ABSTRACT
A job evaluation system requires the co-operation of managerial staff at all levels if it is to be effective. The translation of the job analyses into grades, and hence salaries, will provide Management with the first opportunity to assess the results achieved by the system. The analyses and the reasons for grading assessments should, of course, be discussed carefully with individual Heads of Departments, and machinery should be set up for rechecking in cases where there is serious doubt. In many organizations, the issue of the first list of grading assessments will cause certain surprises or shocks. Unless staff are convinced that the system is designed in their interests they will fear the worst and may even think that it is an elaborate ruse on the organization's part for determining lower rather than higher salaries. In conclusion, it cannot be said too often that no system of job evaluation will achieve its aim unless it is applied uniformly and impartially.
