The impact of job evaluation in a large local authority

• Main Author: Joffe, Barry
• Format: Dissertation
• Language: English
• Published: University of Cape Town 2016
• Subjects: Job evaluation - South Africa - Cape Town - Case studies
• Online Access: http://hdl.handle.net/11427/17164

Bibliography: pages 296-303. === This dissertation involves a case study in the application of job evaluation in the City Council of Cape Town. The purpose was to gain insight into the dynamics of the process in a local government environment from the point of view of principal actors - political office bearers, senior officials, trade unions, compensation specialists and employees at large. The methodology was that of "participant-as-observer" and "complete participant". Complementing this was extensive use of primary documentation. A survey using a structured questionnaire was administered to other major local authorities to identify job evaluation usage. The introductory chapter provides an overview of the concept of job evaluation, its principles and practice and the different methods employed. The historical and contemporary usage of job evaluation both abroad and in South Africa is covered in the following chapter. The most prevalent systems are described including the Five Factor System applied in the City Council. Methodological issues are aired in the following chapter whilst Chapter 4 provides context to the study through an analysis of the structure and function of the constituent organisational parts and a review of policies and practices relevant to the personnel/remuneration process. In Chapter 5 the background to formal job evaluation in the organisation is traced by focusing on the salary and wage negotiating process 'leading in' to the decision to introduce formal job evaluation. A review of an earlier evaluation of senior management posts using the Hay method is also presented. Chapter 6 provides an overview of the principles and practice of Council's job evaluation programme, primarily from the perspective of the compensation specialists. It describes the rationale for the choice of procedures and provides further insight into the method adopted. Each phase is considered in the light of accepted practice. Chapters 7, 8 and 9 are focal points in the study and deal with senior management response, union perspectives and employee reaction to the plan. The analysis oscillates between micro and macro issues, examining the interplay of system content, procedures and differing value orientations. Perspectives of senior management are critically examined and assessed where possible against objective evidence. Discussion of the issues brought forward by management is pursued in order to place these within a framework of principle and practice. The contrasting roles of the two trade unions provide the central focus in Chapter 8. One adopted a participative approach aimed at monetary benefit; the other showed a preference for negotiation based on results of the job evaluation, emphasising factors not included in the formal system. Chapter 9 examines employee grievances as an indicator of employee acceptance applying equity theory. Grievance factors are analysed and mini case studies of responses to perceived inequity are illustrated. In the concluding chapter some specific recommendations for improvement to the system and its application are made as well as conclusions applicable to job evaluation in general. The overall conclusion reached is that deficiencies in systemic, procedural and value dimensions led to partial attainment of objectives - this attributable to an absence of commitment. The absence of organisational consensus created tension in the equilibrium of the organisation. With the new structure installed, secondary benefits of a more conscious corporate approach are being manifested through system maintenance.