia-Diaz, A. (2001). Factor selection guidelines for job evaluation : A computerized statistical procedure. Computers and Industrial Engineering, 40, 259-272. doi : https://doi.org/10.1016/S0360-8352(01)00028-6
• Dogan, A., Onder, E., & Demir, R. (2014). Assessment Turkish HR professionals on determining the importance of factors in point factor as a method of job evaluation. European Journal of Business and Management, 6(29), 1-13. Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2541652
• England, P. (1999). The case for comparable worth. The Quarterly Review of Economics and Finance, 39, 743-755. doi : https://doi.org/10.1016/S1062-9769(99)00026-5
• Gerhart, B., & Fang, M. (2014). Pay for (individual) performance : Issues, claims, evidence and the role of sorting effects. Human Resources Management Review, 24, 41-52. doi : https://doi.org/10.1016/j.hrmr.2013.08.010
• Gupta, J.N.D., & Ahmed, N.U. (1988). A goal programming approach to job evaluation. Computers and Engineering, 14, 147-152. doi : https://doi.org/10.1016/0360-8352(88)90023-X
• Hahn, D.C., & Depboye, R.L. (1988). Effects of training and information on the accuracy and reliability of job evaluations. Journal of Applied Psychology, 73, 146-153. doi : http://dx.doi.org/10.1037/0021-9010.73.2.146
• Ismail, A., Razak, M.R.A., & Ibrahim, Z. (2016). Performance based pay management as a determinant of extrinsic and intrinsic job satisfaction. International Conference on Ethics of Business, Economics and Social Science, 104-114.
• Kahya, E. (2006a). Metal iş kolunda bir işletme için işdeğerleme sisteminin geliştirilmesi. Endüstri Mühendisliği, 17(4), 2-21. Retrieved from https://www.mmo.org.tr/sites/default/files/a9d121cd9c3a183_ek.pdf
• Kahya, E. (2006b). Revising the metal industry job evaluation system for blue-collar jobs. Compensation & Benefits Review, 38(6), 49-63. doi : https://doi.org/10.1177/0886368706292541
• Kahya, E . (2018). A wage model consisted of job evaluation employee characteristics and job performance. Pamukkale Üniversitesi Mühendislik Bilimleri Dergisi, 24 (4), 720-729. Retrieved from https://dergipark.org.tr/pajes/issue/38891/454107
• Kareem, B., Oke, P.K., Atetedaye, A.F, & Lawal, A.S. (2011). Development of a point rating model for job-manpower evaluation in an organization. Journal of Applied Mathematics & Bioinformatics, 1(1), 195-206. Retrieved from http://www.scienpress.com/Upload/JAMB/Vol%201_1_15.pdf
• Kutlu, A.C., Ekmekçioğlu, M., & Kahraman, C. (2013). A fuzzy multi-criteria approach to point-factor method for job evaluation. Journal of Intelligent & Fuzzy Systems, 25, 659-671. doi : https://doi.org/10.3233/IFS-120673
• Kutlu, A.C., Behret, H., & Kahraman, C. (2014). A fuzzy inference system for multiple criteria job evaluation using fuzzy AHP. Journal of Multiple-Volued Logic&Soft Computing, 23(1/2), 113-133.
• Metal Industry Job Grading Sysetm [Metal Sanayii İş Gruplandırma Sistemi] (1996), Türk Metal Sanayiciler Sendikası Yayını, Ankara.
• Morgeson, F.P., Campion, M.A., & Maertz, C.P. (2001). Understanding pay satisfaction : The limits of a compensation system implementation, Journal of Business and Psychology, 16(1), 133-149. Retrieved from https://link.springer.com/article/10.1023/A:1007848007459
• Pittel, M. (1999). Recalibrating point factor job evaluation plans to reflect labor market pay levels. Workspan, 42, 29-33.
• Shibata, H. (2000). The transformation of the wage and performance appraisal system in a Japanese firm. International Journal of Human Resource Management, 11(2), 294-313. doi : https://doi.org/10.1080/095851900339882
• Sandberg, P.K. (2017). Intertwining gender inequalities and gender-neutral legitimacy in job evaluation and performance-related pay. Gender, Work & Organization, 24(2), 156-170. doi : https://doi.org/10.1111/gwao.12156
• Shunkun, Y., & Hong, T. (2011). Application of point method in job evaluation. IEEE Conference Publications of the International Conference on Management and Service Science (MASS), China, August 12-14.
• Sun X, & Luo N. (2013). Study on the effectiveness of point-factor job evaluation system in operation position. Communiciation in Information Science and Management Engineering, 3(3), 154-160.
• Van Scotter, J.R. (2000). Relationships of task performance and contextual performance with turnover, job satisfaction, and affective commitment. Human Resource Management Review, 10(1), 79-95. doi : https://doi.org/10.1016/S1053-4822(99)00040-6
• Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8, 216–226. doi : https://doi.org/10.1111/1468-2389.00151
• Werner, J.M. (2000). Implications of OCB and contextual performance for human resource management. Human Resource Management Review, 10(1), 3-24. doi : https://doi.org/10.1016/S1053-4822(99)00036-4
• Wilde E. (1992). A job evaluation case history. Work Study, 41(2), 6-11. doi : https://doi.org/10.1108/EUM0000000002663
• Young, M., & Selto, F. (1993). Implementing performance measures and new management and manufacturing practices in a just-in-time manufacturing environment. Journal of Management Accounting Research, (Fall), 300-326.