“job-evaluation” at ford motors

7/30/2019 “JOB-EVALUATION” at ford motors

http://slidepdf.com/reader/full/job-evaluation-at-ford-motors 1/52

INDEX

CHAPTER TOPICS COVERERD PAGE NO.

CHAPTER 1. INTRODUCTION 2

CHAPTER 2.COMPANY PROFILE AND ABOUTTHE PROJECT

4

CHAPTER 3. REVIEW OF LITERATURE 17

CHAPTER 4. 29

CHAPTER 5. RESEARCH METHODOLOGY 32

CHAPTER 6. DATA ANALYSIS 47

CHAPTER 7. BIBLIOGRAPHY 49

CHAPTER 8. QUESTION 51

1



INTRODUCTION

2



A job evaluation is a systematic way of determining the

value/worth of a job in relation to other jobs in an organization. It

tries to make a systematic comparison between jobs to assess their

relative worth for the purpose of establishing a rational pay

structure.

Job evaluation needs to be differentiated from job analysis. Job

analysis is a systematic way of gathering information about a job.

Every job evaluation method requires at least some basic job

analysis in order to provide factual information about the jobs

concerned. Thus, job evaluation begins with job analysis and ends

at that point where the worth of a job is ascertained for

achieving pay equity between jobs.

Features

The purpose of job evaluation is to produce a defensive[clarification

needed ]

ranking of jobs on which a rational and acceptable paystructure can be built. The important features of job evaluation

may be summarised thus:

• It tries to assess jobs, not people.

• The standards of job evaluation are relative, not absolute.

• The basic information on which job evaluations are made is

obtained from job analysis.

• Job evaluations are carried out by groups, not by individuals.

• Some degree of subjectivity is always present in job

evaluation.

• Job evaluation does not fix pay scales, but merely provides a

basis for evaluating a rational wage structure.

3

http://en.wikipedia.org/wiki/Job_(role)

http://en.wikipedia.org/wiki/Job_analysis

http://en.wikipedia.org/wiki/Pay_equity

http://en.wikipedia.org/wiki/Wikipedia:Please_clarify


http://en.wikipedia.org/wiki/Subjectivity

http://en.wikipedia.org/wiki/Pay_scale

http://en.wikipedia.org/wiki/Wage

http://en.wikipedia.org/wiki/Job_(role)

http://en.wikipedia.org/wiki/Job_analysis

http://en.wikipedia.org/wiki/Pay_equity



http://en.wikipedia.org/wiki/Subjectivity

http://en.wikipedia.org/wiki/Pay_scale

http://en.wikipedia.org/wiki/Wage



COMPANY PROFILE

4



Ford Motor CompanyFord Motor Company

Type Public ( NYSE: F)

Founded June 17, 1903Founder Henry Ford

HeadquartersDearborn,

Michigan, USAArea served worldwide

Key people

William Clay Ford, Jr

- Executive Chairman

Alan Mulally -

President, CEOIndustry Automotive

ProductsAutomotive goods and

services

Revenue

US$120.1 billion

(2006) [1]

Operating

income

US$-15.0 billion

(2006)[1]

Net incomeUS$-12.6 billion

(2006)[1]

Employees 283,000 (2007)[2]

Divisions

Ford Credit

Ford division

Lincoln

Mercury

Premier Automotive

GroupSubsidiaries Automotive

Components Holdings

5

http://en.wikipedia.org/wiki/Category:Types_of_companies

http://en.wikipedia.org/wiki/Public_company

http://en.wikipedia.org/wiki/NYSE

http://studio.financialcontent.com/Engine?Account=prnewswire&PageName=QUOTE&Ticker=F

http://en.wikipedia.org/wiki/June_17

http://en.wikipedia.org/wiki/1903

http://en.wikipedia.org/wiki/Entrepreneur

http://en.wikipedia.org/wiki/Henry_Ford

http://en.wikipedia.org/wiki/Dearborn%2C_Michigan

http://en.wikipedia.org/wiki/Michigan

http://en.wikipedia.org/wiki/USA

http://en.wikipedia.org/wiki/William_Clay_Ford%2C_Jr

http://en.wikipedia.org/wiki/Corporate_title

http://en.wikipedia.org/wiki/Alan_Mulally

http://en.wikipedia.org/wiki/President

http://en.wikipedia.org/wiki/Chief_executive_officer

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Automotive

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Revenue

http://en.wikipedia.org/wiki/U.S._dollar

http://en.wikipedia.org/wiki/Ford#_note-fullyear

http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxes



http://en.wikipedia.org/wiki/Net_income


http://en.wikipedia.org/wiki/Employment

http://en.wikipedia.org/wiki/Ford#_note-0

http://en.wikipedia.org/wiki/Division_(business)

http://en.wikipedia.org/wiki/Ford_Motor_Credit_Company

http://en.wikipedia.org/wiki/List_of_Ford_vehicles

http://en.wikipedia.org/wiki/Lincoln_(automobile)

http://en.wikipedia.org/wiki/Mercury_(automobile)

http://en.wikipedia.org/wiki/Premier_Automotive_Group


http://en.wikipedia.org/wiki/Subsidiary

http://en.wikipedia.org/wiki/Automotive_Components_Holdings


http://en.wikipedia.org/wiki/Image:Red_Arrow_Down.svg

http://en.wikipedia.org/wiki/Image:Red_Arrow_Down.svg

http://en.wikipedia.org/wiki/Image:Green_Arrow_Up.svg

http://en.wikipedia.org/wiki/Image:Flag_of_the_United_States.svg

http://en.wikipedia.org/wiki/Image:Ford_Motor_Company_Logo.svg

http://en.wikipedia.org/wiki/Category:Types_of_companies

http://en.wikipedia.org/wiki/Public_company

http://en.wikipedia.org/wiki/NYSE

http://studio.financialcontent.com/Engine?Account=prnewswire&PageName=QUOTE&Ticker=F

http://en.wikipedia.org/wiki/June_17


http://en.wikipedia.org/wiki/Entrepreneur




http://en.wikipedia.org/wiki/USA

http://en.wikipedia.org/wiki/William_Clay_Ford%2C_Jr

http://en.wikipedia.org/wiki/Corporate_title


http://en.wikipedia.org/wiki/President

http://en.wikipedia.org/wiki/Chief_executive_officer

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Automotive

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Revenue

http://en.wikipedia.org/wiki/U.S._dollar





http://en.wikipedia.org/wiki/Net_income


http://en.wikipedia.org/wiki/Employment


http://en.wikipedia.org/wiki/Division_(business)

http://en.wikipedia.org/wiki/Ford_Motor_Credit_Company

http://en.wikipedia.org/wiki/List_of_Ford_vehicles





http://en.wikipedia.org/wiki/Subsidiary





Jaguar

Land Rover

Volvo (cars only)

Slogan

Bold MovesHave you driven a

Ford lately?

Built Ford Tough

Built for Life in

CanadaFeel the difference

Make Everyday

ExcitingWebsite www.ford.com

Ford Motor Company is an American multinational corporation

and the world's third largest automaker based on worldwide

vehicle sales.

In 2006, Ford was the second-ranked automaker in the US

with a 17.5% market share, behind General Motors (24.6%) but

ahead of Toyota (15.4%) and DaimlerChrysler (14.4%). Ford was

also the seventh-ranked American-based company in the 2007

Fortune 500 list, based on global revenues of $160.1 billion. In

2006, Ford produced about 6.6 million automobiles, and employed

about 280,000 employees at about 100 plants and facilities

worldwide. In 2007, Ford had more quality awards from J.D

Power than any other automaker.

Based in Dearborn, Michigan, a suburb of Detroit, the

automaker was founded by Henry Ford and incorporated in June

16, 1903. Ford now encompasses many global brands, including

6

http://en.wikipedia.org/wiki/Jaguar_Cars

http://en.wikipedia.org/wiki/Land_Rover

http://en.wikipedia.org/wiki/Volvo_Cars

http://en.wikipedia.org/wiki/Slogan

http://en.wikipedia.org/wiki/Website

http://www.ford.com/

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Multinational_corporation

http://en.wikipedia.org/wiki/List_of_automobile_manufacturers#World_Motor_Vehicle_Production_by_Manufacturer

http://en.wikipedia.org/wiki/Worldwide_vehicle_sales


http://en.wikipedia.org/wiki/General_Motors

http://en.wikipedia.org/wiki/Toyota

http://en.wikipedia.org/wiki/DaimlerChrysler

http://en.wikipedia.org/wiki/Fortune_500

http://en.wikipedia.org/wiki/J._D._Power_and_Associates



http://en.wikipedia.org/wiki/Detroit


http://en.wikipedia.org/wiki/Image:Flag_of_Europe.svg

http://en.wikipedia.org/wiki/Image:Flag_of_Canada.svg




http://en.wikipedia.org/wiki/Jaguar_Cars



http://en.wikipedia.org/wiki/Slogan

http://en.wikipedia.org/wiki/Website

http://www.ford.com/

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Multinational_corporation

http://en.wikipedia.org/wiki/List_of_automobile_manufacturers#World_Motor_Vehicle_Production_by_Manufacturer



http://en.wikipedia.org/wiki/General_Motors

http://en.wikipedia.org/wiki/Toyota

http://en.wikipedia.org/wiki/DaimlerChrysler

http://en.wikipedia.org/wiki/Fortune_500








Lincoln and Mercury of the US, Jaguar and Land Rover of the

UK , and Volvo of Sweden. Ford also owns a one-third controlling

interest in Mazda.

Ford has been one of the world's ten largest corporations by

revenue and in 1999 ranked as one of the world's most profitable

corporations, and the number two automaker worldwide.

Ford introduced methods for large-scale manufacturing of

cars and large-scale management of an industrial workforce,

especially elaborately engineered manufacturing sequences

typified by moving assembly lines. Henry Ford's combination of

highly efficient factories, highly paid workers, and low prices

revolutionized manufacturing and came to be known around the

world as Fordism by 1914.

History

Henry Ford (ca. 1919)

Ford was launched in a converted factory in 1903 with $28,000 in

cash from twelve investors, most notably John Francis Dodge and

Horace Elgin Dodge who would later found the Dodge Brothers

Motor Vehicle Company. During its early years, the company produced just a few Model T's a day at its factory on Mack

7



http://en.wikipedia.org/wiki/Jaguar_(car)


http://en.wikipedia.org/wiki/United_Kingdom


http://en.wikipedia.org/wiki/Mazda

http://en.wikipedia.org/wiki/Fortune_Global_500

http://en.wikipedia.org/wiki/Assembly_line


http://en.wikipedia.org/wiki/Fordism



http://en.wikipedia.org/wiki/John_Francis_Dodge

http://en.wikipedia.org/wiki/Horace_Elgin_Dodge

http://en.wikipedia.org/wiki/Dodge_Brothers_Motor_Vehicle_Company


http://en.wikipedia.org/wiki/Ford_Model_T

http://en.wikipedia.org/wiki/Image:Henry_ford_1919.jpg



http://en.wikipedia.org/wiki/Jaguar_(car)


http://en.wikipedia.org/wiki/United_Kingdom


http://en.wikipedia.org/wiki/Mazda

http://en.wikipedia.org/wiki/Fortune_Global_500

http://en.wikipedia.org/wiki/Assembly_line


http://en.wikipedia.org/wiki/Fordism



http://en.wikipedia.org/wiki/John_Francis_Dodge

http://en.wikipedia.org/wiki/Horace_Elgin_Dodge



http://en.wikipedia.org/wiki/Ford_Model_T



Avenue in Detroit , Michigan. Groups of two or three men worked

on each car from components made to order by other companies.

Henry Ford was 40 years old when he founded the Ford Motor

Company, which would go on to become one of the largest and

most profitable companies in the world, as well as being one of the

few to survive the Great Depression. The largest family-controlled

company in the world, the Ford Motor Company has been in

continuous family control for over 100 years.

Corporate governance:

Members of the board as of early 2007 are: Chief Sir John Bond,

Richard Manoogian, Stephen Butler , Ellen Marram, Kimberly

Casiano, Alan Mulally (President and CEO), Edsel Ford II, Homer

Neal, William Clay Ford, Jr., Jorma Ollila, Irvine Hockaday, Jr.,

John L. Thornton and William Clay Ford (Director Emeritus).[8]

The main corporate officers are: Lewis Booth (Executive Vice

President, Chairman (PAG) and Ford of Europe), Mark Fields

(Executive Vice President, President [The Americas]), Donat

Leclair (Executive Vice President and CFO), Mark A. Schulz

(Executive Vice President, President [International Operations])

and Michael E. Bannister (Group Vice President; Chairman &

CEO Ford Motor Credit).[9]. Paul Mascarenas (Vice President of

Engineering, The Americas Product Development)

FORD IN INDIA:FORD IN INDIA:

Ford started its innings with the Mahindra-Ford joint venture

formed in 1994, which produced the Escort out of M&M Nashik

plant. After meeting initial success, sales of the Escort was finally

replaced by the Ikon in 1999.

8



http://en.wikipedia.org/w/index.php?title=Mike_Goulet&action=edit

http://en.wikipedia.org/wiki/Richard_Manoogian

http://en.wikipedia.org/w/index.php?title=Stephen_Butler&action=edit

http://en.wikipedia.org/w/index.php?title=Ellen_Marram&action=edit

http://en.wikipedia.org/wiki/Kimberly_Casiano



http://en.wikipedia.org/wiki/Edsel_Ford_II

http://en.wikipedia.org/w/index.php?title=Homer_Neal&action=edit


http://en.wikipedia.org/wiki/William_Clay_Ford%2C_Jr.

http://en.wikipedia.org/wiki/Jorma_Ollila

http://en.wikipedia.org/w/index.php?title=Irvine_Hockaday%2C_Jr.&action=edit

http://en.wikipedia.org/wiki/John_L._Thornton

http://en.wikipedia.org/wiki/William_Clay_Ford


http://en.wikipedia.org/wiki/Lewis_Booth

http://en.wikipedia.org/wiki/Chairman


http://en.wikipedia.org/wiki/Mark_Fields_(businessman)

http://en.wikipedia.org/wiki/Donat_Leclair


http://en.wikipedia.org/wiki/Chief_Financial_Officer

http://en.wikipedia.org/w/index.php?title=Ford_Motor_Credit&action=edit




http://en.wikipedia.org/w/index.php?title=Mike_Goulet&action=edit

http://en.wikipedia.org/wiki/Richard_Manoogian

http://en.wikipedia.org/w/index.php?title=Stephen_Butler&action=edit

http://en.wikipedia.org/w/index.php?title=Ellen_Marram&action=edit




http://en.wikipedia.org/wiki/Edsel_Ford_II



http://en.wikipedia.org/wiki/William_Clay_Ford%2C_Jr.

http://en.wikipedia.org/wiki/Jorma_Ollila

http://en.wikipedia.org/w/index.php?title=Irvine_Hockaday%2C_Jr.&action=edit

http://en.wikipedia.org/wiki/John_L._Thornton

http://en.wikipedia.org/wiki/William_Clay_Ford


http://en.wikipedia.org/wiki/Lewis_Booth

http://en.wikipedia.org/wiki/Chairman


http://en.wikipedia.org/wiki/Mark_Fields_(businessman)



http://en.wikipedia.org/wiki/Chief_Financial_Officer

http://en.wikipedia.org/w/index.php?title=Ford_Motor_Credit&action=edit




The Ikon marked a new beginning for Ford in India. It rolled

out of the Marajmalaingar plant near Chennai and by now, the

company had parted ways with M&M and was renamed Ford

India Ltd in 1998. The Ikon was the first model by a multinational

to be developed specifically for India. Though it was based on the

Fiesta, it was a unique body style and was offered and was offered

with an option of three engines, including a diesel. The car was a

big hit. The Ikon underwent several face-lifts and price cuts to

keep demand high. However, fresher competition and a reputation

for high-maintenance saw sales gradually decline. After the

arrival of the modern and highly-capable Fiesta, another made-for-

India car, with state-of-the-art engines, the Ikon has been

marginalized. The Fiesta has picked up where the Ikon left and is

selling well.

Though the Ikon and Fiesta have been the mainstays of

Ford’s production in India, the company has had limited successwith other models. The Mondeo, launched in 2001, was a very

talented car by was simply not suited to Indian conditions and

earned a reputation for being exorbitant to maintain.

The Endeavour SUV was launched in early 2004 and has

sold well for its niche. The Endeavour has recently been upgraded

in 2007 and this has boosted the appeal of the big SUV. In 2004,Ford launched the Fusion, which has received a lukewarm

response though the recent diesel variant has perked up sales.

Fortune FordFortune Ford is an authorized dealer for Ford India Limited,

who are one of the leading manufacturers of top quality cars in

India, with many variants in the offering.

9



Fortune Ford is a 50:50% Joint Venture set up between two

well known and reputed families in Hyderabad, the Modis and the Babu Khans. Fortune Ford is a blend of experience and youth.

The experience and good will that Mr. Misbahuddin Babu Khan

and Mr. Pramod Modi enjoy blend very well with the youth and

energy of the youngsters Bashir, Ashish, Nirav and Siraj to make

Fortune Ford a truly world class Ford Dealership.

Fortune Ford markets and services the recently launched

truly European Ford Fiesta, the ever-popular Ford Ikon Flair , the

No non-sense car Ford Fusion and the macho SUV the Ford

Endeavour through its sales and service outlets at Hyderabad. The

sales outlet is located strategically at Somajiguda next to Eanadu.

We have two service centers, one at Chapel Road, Abids opposite

Stanley College and other one at Fathebagh, Santhnagar. These

centrally located outlets provide convenient and easy access to

both the proud owners as well as prospective buyers. The

workforce at Fortune Ford is committed to excellence in serving

all esteemed customers.

The Sales Team is made up of dedicated showroom and fieldexecutives who are professionally trained by Ford India Limited.

10



They are adept at guiding the customer through the entire sales

process right from assisting in the choice of model, colour and

features to lending a helping hand in providing attractive buyback

options and also arranging finance at competitive rates.

The Service Centre is armed with the state-of-the art

equipment and is in-line with Ford's exacting Global standards.

The service team is technically qualified and trained to analyze

and provide solutions adhering to Quality Care, in order to satisfy

even the most demanding customers.

The Fortune Ford dealership maintains a high standard of

excellence in sales and services by sending its personnel for

training on a regular basis to Ford India Limited, to update them

with the latest technological advances in the automotive sphere.

SHOWROOM

We have 5000 sft centrally air conditioned showroom, located in

the heart of the city in Somajiguda, adjacent to Eenadu office and

just opp. to Khairtabad RTA. This makes convenient for almost

every one residing in and around Hyderabad and Secunderabad.

The facilities offered from the showroom are :

1. Very easy finance facility with in-house finance team to cater to

your every car finance requirements. All the leading finance

counters are available like ICICI, HDFC, KOTAK,

SUNDARAM, SBI, etc.

2. Exchange offer for any of your used car. Free spot evaluationfor any usedcar. 3. Professionally trained and

11



courteous sales staff to take care of every relevant needs of the

customers.

4. Ford preferred insurance for cashless transactions in the eventof claims. Special offers on Insurance renewals. You can also

renew your insurance by just making call to our Service

marketing help line 9848885962.

Showroom @ Somajiguda

5.Full range of Ford cars with all colors and models to choose

from.

6. A good stock of Ford genuine accessories to make your Ford

ownership more delightful and safe.

7. A well maintained fleet of test drive cars to give you the feel

and experience the drive dynamics on actual driving conditions

before take the purchase decisions. You can call our sales help line

for test drive or fill the on-line test drive requisition form.

12



Significant milestonesSignificant milestones

• The first Indian built Ford Escort rolled off the assembly line

in 1996.

• The Company was able to deliver Ford Escorts in seven

major cities simultaneously, in just a month after booking.

• The Special Value Pack program was launched in 1997, with

commemorative 'Freedom', followed by the petrol and diesel

driven 'Anniversary'. Recent SVPs have included the Orion,

Alpha and Sport - E.

• Ford Escort won the J D Power Award in India Quality

Survey in 1997.

• Ford topped the Customer Satisfaction Index (CSI) ratings in

1997 and 1998, in the Customer Satisfaction Survey.

• QualityCare, Ford's branded service initiative, provides car

owners with superior services at its dealership countrywide.

• The new, integrated manufacturing plant was dedicated in

March 1999, where FORD IKON is manufactured.

• Ford India launched Ford Assured on April 24 2000, a new

initiative to buy and sell used cars of all makes.

• On September 11, 2000. Ford India launched the Ford IKON

SXi – the stylish ‘josh’ machine

• Ford India has started exporting Ford IKON

2001 Ford India launched the Ford Mondeo.

2002

• Ford India show cases a wide spectrum of exciting cars at

the Auto Expo

13



• Ford India Limited announced a strategic partnership with

Hindustan Motors Limited (HML).

• Certified QS 9000: 1998, 3rd edition on March 21, 2002 Ford

India received the QS 9000 award from TÜV

Süddeutschland.

• New Ikon Variant 1.6 EXi was launched

2003:

• The New Ford Ikon NXT launched - The Next Level of Josh.

• Adding Refinement to Josh- Ford India launches Ikon NXT

‘Finesse.’

• Ford Celebrates Centennial in India.

• Ford India launches Ikon NXT SXi.

• Ford India Ranks Highest in J.D. Power India Sales

Satisfaction Study.

• Ford launches Ikon Flair at Rs. 4.95 Lakhs.

2004: Autocar SUV of the Year – Winner Ford Endeavour.

2007:

•

FORD Motor Company of Southern Africa achieves threewins and two seconds on this year total economy run

• DOE AWARDS FORD two grants for vehicle fuel efficiency

research.

• FORD MONDEO IS AUTO EXPRESS car of the year .

• LAND ROVER DISCOVERY 3 scoops category win at

TOWCAR AWARDS 2007

14

http://media.ford.com/article_display.cfm?article_id=26567



















• FORD MONDEO is the Caravan Club TOWCAR of the year

2012.

MANAGEMENT PROFILE:MANAGEMENT PROFILE:

ARVIND MATHEW – Managing

Director and President

Arvind Mathew is the Managing Director

and President of Ford India. He took this

position in August 2005.

LUCY MILLAR – Vice President, Finance & IT

Lucy is the Vice President of Finance and IT at FordIndia. She took up this position in May 2005. She reports

to Arvind Mathew, President and Managing Director,

Ford India.

SCOTT McCORMACK – Vice President,

Marketing, Sales & Service

15

http://media.ford.com/article_display.cfm?article_id=26932&make_id=92





Scott McCormack is the Vice President, Marketing, Sales and

Service at Ford India. He took this position in July 2006. Scott

reports to Arvind Mathew, President and Managing Director, Ford

India.

NANCY REISIG – Vice President,

Human Resources

Nancy Reisig is Vice President, Human

Resources at Ford India. She took this

position in March 2005. Nancy reports to

Arvind Mathew, President and Managing Director, Ford India.

SANDIP SANYAL – Vice President, Supply and Total Value

Management

Sandip Sanyal is the Vice President, Supply and Total Value

Management (TVM) at Ford India. He took this position in

September 2005. Sandip reports to Arvind Mathew, President and

Managing Director, Ford India.STEVE BRIDGMAN – Country Manager, Ford Credit

16



REVIEW OF LITERATURE

Introduction to Human Resource Management

Human resource management (HRM) is a relatively modern label

for the range of themes and practices involved in managing

17



people. It is defined and described in a variety of (sometimes

contradictory) ways.

This excerpt from Human Resource Management in a Business

Context introduces the concept of human resource management. It

outlines HRM as a philosophy of people management and

provides a framework for its role within the business context.

People management - Human resource management has not

'come out of nowhere' HRM has absorbed ideas and techniques

from a number of areas. In effect, it is a synthesis of themes and

concepts drawn from over a century of management theory and

social science research.

There is a long history of attempts to achieve an understanding of

human behavior in the workplace. Throughout the twentieth

century, practitioners and academics have searched for theories

and tools to explain and influence human behavior at work.

Managers in different industries encounter similar experiences:

businesses expand or fail; they innovate or stagnate; they may be

exciting or unhappy organizations in which to work; finance has to

be obtained and workers have to be recruited; new equipment is purchased, eliminating old procedures and introducing new

methods; staff must be re-organized, retrained or dismissed. Over

and over again, managers must deal with events, which are clearly

similar but also different enough to require fresh thinking.

18



We can imagine that, one-day, there will be a science of

management in which these problems and their solutions are

catalogued, classified, standardized and made predictable.

Sociologists, psychologists and management theorists have

attempted to build such a science, producing a constant stream of

new and reworked ideas. They offer theoretical insights and

practical assistance in areas of people management such as

recruitment and selection, performance measurement, team

composition and organizational design. Many of their concepts

have been integrated into broader approaches, which have

contributed to management thinking in various periods and

ultimately the development of HRM.

Job Evaluation

Learning Objectives:

1. To know basic approach to Job Evaluation.2. to importance of Job Evaluation and its effectiveness.

3. To know the important methods of Job Evaluation.

1. Rate the job but not the employee. Rate the elements on the

basis of the job demands. 2. The elements selected for rating

should be easily understood.3. The elements should be defined clearly and properly selected.

4. Employees concerned and the supervisors should be educated

and convinced about the programme.

5. Supervisors should be encouraged to participate in rating the

jobs.

6. Secure employee cooperation by encouraging them to

participate in the rating programme.

19



7. Discuss with the supervisors and employees about rating but not

about assigning money values to the points.

8. Do not establish too many occupational wages.

For, better understanding let us look at the flowchart given below:

Job Evaluation Process Employee Classification Wage Survey Job

Evaluation Programme Job Specification Job Description Job

Analysis Objectives of Job Evaluation Job Evaluation Process:

The job-evaluation process starts defining objectives of evaluation

and ends with establishing wage and salary differentials. The main

objective of job evaluation, as was stated earlier, is to establish

satisfactory wage and salary differentials. Job analysis should

precede the actual program of evaluation.

Job analysis, as was discussed earlier, provides job-related data,

which would be useful in drafting job description and jobspecification. A job-evaluation program involves answering

several questions: The major ones are: • Which jobs are to be

evaluated?• Who should evaluate the jobs?• What training do the

evaluation need?• How much time is involved?• What should be

the criteria for evaluation?• What methods of evaluation are to be

employed? Which jobs are to be evaluated in any exercise, wherethere are more than 30 or 40 jobs to be evaluated, it is necessary to

identify and select a sample of benchmark jobs, which can be used

for comparisons inside and outside the organs.

The benchmark jobs should be so selected to achieve

representative sample of each of the main levels of jobs in each of

the principal occupations. The size of the sample depends on the

20



number of different jobs to be covered. It is likely to be less than

about five percent of the total number of employees in the

organization and it would be difficult to produce a balanced

sample unless at least 25 percent of the distinct jobs at each level

of the organization were included.

Staffing the Evaluation exercise: A committee, which consists of

Head of several of department’s, as was pointed out earlier, does

representatives of employee unions and specialist drawn from the

National Productivity council Job evaluation. HR specialists will

be normally the chairmen of the committee. Responsibility for the

overall coordination of the job-evaluation programme should be in

the hands of a senior executive who can then report its progress to

the board, and advise it on ensuring wage and salary development.

Training for the Committee:

Members of the job-evaluation committee should be trained in its

procedure so as to make the program successful. Time Factor: Job

evaluation should not be conducted in haste. Any rushing through

will lead to appeals against the grading of jobs. Eight jobs in a day

can be the ideal pace. After this, the quality of evaluation tends to

drop, and more time has to spend later in checking and assessingthe validity of the grading.

The final review of all the time should be allowed for re-

evaluation, if necessary. Isolating Job-evaluation criteria: The

heart of job evaluation is the determination of the criteria for

evaluation. Most job evaluations use responsibility, skill, effort

and working conditions as major criteria. Other criteria used are

21



difficulty, time-span of discretion, size of subordinate staff, and

degree of creativity needed.

Advantages:

1. Quick and easy procedure

2. Has initial face validity to employees

3. Allows for organizational flexibility

4. Minimal administration required

Disadvantages:

1. Subtle, but important, differences between groups ignored

2. Subtle, but important, differences within groups ignored

3. May invite inequity perceptions Classification: Classification

systems define the value of jobs, people, or teams with written

standards for a hierarchy of classification level. Each classification

level may be defined by a number of factors that need to be

present for a job, person, or team to be slotted into a particular

classification level. These factors are usually blended together resulting in one standard for each classification level.

Advantages

1. Jobs, people, and teams can be quickly slotted into the structure

2. Classification levels have face validity for employees

3. Standards to establish value are made explicit

Disadvantages1. Many jobs, people, or teams do not fit neatly into a

classification level

2. Extensive judgment is required because standards used to define

each factor are blended together

3. Differences between classification levels may not be equal

4. Creates status hierarchies within organizations

22



5. Extensive administration required Job-grading Method: As in

the ranking method, the job-grading method (or job-classification

method) does not call for a detailed or quantitative analysis of job

factors. It is based on the job as a whole. The difference between

the two is that in the ranking method, there is no yardstick for

evaluation, while in the classification method; there is such a

yardstick in the form of job classes or grades. Under the

classification method, the number of grades is first decided upon,

and the factors corresponding to these grades are then determined.

The advantages of the method are; I) job grade

descriptions are vague and are not quantified; ii) difficulty in

convincing employees about the inclusion of a job in a particular

grade because of vagueness of grade descriptions; and iii) more

job classification schedules need to be prepared because the same

schedule cannot be used for all types of jobs. Let us now discussthe few important measures to improve Job Evaluation. HOW TO

IMPROVE JOB EVALUATION: - Following measures and steps

for improving the work of evaluation programmers;

• A job evaluation scheme should be chosen cautiously. It

should be devised and administered on the basis of employment

market, demand for labour, bargaining power of the parties & jobconditions.

• The details of the scheme should be drawn up in such a

way that they do not conflict with other provision of a collective

agreement.

• The scheme should be sold to all concerned and suggestions

sought. • Give major importance that the number of job titles and

classification be kept to a minimum.

23



• Any anticipated changes in methods should be carried out

before a scheme is installed and all modifications in it should be

resisted until it becomes fully established.

• In preparing job descriptions it is a sound practice to

emphasis in them the things which makes one job different from

another rather than to find a comprehensive statement of all the

duties of the job.

• The better the state of industrial relations the easier it is to

introduce a job evaluation scheme. Essentials for the success of a

Job Evaluation Programme Following are the essential for the

success of Job Evaluation:

1. Compensable factors should represent all of the

major aspects of job content. Compensable factors

selected should:

2. Avoid excessive overlapping or duplication,

3. Be definable and measurable,4. Be easily understood by employees and

administrators,

5. Not cause excessive installation or admin cost and

6. Be selected with legal considerations in mind.

Operating managers should be convinced about the

techniques and programme of evaluation.They should also be trained in fixing and revising the

wages based on job evaluation All the employees should

be provided with complete information about job

Evaluation techniques and programme.

Selection of A Job Evaluation Method

24



As a student will read in the following section there are in use

today four basic methods of job evaluation. While the basic

approaches of all these methods are somewhat similar, they differ

in their detailed procedures. Some methods are designed

specifically for evaluating clerical and administrative jobs; others

work best when applied only to operative jobs. Sometimes it may

be decided to evaluate the same jobs by two t different methods.

The greater the amount of agreement between the two results, the

greater would be their reliability..6. Periodic Review periodic

review, usually every one or two years, of all job descriptions

must be done. Many job evaluation programmehave failed because

management failed to recognize this fact.

A periodic review of all job descriptions is important for

tworeasons: One, it softens the feelings of those who believe that

their work was not properly described or evaluated last time andthat they will get a fair deal at the time of review. Two, it enables

management to keep itself abreast of changes taking place in the

nature of a job. As the nature of a job changes factors which form

the basis of job evaluation also change. Thus automation of job

reduces ‘physical effort ‘and increases ‘responsibility’. The need

for daily application of a skill is also reduced but the need for potential skill in emergencies increases. New factors, aches’

machinery utilization’ and ‘isolation from fellow workers’ become

important.

Methods of Job Evaluation Determining the relative worth of all

jobs in the enterprise is difficult. Different jobs make varying

demands on workers. One job, for example, might demand a

25



prescribed level of education; require a certain physical ability, or

exact specific responsibilities from an employee, whereas another

job may be very lax in these aspects. A job, therefore, differ with

repeat to the demands made on the employee as well as in value to

theenterprise.Job evaluation compares all demands made on each

workerand, by means of this comparison, establishes the relative

worth of each job in an enterprise.

Advantages

1. Quick and easy procedure

2. Has initial face validity to employees

3..Allows for organizational flexibility

4. Minimal administration required

Disadvantages

1. Subtle, but important, differences between groups ignored

2. Subtle, but important, differences within group’s ignored

3. May invite inequity perceptions Classification systems definethe value of jobs, people, or teams with written standards for a

hierarchy of classification level? Each classification level may be

defined by a number of factors that need to be present for a job,

person, or team to be slotted into a particular classification level.

These factors are usually blended together resulting in one

standard for each classification level.

Advantages

1. Jobs, people, and teams can be quickly slotted into the structure

2. Classification levels have face validity for employees

3. Standards to establish value are made explicit

Disadvantages

26



1. Many jobs, people, or teams do not fit neatly into a

classification level

2. Extensive judgment is required because standards used to define

each factor are blended together

3. Differences between classification levels may not be equal

4. Creates status hierarchies within organizations

5. Extensive administration required Job-grading Methods in the

ranking method; the job-grading method (or job-classification

method) does not call for a detailed or quantitative analysis of job

factors. It is based on the job as a whole.

The difference between the two is that in the ranking method,

there is no yardstick for evaluation, while in the classification

method; there is such an yardstick in the form of job classes or

grades. Under the classification method, the number of grades is

first decided upon, and the factors corresponding to these gradesare then determined. The advantages of the method are; I) job

grade descriptions average and are not quantified; ii) difficulty in

convincing employees about the inclusion of a job in a particular

grade because of vagueness of grade descriptions; and iii) more

job classification schedules need to be prepared because the same

schedule cannot be used for all types of jobs. Analytical MethodsPoint-ranking Method The system starts with the selection of job

factors, construction of degrees for each factors, and assignment of

points to each degree. Different factors are selected for different

jobs, with accompanying differences in degrees and points. Factor-

Comparison Method The factor-comparison method is yet another

approach for job evaluation in the analytical group.

27



Under this method, one begins with the selection of factors,

usually five of them- are assumed to be constant for all the jobs.

Each factor is ranked individually with other jobs. For example, all

the jobs may be compared first by the factor ‘mental

requirements.’ The skills factor, physical requirements,

responsibility, and working conditions are ranked.

The total points are then assigned to each factor. The worth of a

job is then obtained by adding together all the point values. Let us

now discuss the few important measures to improve Job

Evaluation. How to Improve Job Evaluation Following measures

and steps for improving the work overvaluation programmes;•A

job evaluation scheme should be chosen cautiously. It should be

devised and administered on the basis of employment market,

demand for labour, bargaining power of the parties & job

conditions.

RESEARCH METHODOLOGIES:

MARKETING RESEARCH:

28



Definition of marketing research research as approved as by the board of directors of

the association of American marketing association is:

“Marketing research is the function which links the customer and public to the

marketer through information – information used to identity and define marketingopportunities and problems generate define and understanding of marketing as process”.

Simply, marketing research is the systematic design collection analysis and reporting

of data finding relevant to a specific marketing situation facing the company. Carefully

planning through all stages of the research is a necessity.

Objectivity in research is all-important. The heart of scientific method is the

objective gathering of the information.

The function as marketing research with in the company as to provide the information

and analytical necessary for effective.

Planning of the future marketing activity.

Control of the marketing operation in the present.

Evaluation of marketing results.

A research may under take any of the three types of research investigation depending upon

the problem. These type of research included:

1. Basic research

2. Applied research

3. Designated Fact Gathering

BASIC RESEARCH:

It is also known as the pure fundamental research, which refers to those studies, sole

purpose of which is the discovery of new information. It is conducted to extend the horizons

on given area of knowledge with no immediate application to existing problems.

APPLIED RESEARCH:

It is attempt to apply the various marketing technique, which have been developed as

research, first and later on they become applied research techniques. It is on attempt to apply

the basic principles and existing knowledge for the purpose of solving operational problems.

DESIGNATED FACT GATHERING:

29



It refers to a research where the investigation attempts to gather some pre-determined

data.

STEPS IN MARKETING RESEARCH:

Marketing research process can be out through following steps.Define the problems and research objectives

Develops the research plan

Collect the information

Analysis and interpretation

Present the finding.

RESEARCH METHOD:

It must be classified on the basis of the major purpose of the investigation. In this

problem description studies have been undertaken, as the objective of the project is to

conduct the market shares study to determine the share of market received by the company to

the competitor.

DATA COLLECTION:

The information needed to further proceed had been collected through primary and

secondary data.

PRIMARY DATA:

It consists of information collected for the specific purpose, survey research was used

and he all the details of Ford and their competitors were contacted. Survey research is the

approached gathering description and information.

30



CONTACTED METHOD:

The information was solicited by administering structured questionnaire to the

customer and dealers, thus getting to know directly from the dealers their sales before and

after sales service.

SECONDARY DATA COLLECTION:

The secondary data consists of information that already existing somewhere having

been collected for another purpose. Any researcher begins the research work by first going

through secondary data. Secondary data includes the information available with company. It

may be the findings of research previously done in the field. Secondary data can also be

collected from the magazines, news papers, internet other service conducted by researchers.

METHODS OF DATA COLLECTION:

The basic method adopted in conducting the study is a structured questionnaire.

Questionnaire is administered on the sample respondents. How ever there are certain cases

where personal interactive method is followed with customers to find the satisfaction level.

31



DATA ANALYSIS AND

PRESENTATION

32



AGE

Freque

ncyPerce

ntValid

Percent

Cumulative

Percent

Valid

<20 16 26.7 26.7 26.721-26

26 43.3 43.3 70.0

26-30

18 30.0 30.0 100.0

Total

60 100.0 100.0

Statistics

AGE N Valid 60Missing 0

Mean 2.03Std. Deviation .758Variance .575

0.5 1 1.5 2 2.5 3 3.5

AGE

0

10

20

30

F r e q u e n c y

Mean = 2.03

Std. Dev. = 0.758

N = 60

Histogram

33



QUALIFICATION

Freque

ncy

Perce

nt

Valid

Percent

Cumulative

PercentValid GRAD

UATES14 23.3 23.3 23.3

POSTGRADUATES

20 33.3 33.3 56.7

PROFESIONALS

26 43.3 43.3 100.0

Total 60 100.0 100.0

Statistics

QUALIFICATION N Valid 60

Missing 0Mean 2.20Std. Deviation .798

Variance .637

0.5 1 1.5 2 2.5 3 3.5

QUALIFICATION

0

5

10

15

20

25

30

F r e q u e n c y

Mean = 2.2

Std. Dev. = 0.798

N = 60

Histogram

34



GENDER

Freque

ncy

Perce

nt

Valid

Percent

Cumulative

PercentValid

MALE

26 43.3 43.3 43.3

FEMALE

34 56.7 56.7 100.0

Total

60 100.0 100.0

Statistics

GENDER N Valid 60

Missing 0Mean 1.57

Std. Deviation .500Variance .250

0.5 1 1.5 2 2.5

GENDER

0

10

20

30

40

50

F r e q u e n c y

Mean = 1.57

Std. Dev. = 0.5

N = 60

Histogram

Amount of work I am expected to do on my job is reasonable

35



Q1

Freque

ncy

Perce

nt

Valid

Percent

Cumulative

PercentValid Strongl

yDisagree

12 20.0 20.0 20.0

Disagree

16 26.7 26.7 46.7

Neutral 10 16.7 16.7 63.3Agree 8 13.3 13.3 76.7

StronglyAgree

8 13.3 13.3 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

Statistics

Q1 N Valid 60

Missing 0Mean 3.03Std. Deviation 1.636Variance 2.677

The data collected from the employees of organizations

regarding the amount of work done is reasonable or not the

response was as follows:

20% of employees strongly disagree

26.7% of employees disagree

16.7% of employees say neutral

13.3% of employees agree

13.3% of employees strongly agree

I am satisfied with the priorities and direction of my department

36



Q2

Freque

ncy Percent

Valid

Percent

Cumulative

PercentValid Strongly

Disagree6 10.0 10.0 10.0

Disagree 18 30.0 30.0 40.0 Neutral 6 10.0 10.0 50.0Agree 8 13.3 13.3 63.3StronglyAgree

14 23.3 23.3 86.7

N/A 8 13.3 13.3 100.0

Total 60 100.0 100.0

Statistics

Q2 N Valid 60Missing 0

Mean 3.50Std. Deviation 1.662Variance 2.763

0 1 2 3 4 5 6 7

Q2

0

5

10

15

20

F r e q u e n c y

Mean = 3.5

Std. Dev. = 1.662

N = 60

Histogram

The response from the employees regarding the priorities and

directions given by the management the response was as

follows:

10% of employees strongly disagree

30% of employees disagree

10% of employees neutral

13.3% of employees agree

23.3% of employees strongly agree

37



I have adequate information available which enables me to do my job well.

Q3

Freque

ncyPerce

ntValid

Percent

Cumulative


yDisagree

12 20.0 20.0 20.0

Disagre

e14 23.3 23.3 43.3

Neutral 12 20.0 20.0 63.3Agree 8 13.3 13.3 76.7StronglyAgree

8 13.3 13.3 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

Statistics

Q3 N Valid 60


0 1 2 3 4 5 6 7

Q3

0

3

6

9

12

15

F r e q u e n c y

Mean = 3.07

Std. Dev. = 1.625

N = 60

Histogram

38



Q4

Freque

ncy

Perce

nt

Valid

Percent

Cumulative


yDisagree

8 13.3 13.3 13.3

Disagree

20 33.3 33.3 46.7

Neutral 8 13.3 13.3 60.0Agree 10 16.7 16.7 76.7

StronglyAgree

8 13.3 13.3 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

Statistics

Q4

N Valid 60Missing 0Mean 3.13Std. Deviation 1.578Variance 2.490

0 1 2 3 4 5 6 7

Q4

0

5

10

15

20

F r e q u e n c y

Mean = 3.13

Std. Dev. = 1.578

N = 60

Histogram

I understand the day-to-day goals of my department

39



Q5

Freque

ncy

Perce

nt

Valid

Percent

Cumulative


yDisagree

4 6.7 6.7 6.7

Disagree

18 30.0 30.0 36.7

Neutral 8 13.3 13.3 50.0Agree 8 13.3 13.3 63.3

StronglyAgree

14 23.3 23.3 86.7

N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

Statistics

Q5


0 1 2 3 4 5 6 7

Q5

0

5

10

15

20

F r e q u e n c y

Mean = 3.57

Std. Dev. = 1.598

N = 60

Histogram

40



Diverse perspectives are valued and encouraged within thedepartment

Q6

Freque

ncyPerce

ntValid

Percent

Cumulative


yDisagree

6 10.0 10.0 10.0

Disagre

e14 23.3 23.3 33.3


8 13.3 13.3 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

Statistics

Q6 N Valid 60


0 1 2 3 4 5 6 7

Q6

0

5

10

15

20

F r e q u e n c y

Mean = 3.33

Std. Dev. = 1.481

N = 60

Histogram

41



Considering everything, how satisfied are you with your job?Q7

Freque

ncyPerce

ntValid

Percent

Cumulat

ivePercent

Valid StronglyDisagree

6 10.0 10.0 10.0

Disagree

18 30.0 30.0 40.0

Neutral 10 16.7 16.7 56.7

Agree 10 16.7 16.7 73.3StronglyAgree

10 16.7 16.7 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

Statistics



0 1 2 3 4 5 6 7

Q7

0

5

10

15

20

F r e q u e n c y

Mean = 3.3

Std. Dev. = 1.544

N = 60

Histogram

Q8

42



My work group has a climate in which diverse perspectives arevalued

Freque

ncyPerce

ntValid

Percent

Cumulat

ivePercent


10 16.7 16.7 16.7

Disagree

14 23.3 23.3 40.0

Neutral 12 20.0 20.0 60.0


8 13.3 13.3 86.7

N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

Statistics



0 1 2 3 4 5 6 7

Q8

0

3

6

9

12

15

F r e q u e n c y

Mean = 3.23

Std. Dev. = 1.661

N = 60

Histogram

COMPANY] policies and procedures make sense to me.

43



Q9

Freque

ncyPerce

ntValid

Percent

Cumulat

ivePercent


10 16.7 16.7 16.7

Disagree

16 26.7 26.7 43.3

Neutral 10 16.7 16.7 60.0


8 13.3 13.3 86.7

N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

Statistics

Q9


0 1 2 3 4 5 6 7

Q9

0

5

10

15

20

F r e q u e n c y

Mean = 3.2

Std. Dev. = 1.675

N = 60

Histogram

44



The physical working conditions (e.g., ventilation, space,cleanliness) are very good.

Q10

Freque

ncyPerce

ntValid

Percent

Cumulative


yDisagree

10 16.7 16.7 16.7

Disagre

e16 26.7 26.7 43.3


10 16.7 16.7 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

Statistics



0 1 2 3 4 5 6 7

Q10

0

5

10

15

20

F r e q u e n c y

Mean = 3.17

Std. Dev. = 1.628

N = 60

Histogram

45



Individual differences are respected here (e.g., gender, race,educational background, etc.)

Frequency

Percent

ValidPercent

Cumulative


yDisagree

10 16.7 16.7 16.7

Disagree

16 26.7 26.7 43.3


8 13.3 13.3 86.7

N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

Statistics



0 1 2 3 4 5 6 7

Q11

0

5

10

15

20

F r e q u e n c y

Mean = 3.2

Std. Dev. = 1.675

N = 60

Histogram

46



FINDINGS

47



ford provided various type of social security for the workers

family member as well as villager like-

1. Education facility- Royal ford provides free education and

lunch facility to the workers family member and villager..

2. Ambulance- ford provides 24 hour free ambulance

service facility to the villager.

3. Free medical facility- ford also provides free

medical facility to the workers family member and also for the

villagers.

4. Animal hospital camp- ford organized animal camp

in the village and provided free Madison to the animal.

5. Water facility - Water facility/ tanker is also provided

to the villager.

6. Vocational camp- It is organized various type of

training program in the village and improve their skill. Varioustypes of training like knitting, crafting so on.

7. Electrical facility- ford also provides electricity in

the residential colonies of workers as well as villager

8. Road maintenance- Road / Street formation is also

done/ maintain by the company.

9. Cultural program- ford group organized varioustype of cultural program in the organization and also in the village

10. Gas connection- It is also provided LPG gas facility to

the worker or villager.

48



BIBLIOGRAPHY

49



BIBLIOGRAPHY:-

1. www.google.com

2. www. ford ford .con

3. FORD CORPORATION RECORDS, BROCHURES AND

MANUALS.

4. Kothari, C.R (2003) “Research Methodology (2nd Edition), New

AGE INTERNATIONAL PVT. Limited.

50

http://www.google.com/

http://www.google.com/



QUESTIONNAIRE

Amount of work I am expected to do on my job is reasonable

Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly

Agree ( ) N/A ( )

I am satisfied with the priorities and direction of my department


Agree ( ) N/A ( )

I have adequate information available which enables me to do my

job well.Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly

Agree ( ) N/A ( )

We operate in a cost-efficient way in my department

Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) StronglyAgree ( ) N/A ( )

I understand the day-to-day goals of my department


Agree ( ) N/A ( )

51



Diverse perspectives are valued and encouraged within the

department


Agree ( ) N/A ( )

Considering everything, how satisfied are you with your job?


Agree ( ) N/A ( )

My work group has a climate in which diverse perspectives are

valued


Agree ( ) N/A ( )

COMPANY] policies and procedures make sense to me.Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly

Agree ( ) N/A ( )

The physical working conditions (e.g., ventilation, space,

cleanliness) are very goodIndividual differences are respected here (e.g., gender, race,

educational background, etc.)


Agree ( ) N/A ( )

“job-evaluation” at ford motors

Documents