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Developing Industry-level Job Evaluation Tools: Public Service and Social Welfare Service Industries
Developing Industry-level Job Evaluation Tools: Public Service and Social Welfare Service Industries
  • Table of Contents

    Chapter 1. Introduction (Kyetaik Oh)

    Chapter 2. Study Outline (Gyu Chang Yu, Hye-Jeong Lee)

    Chapter 3. Results of a Job Evaluation Tool Development for Public Service Industry (Hye-Jeong Lee, Gyu Chang Yu)

    Chapter 4. Results of a Job Evaluation Tool Development for Social Welfare Service Industry (Hye-Jeong Lee, Min-Kyung Ju, Mi-So Yoon)

    Chapter 5. Conclusion and Implications (Gyu Chang Yu)  

  • SUMMARY

    In job-based HR management, it is important to decide what the job involves and what relative value it holds. This decision process takes place through job evaluations. Job evaluation is a subjective process of assessing the relative value of a job itself based on certain criteria and inevitably involves the evaluator’s judgment. Therefore, it is imperative to have rational and valid criteria and tools. The absence of such appropriate criteria and tools for job evaluation in the Korean society is a significant obstacle against transition to job-based HR management. Also, the absence of such evaluation causes various forms of inequality and discrimination in the labor market since it is practically impossible to maintain the principle of equal pay for equal work without the appropriate job evaluation. In this research background, this study aims to develop industry-level job evaluation tools for the public sector following the development of tools for healthcare industry in 2015 and banking, hotel, and steel industry in 2016.

    This study’s focus on “industry-level” job evaluation allows development of a highly valid job evaluation tool for the following reasons. Firstly, in order to maximize the objectivity and validity of job evaluation, there must be a job evaluation tool that reflects the particular job structure and characteristics of each industry rather than one that can be used across many different industries. Secondly, industry-level job evaluation tools are required to set a standard wage level and resolve wage disparity of representative jobs in each industry.

    Therefore, objectives of this study can be summarized as follows. Firstly, it aims to promote the practice of job evaluation like the previous studies. This study provides a detailed description on the methodology of developing job evaluation tools so that individual organization can develop their own tools. Secondly, this study supplements and improves any inadequacies in previous studies in order to enhance the validity of development process as well as the convenience in future usage of the developed tools. The study actively incorporates the views of expert groups, provides detailed explanations about research objective and survey structure, and expresses scales with greater clarity. Public service industry and social welfare service industry were selected for this study because they are both industry areas that represent a publicness. First of all, public service industry was selected by considering the number of workers in the industry, representative publicness area, and the possibility of implementing job evaluations or job-based HR management. Social welfare service industry was also selected. It is similar to the public service industry in that social welfare is also a type of public service, but differs in terms of the subject of delivery and management system as well as the distinct nature of its jobs.

    The process of developing job evaluation tools for the two industries followed these steps. The first step, which was a preparatory step, involved reviewing job evaluation items to be included in the job evaluation tool and organizing industry-level expert groups. A range of items to be included in the tool were extracted and practices of relevant organizations were examined. Also, for each industry, expert groups were organized for a survey to extract items to be included in the job evaluation and set the right weight for each. In the case of public service industry, an organization that can represent the industry was selected and an expert group was organized with 4 HR managers and 3 union representatives in this organization, 2 consultants with relevant career history, and 1 scholar. For social welfare service industry, an expert group of 13 experts were organized, consisting of 2 workers in living facilities, 6 workers in facilities that provide social welfare, 2 consultants, and 3 scholars. A face-to-face interview or workshop was carried out with these expert groups to explain this study’s objective and survey structure, followed by a questionnaire survey to collect expert views on the industry characteristics, job characteristics, and others.  

Kyetaik Oh's other publications : 7
{Research Series} posts
No Title Author Date Attach
2 Study on the Fixed-Term Contractual Labor Market Jaeryang Nam, Young-Mun Kim, and Kyetaik Oh December 30, 2011 Study on the Fixed-Term Contractual Labor Market
1 The study on the change of fairness perception of Korean employees Kyetaik Oh et al. March 10, 2008 The study on the change of fairness perception of Korean employees
12