Nonquantitative Methods of Job Evaluation
Job evaluations -- often referred to as performance evaluations -- vary, depending on job type and performance expectations. The most popular quantitative job evaluation method is a graphic rating scale to assess performance for jobs based primarily on production levels. A number of qualitative job evaluation methods exist, however. Popular nonquantitative, or qualitative, evaluations include 360-degree feedback, forced distribution and narrative essay evaluations.
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Quantitative vs. Nonquantitative
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Based simply on definitions of the words quantitative and qualitative, another, more important, distinction exists between the two. Quantitative job evaluations focus more on segmented job duties. Examples of segmented duties are production-related measures such as assembling parts for production workers, keystrokes or typing speed for data entry workers, and number of closings for sales representatives. Nonquantitative job evaluations, however, focus on employee performance in its entirety and on how the employee performs her job duties rather than how much she produces.
Narrative Essay Job Evaluations
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Narrative essay job evaluations require a great deal of preparation and time. Managers who evaluate employees using this nonquantitative method must conduct an extensive review of the employee's file, job duties, performance standards and professional goals and objectives. Every single job task and responsibility deserves a complete statement, including expectations and the employee's performance from the beginning of the evaluation period to the job evaluation date. Narrative essays are lengthy and time-consuming; however, they provide employees with the most comprehensive appraisal of job performance by the sheer detail within each section of the appraisal.
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Forced Distribution
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When managers evaluate employees using the forced distribution, the goal is to determine how the employee's performance ranks compared to other employees in the organization. Forced distribution is a qualitative job evaluation method inspired by former General Electric CEO Jack Welch. GE and Welch advocated ranking employees into three categories. The highest performing employees comprise about 20 percent of the work force, 70 percent of workers are average performers and the last 10 percent of employees represent those who aren't meeting job expectations. The ranking system appears to be quantitative in forced distribution, but evaluation content is nonquantitative. Managers must document observations and conclusions about job duties to justify employee rankings.
360-Degree Feedback
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Nonquantitative job evaluation using 360-degree feedback requires input from front-line staff, supervisors, managers, directors and executive leadership. This nonquantitative type draws its name from the range of perspectives involved in this process. Even employees who have regular interaction with the highest level of management provide feedback on leadership performance. In return, director-level evaluation of employees is also part of 360-degree feedback. Nonquantitative job evaluation that compiles feedback from virtually the entire workforce has to be managed carefully. In addition, employees unaccustomed to evaluating others must be trained to provide objective, impartial and constructive feedback.
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References
- University of California, Berkeley: Guide to Managing Human Resources, Chapter 7: Performance Management
- Inc.: Employee Performance Appraisals
- The Bassett Consulting Group, Inc.: Job Evaluation Systems: Increasing Return on Payroll Dollars
- Encyclopedia of Business, 2nd Edition: Employee Performance Appraisals
- Harvard Business School: Forced Ranking: Making Performance Management Work
