Use of job evaluation in competency management
1University of Oulu, Oulu Business School, Department of Management and International Business, Management
|Online Access:||PDF Full Text (PDF, )|
|Persistent link:|| http://urn.fi/URN:NBN:fi:oulu-201501291044
|Publish Date:|| 2015-02-02
|Thesis type:||Master's thesis
Primary objective of this research is to study how job evaluation can be utilized in competency management in a contemporary knowledge-intensive organization. The subject of the study lacks recent research since job evaluation dates back to era of scientific management. The problem is studied from team managers’ perspective because they are key users of job evaluation and most influential actors in daily competency management activities. The research aims to bring understanding and new viewpoints on using job evaluation in a modern organization. Theory of the research builds on theories of competency management and job evaluation. The proposed theoretical framework studies the practice of job evaluation in the context of competency management. The framework recognizes different viewpoints of top management and employees, placing team managers in the middle. Theory of competency management studies both the managerial perspective and employee needs. The research is conducted in action research method. During the research the researcher is actively involved in a development project of a job evaluation system. Research data is gathered along the project and in one additional research interview, which focuses on team managers’ use of job evaluation in competency management. The research follows the structure of action research process including three separable research cycles. Job evaluation does provide valuable information for competency management practices such as recruitment, career planning, and performance appraisal. However, recognition of these possibilities is still rather weak among team managers. The research proves the importance of team manager involvement in job evaluation and confirms the existence of contradictory expectations of managers and employees. Employees’ needs for appreciation and justice are highlighted, which requires attention from management. Contemporary use of job evaluation requires change in attitudes and awareness, which can be achieved through cultural change. Team managers are key users of the system and top management should actively manage team managers’ experience to gain acceptance. Besides pay determination, job evaluation provides a tool for communicating job expectations and evaluating performance. Reliability of the research is assisted in paying attention to possible bias and errors caused by the contribution of the researcher. Validity of the research is supported by a detailed description of the three research cycles and fulfilling seven validity criteria.
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