Practical problems in using job evaluation systems to determine compensation

Human Resource Management Review

Volumn 1, Issue 2, 1991, Pages 133-144

  Gupta, Nina ^a   Douglas Jenkins Jr , G ^a  

^a UNIVERSITY OF ARKANSAS   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 34547938768     PISSN: 10534822     EISSN: None     Source Type: Journal    
DOI: 10.1016/S1053-4822(05)80005-1     Document Type: Article

References (23)

1. Sex Bias in Job Evaluation Procedures
2. Another Defense of Point-Factor Job Evaluation
3. The Changing Nature of Compensation Administration
4. Turnover Turned Over: An Expanded and Positive Perspective
5. Turnover Overstated: The Functional Taxonomy
6. Characteristics of Factor Comparison Job Evaluation
7. Merit Pay Research
8. Correlates of Employee Evaluations of Pay Increases
9. The Payoffs of Paying for Knowledge
10. Determining the Size of a Meaningful Pay Increase
11. What's Wrong With Point-Factor Job Evaluation
12. Skill-Based Pay: A Concept that's Catching on
13. Behind the Mask The Politics of Employee Appraisal
14. Motivation and Performance Appraisal Behavior
15. Employees' Perception of Pay Increases
16. Effects of Market Survey Rates, Job Evaluation, and Job Gender on Job Pay
17. Job Evaluation and Pay Setting: Concepts and Practices
18. What Managers Need to Know About Knowledge-Based Pay