The document discusses several job evaluation systems used in Zimbabwe: 1. The Paterson system evaluates jobs based on the complexity of decisions required, with six levels defined. It is internationally recognized and cost-effective. 2. The Peromnes system evaluates jobs on eight factors and assigns grades to determine rank within an organization. 3. The Hay Guide Chart Profile method analyzes jobs based on know-how, problem-solving, and accountability. It establishes proportional balances between these factors at different levels. 4. Other systems discussed include Castellion, Questionnaire, and Zimplest, each analyzing various job factors to determine grades or ranks.

1. QUESTION 13
EXPLAIN IN DETAILS , GIVING PRACTICAL EXAMPLES
THE FOLLOWING JOB EVALUATION SYSTEMS USED IN
ZIMBABWE

2.  CASTELLION SYSTEM
 PATERSON SYSTEM OR DECISION BOARD SYSTEM OR
METHOD
 PEROMNES SYSTEM
 QUESTIONAIRE SYSTEM
 HAY GUIDE CHART PROFILE SYSTEM
 ZIMPLEST SYSTEM

3. INTRODUCTION
 Evolution in Human resource management has created many
procedures to ensure an organized workforce such as job
enlargement, job enrichment, performance appraisal and job
evaluation is one of them. Managerial procedures such as
organizational diagnosis, organizational learning,
redesigning and designing will never be successful without
an implementation of a rigorous job evaluation system.
 Job evaluation represents itself as the panacea for
management to determine to relative worth of a job to the
organization. Job evaluation systems may include; Castellion,
Partson system, Peromnes systems, the questionnaire
system, Hay guide chart profile system, Zimplest system.

4. Definition of terms
 System
. A set of detailed methods, procedures and routines created
to carryout a specific activity, perform a duty or solve a
problem.
An organized, purposeful structure that consists of
interrelated and interdependent elements (components,
entities, factors, members, parts etc. These elements
continually influence one another (directly or indirectly)
to maintain their activity and the existence of the system,
in order to achieve the goal of the system.

5. Definitions of terms
Job evaluation
 Mondy et al (1999) defines job evaluation as that part of a
compensation system in which a company determine the relative
value of a job in relation to another.
 Amstrong (2003) defines it as systematic process for defining the
relative work or size of jobs within an organization.
 According to Kimball and Kimball (2004), “Job evaluation represents
an effort to determine the relative value of every job in a plant and
to determine what the fair basic wage for such a job should be”.
Several methods such as job ranking, job grading, and factor
comparison are also employed in job evaluation.

6. Job evaluation system in Zimbabwe
Paterson
Paterson’s Grading system is used to evaluate aspects of jobs.
According to Mills et al (1992), Paterson Job Evaluation method
is an analytical method of job evaluation, used predominantly in
South Africa. Paterson came to a conclusion that the system
adopted was cumbersome and complex
He used statistical techniques to analyse the various factors and
reached the conclusion that one factor, decision-making, has
such high forecast validity that it can be used as the only factor
to determine job levels
Very much applied by private sector but some public
organization used.

7.  The Paterson system is based on the assumption that the
most important function of an employee is her or his
ability to make decisions. Six bands of decision making
are defined in terms of the level of complexity of
decisions required from job incumbents
 The major advantages of the Paterson method are
simple and easy to understand and implement,
internationally recognised and cost effective

8.  Grade (A) –involve jobs that require coordination or
supervision to define decision to those who are unskilled
 Grade B- Coordinating, automatic decisions (semi-
skilled workers),
 Grade C-Lower routine decisions supervisory personnel
(skilled technical level)

9.  D-Upper Coordinating, interpretive decisions (middle
management) –explaining and carrying out instructions
 E- Upper Coordinating programming decisions (Senior
management) like company secretary
 F – Upper coordinating policy decisions (consists of top
management such as the board of directors).Relevant
examples of the companies are. For example Chinhoyi
university

10. Questioners Method
 The Q System was devised by the National Institute of Personnel Research
in South Africa
Jobs are related on three factors which are
Decision
Controls and checks
Contacts with people.
 Jobs descriptions are matched with prescribed headings that relate to the
three factors and jobs are examined against laid down definitions for
various level of application of the factors

11. Diagram
FACTOR: DESCRIPTION:
Formal Education
2.
Work Experience
3.
Planning
4.
Impact of Actions
5.
Problem Solving
6.
Communications
7.
Supervision & Management
8.
Working Conditions /
Physical Effort

12. Castellion system
 . Castellion system derives its name from
a combination of the castle and lion beer
brands and was first developed by South
African Brewages .It was introduced by
the Rhodesian Breweries in the early 17th
and is presently used by many industrial,
commercial an parastatals organizations
in Zimbabwe. Castellion is a point system
which evaluates jobs on the basis of six
factors namely: decision, pressure of work,
controls and checks, consequences of
error, education and experience.

13.  Decision –making: the exercise of making a choice between
alternatives course of action
 Pressure of work: the volume of work and the pressure under
which decisions have to be made
 Controls and checks: Both direct and indirect controls
applied the activities of the incumbent
 Consequence of Error: possibility of losses which may result
from wrong decisions or lack of vigilance.
 Education: level of education required to perform the duties
of the job.
 Experience: the maximum period needed for a person with
the required education to perform the duties of the job.

14.  The Castellion grading system has 16 grades, grade 16 is
for simple decisions, 15 for pragmatic (practical things)
decisions, and 14 to 9 is for tactical decisions, 8 to 5 co-
ordination interpretative decisions, and 4 to 1 for
strategic decisions.
 Grade 1-top executive.
 Grade 2-4-executive
 Grade 3-8- senior
 Grade 12-9- standard
 Grade 16-13- laboures

15.  Factors 1 and 3-5 are allocated marks according to the
complexity level of the factors, with the simplest levels
awarded the least marks. Factors 2 and 6 are coefficients
which, in each case, are multiplied by the preceding factor
obtain a score. Once points have been allocated to the six
factors, a total score is obtained and the job is graded by
slotting it into one of the 16 grades in the system. Grade 1 is
the highest and grade 16 is the lowest.
 Salaman G. and Storey J. (1998) state that the system can
used in all jobs within an organization and it has the further
advantage that the complexity level of jobs can be
across different organisations and industries

16. The Peromnes System
 Peromnes system was derived from castellion system
using comparison and points rating methods The
system evaluates jobs on the basis of factors which are
deemed to be, to some degree, characteristics of all
jobs. The eight factors are each examined and scored
and the total score gives a total points value for the job,
which is then graded..
 Peromnes grades show the rank order of jobs within an
organisation and allow jobs to be compared by grade
with other jobs both inside and outside the organisation

17. Factors
Factor 1: Problem Solving: Evaluates the nature and complexity of the
decisions, judgements and recommendations made in the job.
Factor 2: Consequence of Judgements: Evaluates the impact or results of
accountable decisions, judgements and recommendations on
organisational levels, inside and outside the organisation.
Factor 3: Pressure of Work: Evaluates the amount of pressure in a job in
terms of the variety and type of work done and the time available to do
it.
Factor 4: Knowledge: Evaluates the level of knowledge required to
perform the job competently.
 .

18. Factor 5: Job Impact: Evaluates the influence or impact that the job has
on the activities of parts of the organisation or outside the organisation.
Factor 6: Comprehension: Evaluates the requirement of the job to
understand written and spoken communications.
Factor 7: Educational Qualifications: Evaluates the essential minimum
educational qualification required to do the job
Factor 8: Further Training / Experience: Evaluates the typical period of
further appropriate training and experience required to become
competent in the job after obtaining the essential minimum
qualifications
The Peromnes System has 19 grades-1 being the highest and 19 the
lowest-which are standardized nationally so as to achieve direct
comparability of jobs in different organisations

19. The Hay Guide Chart Profile Method
 This is an analytic system based on analysing each job in
terms of three criteria-know-how(skills, knowledge)
,problem-solving and accountability .
 Armstrong M. (1996) says that the method flows from
the concept that all jobs are required to make a
contribution to the achievement of results-this is the
accountability of the job. In order to meet this
accountability, the job holder must bring to bear certain
kinds and degrees of knowledge, skills and experience-
know-how. In addition, these inputs are used in
analysing, evaluating, reasoning, arriving at and making.

20. Problem solving
 Problem solving is the original “self-starting” thinking
required by the job for analysing, evaluating, creating,
reasoning, arriving at and making conclusions. To the
extent that thinking is circumscribed by standards,
covered by precedents, or referred to others, problem
solving is diminished and the emphasis correspondingly
is on know-how. Problem solving has two dimensions:
The environment in which the thinking takes place
(Thinking environment). The challenge presented by the
thinking to be done (Thinking Challenge)

21. Accountability
 Accountability is the measured effect of the job on end
results. It has three dimensions in the following order of
importance: Freedom to act is the degree of personal or
procedural control and guidance the jobholder has. Job
impact on end results, ranges from direct to indirect
impact on end results by auxiliary, contributory, shared,
or primary effects. Magnitude is indicated by the
general dynamic monetary size or accountability area(s)
most clearly affected by the job

22. Know-how
 It is the sum total which comprises the overall “fund of
knowledge” has three dimensions. The requirements for
practical procedures, specialized techniques, and
learned disciplines, active, practicing skills in the area of
human relationships. Lastly know-how of integrating
and harmonizing the diversified functions involved in
managerial situations (operating, supporting, and
administrative). This know-how may be exercised
consultatively as well as executively and involves in
some combination the areas of organizing, planning,
executing, controlling, and evaluating.
 .

23. Proportionately accountability, know
how and problem solving

24. Balance between the three
 The balance between Accountability and Problem Solving
reflects the extent to which the job is primarily concerned
with achieving results (often late in the value chain),or is
focused on research and analysis (often early in the value
chain). For example, sales positions are commonly
associated with having a high degree of Accountability
relative to Problem Solving, and are accountable for
selling products already developed. Conversely, early-
stage research positions are commonly associated with
having a high degree of Problem Solving relative to
Accountability to develop new products ,services, and
processes.

25.  The balance among Accountability, Know-How, and
Problem Solving reflects the level and type of work in an
organization. For example, entry-level positions typically
focus on Know-How. Accountability focus grows through
career development into jobs that impact the
organization more broadly through application of
acquired experience and problem-solving capability. As
jobs become more important, Know-How becomes more
leveraged and focus shifts to utilization of Know-How to
solve problems and achieve results. For example Coca
Cola is a good example. Dairy Board.

26.  Hay System of Job Evaluation has many advantages it
measures jobs to reflect their relative weight in the
organization, provides means to assess pay across
different market/functions, evaluates jobs and not people
and it’s not based on performance, title, writing skills or
current salary. According to Cortis (1962)Hay’s Job
Evaluation Methodology values all jobs against three
factors know-how, problem solving and accountability.

27. Zimplest
The Zimplest was originated in Zimbabwe in the 1960s by
Bob Martins .
It is also known as the Bob Martin System .It is mainly used in
textile , hotel, printing and tea industries
The factors assessed are
Education, Training and experience, Job knowledge and skills
and initiative and judgment

28.  Accuracy ad quality of work
 Decision and problems
 Physical effort
 This system uses job specification rather job description.
All jobs in the organisation from the highest to the lowest
are subjected to the same job evaluation criteria

29. Conclusion
The above insight explore steps of the job evaluation process as well as an in-
depth about the following job evaluation systems like Zimplest, Paterson,
Pronmnes, Hay Guide