ABSTRACT
This chapter describes a system evolved and tested over many years in organizations with a great diversity of jobs, which can achieve this. It also describes the result of many years of hard work in organizations where relativities are not only of paramount importance, because of the need for very close team working, but present particular difficulties because of the range and diversity of professions employed. The first and most obvious approach to this problem is to place jobs in an order of merit. The correct order may often be apparent from the organizational structure of a department; a Sales Department, for example, is frequently broken down into a number of areas and sub-areas, and there would be general agreement that staff in charge of an area, planning the whole sales operation in outline, have greater responsibility than their assistants covering the day to day executive work in part of that area.
