Summary Of

Administration
Introduction to
management
Agencies classification according to length of
: stay
Provide services to patients who are
suffering from acute conditions that
Short-stay facilities-1 .usually require <24 hours of care
Take place in a hospital or in short-stay #
.centers
Include patients staying >24 hours but
Traditional acute care-2 .<30 days
.Take place in the hospital #
Include those agencies that offering
services to patients with major
rehabilitation needs chronic diseases,
Long term care-3 functional losses or mental illness. The
average length of stay extends from
.several months to years

Agencies classification according to type of

: service
General-1 Offers medical, surgical, obstetric, emergency,
.diagnostic and laboratory services
hospital
Offers a particular type of care, such as that provided
Speciality-2
by psychiatric hospitals, women's hospitals or
hospital .children's hospitals
Community-3 Provides those services provided in the general
.hospital but for a specific community
hospital
Are serving as referral centers for clients with
complex or unusual health problems. These hospitals
Tertiary-4
have the facilities for specialized types of care (such
care hospitals as burn centers and bone marrow transplant
.(centers
Is a growing type of service that may be offered in a
Sub-acute-5
special unit of a hospital or may be provided in a
care .long-term care setting
Are provided in the community health care agencies
by a variety of health care professionals (including
nurses, physical therapists and social workers). It
In-home-6 may be short-term (to provide teaching and
services monitoring immediately after hospitalization),
intermediate-term (to assist an individual until self-
care is possible) or long-term (for those with ongoing
.(health problems
Is care services provided to persons who are not
Ambulatory-7 .hospitalized
care It include the outpatient surgery centers and #
.outpatient dialysis units

Agencies classification according to

: ownership
Are owned, administrated and controlled by the
.government
Provide free care for patients. They may offer #
.private accommodation for free paying patients

Governmental-1
: The governmental hospitals are owned by
organizations .The ministry of Health-1
.The university-2
.Military personnel-3
.Health insurance organization-4
.Health care organization-5

For-profit Are owned, operated and controlled

agencies by individuals, groups or private
Non--2 ((private .organizations
governmental Non-for- Are owned and operated by non-
organizations profit profit groups or organizations such
agencies as religious bodies and community
((voluntary .boards
 : Functions of the hospital
The curative function : is the primary function of the hospital. It-1
refers to any type of care given to the patients by the health team
members (e.g., physicians, nurses, dietitians, etc). It includes health
.education to patients
Training function : is a secondary function concerned with providing-2
training and educational courses for the professional and technical
personnel who provides health services (e.g., physicians, nurses,
.(dentists, etc
Preventive function : is a secondary function concerned with health-3
promotion. It is geared towards providing the preventive services
.through a community health center
Research function : is a secondary function concerned with-4
conducting the health related researches, research that focuses on
.the improvement of health and/or prevention of diseases

The difference between administration and

: management
Administration Management
Is the activities carried out by
those at the top level of the
.organization
More comprehensive and includes
such activities of setting goals,
philosophy, formulating policies
and managing personnel and
.materials
Is the activities carried out by
those at the middle and first
.levels of the organization
Provides the means of translating
administrative goals, philosophy
and plans into actuality by using
available resources and by
controlling individual's
.responsibilities and activities

N.B
.Sometimes the 2 terms are used interchangeably #

: Management positions
Held by persons who carry the responsibility for the
Top level .(overall operation of the organization (e.g., director
Held by persons to whom authority is delegated by
Middle level .(individuals in the top level positions (e.g., supervisor
Held by persons who direct the operation of 1 unit
First level .(within a department (e.g., head nurse
 : Elements of management process
.Planning-1
.Organizing-2
.Assembling resources-3
.Directing-4
.Controlling-5

Planning
: Definition
Is the process of deciding in advance what should be done, how,
.when, where and by whom it will be done

: Importance of planning in nursing

.Provide framework for the organization's objectives-1
Encourage the economical use of resources (manpower resources,-2
.(equipment and supplies
Help in shaping the future, builds confidence and motivate-3
.personnel
.Facilitate control and change-4

Plans classification according to duration of

: plans
Short-term plans .Cover a period of up to 1 year

Medium-term plans .Cover a period of 1:5 years

Long-term plans .Cover a period of >5 years

: Plans classification according to specificity

: Single-use plans-1
Are predetermined courses of action developed for unique or
.nonrecurring situation
Is a specific measurable action indicating what is to be
Objective(1) .done by an individual employee
 Is a descriptive statement of a desired level of
Standard(2) performance against which the quality of structure,
.process and outcome can be judged
Is a statement of expected results of a detailed plan
Budget(3) expressed in numerical measurable terms, typically
.financial accounts in some future period
Is a single-use plan that commits resources (such as
Schedule(4) .worker-hours) to a given activity

: Standing plans-2
Are predetermined courses of action developed for repeated
.situations
Is a general plan of action that has been formalized
Policy(1) by the administrative authority to guide members in
.the hospital on how to act in specific situations
Is a series of steps in chronological sequence of
required action that describe in details the exact
Procedure(2) manner in which certain activities must be
.accomplished
Is a comprehensive, standing-use plan for achieving
specific organizational objectives; it establishes the
Programs(3) principal steps required to reach the goal. It sets the
sequence and timing for implementing the steps and
.it identifies those responsible for doing the work
Are single-purpose statement specifically state
Rules(4) action that must or must not be taken in a given
.(situation (e.g., no smoking allowed in patient rooms
Are guidelines of actions that only apply to
department and developed by middle and first levels
Regulations(5) position in the organizations (e.g., rotation shift of
.(the professional nurses at ICU
Is a statement which indicates when an activity is to
Routine(6) be performed (e.g., temperature of all patients must
.(be taken daily at 6 a.m

Plans classification according to organizational

: level
Is a long-term plan includes the development
Strategic plan (top(1) of overall organizational goals and objectives
level management taking into consideration external
environmental factors that affect the
( plan .(operations on a long-term basis (5:10 years

Tactical plan (first(2) Is concerned with the efficient, day-to-day

use of resources allocated to the unit and
(level management plan directed towards the fulfillment of unit
.objectives
: Planning process
Determining objectives for which the organization and its-1
.management operate
Determining quality and quantity of resources that are needed to-2
.(accomplish objectives (manpower resources, equipment and supplies
Developing policies that guide members of the organization how to-3
.act in specific situations
Developing time for programs to accomplish organizational-4
.objectives
Establshing procedures which describe specifically in details how-5
.actions must be accomplished
.Formulating standards against which objectives can be evaluated-6

: Characteristics of an effective plan

.Be made on clear defined objectives-1
.Be logical, simple, clear and balanced-2
.Be realistic and economical-3
.Anticipates and forecast the future-4
.Have stability while providing for flexibility-5
Provides for analysis and classification of activities and outline-6
.standards of operation

: Planning tools
: (Purpose (mission-1
.Is the reason for existence

: Philosophy-2
Is a statement of beliefs, values, attitudes, principles and concepts #
that provides personnel with a common and consistent sense of
.action
.Is conceptual framework of the hospital #

: Purposes
.Provides the basic beliefs, values and principles-1
.Tells personnel how they should act-2
Explains why personnel should direct their energies towards the-3
.achievement of the specific objectives
Nursing department philosophy base their nursing practice on the
: following beliefs
.Life and health are primary goods-1
Each person is unique and has intrinsic worth, so is deserving of-2
respect, without regard to such individual characteristics as sex,
.color, nationality, religious conviction and socioeconomic status
High-quality nursing care can best be provided by a mixture of-3
professional and non professional personnel who are organized into
.self-directed work teams
To ensure continuous improvement of nursing care quality, the role-4
of the professional nurse must include responsibility for nursing
.research and nursing education as well as patient and family care
Nursing interventions are most effective when they are directed-5
.toward the patient's health goals based on research evidence

: Goal-3
Is a general statement for giving direction for what the organization
.seeks to accomplish

: Objective-4
Is a specific measurable action indicating what is to be done by an
.individual employee

: Types
.General-1
.Specific-2
.Short-term-3
.Long-term-4

: Characteristics
.Flexible-1
.Realistic-2
.Specific-3
.Measurable-4
.Operational-5
.Observable-6

: Policy-5
Is a general plan of action that has been formalized by the
administrative authority to guide members in the hospital on how to
.act in specific situations

: Purposes
.Provide information for decision-making-1
.Promote efficiency, safety and consistency in accomplishing tasks-2
 .Aid in solving recurrent problems-3
.Create standard-operating procedures among organizational units-4
.Guide in performance evaluation-5

: Sources
.Philosophy of the organization and its desired objectives-1
.Top level management-2
.Middle level management-3
.(Externally imposed policy (such as government control-4

: Types
.Personnel policies-1
.(Departmental policies (regulations-2
.Financial policies-3

: Principles to be considered in formulating policies

.Policies should be stated in writing-1
.Policies should be fair and unbiased-2
.Policies should be flexible enough to meet future changes-3
.Policies should be communicated to those affected-4
.Policies should be revised periodically-5
.Policies must be realistic and based on facts to be effective-6
.The purpose of the policy should be clear and briefly expressed-7
The policy statement should be definite, positive, clear and available-8
.and understood to everyone in the organization

: Advantages of written policy statement

Written policies can be more easily reviewed from time to time to-1
.meet changing conditions
.Written policies become available in the same form to all concerned-2
.They can be communicated and taught to new employees-3
The process of writing down policies forces the managers concerned-4
.to think more clearly about policy

Departmental policies
Personnel policies Financial policies
((regulations
Are concerned with all Are specific personnel Are concerned with all
the hospital personnel policies that are the hospital finance
: and include applied only to a : and include
Personnel # specific department or Sources of capital #
employment policies individual positions .budget
(e.g., hiring new (e.g., nursing service Uses of capital #
employees, .(policies manual .budget
termination of present Protection of #
employees and Nursing service .capital budget
.(retirement department policies Distribution of #
Arrangement of # : manual .earnings
work (e.g., hours of Describe the-1
work, vacations, structure, function
holidays, sick leaves and organization of
.(and absence the nursing
Employees services # .department
(e.g., health care Identify current-2
programs, social and departmental
recreational activities, administrative and
safety programs and clinical nursing
.(reward practice, policies and
Training policy # procedures that are
(e.g., purpose of applicable to nursing
training, type of .department
training needed, time Duty hours and its-3
and place for .rotation
conduction training Reporting on and off-4
and administration and .duty
scheduling of the .Type of uniforms-5
.(training program .Staff education-6
Identify current-7
: Advantages hospital and medical
Useful in the-1 staff policies and
orientation of the procedures related
.employees .specifically to nursing
Save time for the-2
employees as well as
.administrators
Provide employees-3
with information that
help them to give good
service and to remain
.with the organization
Give employees a-4
sense of security and
.individual worth
Give employees pride-5
in and loyalty to the
.organization

: Procedures-6
Is a series of steps in chronological sequence of required action that
describe in details the exact manner in which certain activities must
.be accomplished
: It include the following #
.Statement of objective(1)
.Determination of who is going to perform the activity(2)
.Supplies and equipment required(3)
.Methods of communication(4)
.Criteria for performance(5)

: Advantages
Written procedures promote efficiency, safety and consistency in-1
.accomplishing tasks
: Rules-7
Are single-purpose statement specifically state action that must or
must not be taken in a given situation (e.g., no smoking allowed in
.(patient rooms

: Regulations-8
Are guidelines of actions that only apply to department and developed
by middle and first levels position in the organizations (e.g., rotation
.(shift of the professional nurses at ICU

: Routine-9
Is a statement which indicates when an activity is to be performed
.((e.g., temperature of all patients must be taken daily at 6 a.m

: Standard-10
Is a descriptive statement of a desired level of performance against
which the quality of structure, process and outcome can be judged. It
.must be observable, achievable and measurable

: Types of standards
Standard of care : is an authoritative statement that describes a-1
competent level of clinical nursing practice demonstrated through
assessment, diagnosis, outcome identification, planning,
.implementation and evaluation
Standard of professional performance : is an authoritative-2
statement that describes a competent level of behavior in the
professional role, including activities related to quality of care,
performance appraisal, education, collegiality, ethics, collaboration,
.research and resources utilization

: Purpose of standards
.Improve the quality of nursing care-1
.Decrease the cost of nursing care-2
.Provide a basis for determining nursing negligence-3

: Approaches of standards
Structure : involve the setup of the organization, philosophy, goals-1
and objectives, structure of the organization, facilities and equipment,
.qualification of employees
Process : involve the activities concerned with the delivery of-2
.patient care. They measure nursing actions or lack of actions
Outcome : they reflect effectiveness and results rather than the-3
.process of giving care

: Characteristics of standards
.Clear-1
.Concise-2
.Written-3
.Worded in terms of actions-4
.Realistic-5
.Specific-6

: Criteria-11
Are predetermined measurable elements that will indicate if the
.standard is met and to what extent it was met

: Budget-12
Is a statement of expected results of a detailed plan expressed in
numerical measurable terms, typically financial accounts in some
.future period

: Characteristics of an effective budget

.Based on the organizational objectives and standards-1
.Simple, flexible, balanced and economic-2

Organizing
: Importance of organizing
.Focus on objectives and facilitate the attaining of objectives-1
.Arrangement of positions and jobs within the hierarchy-2
.Define clearly responsibilities and line of authority of all levels-3
.Creating relationships that will minimize friction-4

: The process of organizing

.Define the objective-1
.Determine the needed resources-2
.Group activities and assign duties-3

: Types of organizational structure

The formal organizational structure : describes positions, task, line-1
of responsibilities and authority, relationships among people in their
positions in the different departments in the organization and present
.in diagrammatic form called organizational chart
The informal organizational structure : is personal and social-2
.relationships that don't appear on the organizational chart

: Organizational chart
Is a diagram shows the different positions and departments and the
.relationships among them
: It is used to show #
.The informal organizational relationships(1)
.Areas of responsibility(2)
.Persons to whom one is accountable(3)
.Channels of communication(4)

: Types of organizational charts

.Vertical charts-1
.A left-to-right (horizontal) charts-2
.Circular charts-3

Characteristics of an effective organizational

: chart
.Be accurate, clear, simple and updated-1
Shows the chain of command, lines of authority, responsibility and-2
.relationships
All members of the department should be notified when any change-3
.occurs

Suggestions for drawing an accurate

: organizational chart
.The chart should have a clear title-1
.It should be dated-2
The higher management should be shown at the top, while most-3
.junior positions at the end of the chart
.Positions of equal seniority should be shown at the same level-4
.For clarity, details should be well spaced-5
Solid lines must be used to indicate flow of authority; staff-6
.relationships can be shown by a dotted line
.Colors may be used to distinguish between departments-7

: Advantages of organizational chart

Provides a quick visual illustration of the organizational structure.-1
.Describes channels of communication

: Disadvantages of organizational chart

.Charts become outdated quickly-1
.Doesn't show informal relationship-2
.Doesn't show duties and responsibilities-3
.Poorly prepared charts might create misleading effects-4

Elements of formal organization / principles of

: organizing
.Parity principle-1
.Unity of command-2
.Chain of command-3
.Centralization and decentralization-4
.Delegation of authority-5
.Span of control-6
.Division of service-7
.Departmentation-8

: Parity principle-1
Is the quality of being equal or equivalent. Personnel must have equal
.amount of authority and responsibility

: Unity of command-2
Each employee should have only one boss. Employees who receive
orders from several people tend to get confused and aggravated. As
.a result, they tend to do poor work

: Chain of command-3
In an organization, authority progresses like the links one a chain.
Along this chain of command, authority flows from one level of
management to the next, from the top of the organization to the
.bottom
 : Centralization and decentralization-4
Centralization : is a system of management in which all decisions #
.are made by top level manager
Decentralization : is a system of management in which a great deal #
of decision-making authority rest at lower level manager, where the
.work is performed

: Factors determining centralization and decentralization

Size and complexity of the organization : the larger the organization,-1
.the more authority to be delegated
Dispersion of the organization : when the difficulties of the size are-2
compounded by geographic dispersion, it is evident that a greater
.degree of decentralization must occur
Competance of available personnel : if an organization has grown up-3
under centralized decision-making and control. Subordinate were
.hired and trained to be followers, not leaders and decision makers
Adequacy of communication system : unwanted decentralization can-4
be avoided through the development of a communication system that
will provide for the speed, accuracy and sufficiency of information top
.manager need to exercise centralized control
Computer technology : in the past, an organization might decide to-5
decentralize because of the time delay involved in getting decision-
making information to top level managers. Today, this is less of the
problem because computers are available at all sites and information
.can be supplied rapidly

Advantages of centralization Advantages of decentralization

Power and prestige are provided-1
.to the top manager
Uniformity of policies, practice-2
.and decisions are promoted
Duplication of function is-3
.minimized
Extensive controlling procedures-4
.and practices aren't required
Raise employee morale and-1
.retention
Promote employee enthusiasm-2
.and coordination
As job responsibility and-3
authority increase, so do job
.satisfaction
When middle managers are-4
given responsibility for crucial
decisions, they empowering lower
level managers to formulate unit
level work plans, policies and
.procedures
Bring decisions-making close to-5
.action
Facilitate actions by lower level-6
managers without waiting for
approval of their decisions from
.superiors
 Develop managers by allowing-7
.them to manage
Allow top manager to use their-8
time for more study and
consideration of the basic
objectives, plans and policies for
.the organization

Disadvantages of centralization Disadvantages of decentralization

Control decision-making by top-1
manager relieve the employee
from critical thinking, eventually,
they become passive and
.unenthusiastic
Consequently, middle level-2
manager are neglected, when most
decisions are made by top level
manager, as well as, they become
.demoralized
The top level manager who will-3
not permit middle level manager
from selecting personnel,
redistributing staff among units,
determining staff schedules and
evaluating good achievement,
prevent them from professional
.growth
Inability of top manager to-4
delegate, make him/her so busy
and there is no sufficient time for
strategic planning and community
.relations
Top level administration may not-1
desire decentralization; they may
.feel it would decrease their status
People may not permit full and-2
maximum utilization of highly
.qualified personnel
Increased costs because it-3
requires more managers and large
.staff
It may lead to overlapping and-4
.duplication of effort
It may lead to lack of uniformity-5
and lowering of standards in
.decision-making
Emergency decision may not be-6
.possible

: Delegation of authority-5
Delegation(1)
Is the process of assigning work from a top organizational level to a #
lower one or from superior to subordinate and giving that person the
.authority to accomplish them
Is the process of downward flow of authority from top level in the #
.organization to lower level

: The delegation process

.The allocation of duties-1
.The delegation of authority-2
.The assignment of responsibilities-3
.Creation of accountability-4
: Characteristics of successful delegation
.The right task-1
.The right circumstances-2
.The right person-3
.The right direction and communication-4
.The right supervision and evaluation-5

: Factors determining the degree to which authority is delegated

Organization's size : the larger the organization, the increased the-1
.needs for delegation
Importance of duty or decision : the more important the duty or-2
.decision, the more likely is to be delegated
Task complexity : the degree the complexity of the task to be done,-3
.the greater is the need for delegation of authority
Organizational culture : if the top level manager doesn't have-4
confidence of the abilities of lower level managers, this will lead to
.the least amount of delegation
Qualities of subordinates : delegation requires subordinates with the-5
.skills, abilities and motivation to accept authority and act on it

: Barriers to successful delegation

.Lack of ability to direct-1
.Lack of confidence in subordinates-2
.Absence of control-3

: Suggestions to help in better delegation

.(Think before you delegate (to whom you can delegate-1
.(Be specific when you delegate (clear, concise, complete direction-2
.(Keep informed after you delegate (receive periodical reports-3

: Major causes manager don't delegate

.Tendency to do things personally-1
.Desire to dominate-2
Unwillingness to accept risks that some subordinates may take-3
.wrong decisions or are incapable of using authority properly

: Reasons for subordinates' avoidance of accepting delegation

Decision making is hard mental work and people seek ways to avoid-1
.it
.Fear of criticism for mistakes-2
.Lack of necessary information and resources to do a good job-3
.Overload of work-4
Positive incentives may be inadequate (e.g., pay rate, opportunity-5
.(for promotion, improved status

Authority(2)
Is the right to take final decisions, to act or to command action of
.others. It moves in downward direction

: Types of relationship
Line relation : refers to levels of hierarchy, superior-subordinate-1
relationships and provides the framework for the organization. The
superior has the right to give orders and demand accountability. It is
."called "Direct Operative Authority
Staff relation : it has no command, personnel in the staff relation-2
have only the right to advise, assist, support line authority in the
.performance of their duties

Responsibility(3)
.Is the obligation involved when one accepts an assignment #
Responsibility can't be delegated, it may be continued or it may be #
.terminated with the accomplishment of a single action

Accountability(4)
The subordinates must be held answerable to properly carry out #
.their duties, it moves in an upward direction

: Span of control / supervision-6

Span of control has importance in organizing process because of 2
: reasons
Holds that a supervisor can effectively supervise only a limited-1
number of subordinates which mean that; as one goes up the
hierarchy, the span of control tends to diminish because the problems
.he/she present are broader and it takes quiet time to deal with them
Directly affects the organization design. The organization structure-2
with a narrow span of control is going to be very tall, while the
.structure with a wide span of control is going to be flat

: Factors determining the span of control

.Managers and subordinates competence and qualifications-1
Availability of expert advice and services to managers can free their-2
.time and widen their span of control
The greater the clarity of delegated authority, the less time it will-3
.take for managers to explain responsibilities and tasks
Availability of clear plans of work, policies and standardized-4
.procedures allow expansion the span of control
The nature of work (complexity of work need narrow span of control,-5
.(while routine work requires wide span of control
.Similarity and dissimilarity of activities being supervised-6
.The incidence of new problems in the unit-7
The degree of geographical separation of personnel (the greater-8
.(their separation, the more limiting the span of control
Level of manager (lower-level managers have a broader range than-9
.(top manager
 Points Narrow span of control
The manager supervises a
Definition .small number of workers
.Close supervision-1
.Close control-2
Fast communication-3
Advantages
between subordinates and
.superior
Superior tends to get too-1
involved in subordinates'
.work
Many levels of-2
.management
Disadvantages
High costs due to many-3
.levels
Excessive distance-4
between lowest level and
.top level
Wide span of control
The manager supervises a
.larger number of workers
Supervisors are forced-1
.to delegate
Clear policies must be-2
.made
Subordinates must be-3
.carefully selected
Tendency of overload-1
superiors to take most or
.all decisions
Danger of superior's loss-2
.of control
Requires exceptional-3
.quality of managers

: Division of work-7
.Is dividing large activities to be distributed among several people
At lower level of health care organizations, there are nurses and #
.technical trained people who provide patient care
At the middle levels are supervisors who are involved in a day-to- #
.day operations of units
At the upper levels are the administrative staffs that look at the #
.organizations as a whole

: Importance of division of work

.Provides a basis for job activities-1
Helps the administrator organize the over all structure by forming a-2
.series of functional groups or departments

: Advantages
Allow an employee to master a task with a maximum skill, a-1
.minimum time and effort

: Disadvantages
Creates many different, narrow jobs which need effective-1
.managerial coordination
Human problems have been created from division of work, faigue-2
and stress which lead to less quantity and quality of work, increased
.absenteeism and higher turnover

: Departmentation-8
.Is the process of grouping activities into administrative units

Job analysis and job

description
The methods and procedures utilized to determine the duties, #
responsibilities, working conditions and working relationships of and
: between jobs and human qualifications of personnel are
.Job analysis-1
.Job description-2
.Job specification-3
.Job evaluation-4

: Job analysis-1
Is the process of objectively determining the specific duties,
responsibilities and working conditions associated with a specific job,
as well as the personal skills and qualifications required to perform
.that job satisfactorily

: Methods used for collection of information

.Observation method-1
.Individual interview method-2
.Structured questionnaire method-3
.Diary method-4

: Uses of job analysis

Serves as the basis from which job description, job specification and
.job evaluation are prepared

: Job description-2
Is a written statement of the duties, responsibilities and
organizational relationships that are required of the employee in a
.given job

: The components of job description

.Date, revised date-1
.Job title-2
.Department-3
.Division-4
.Code number-5
.Job position required-6
.Job summary-7
.Organizational relationship-8
.Job duties and responsibilities-9

: Uses of job description

Serves as basis for selecting and recruiting an individual to fill the-1
.position
.Essential for the placement and orientation of new employees-2
Essential for employees performance evaluation, transfer and-3
.promotion
.Useful in identifying the needs for employee's training-4
.Helps to prevent both gaps and overlaps at work-5
Helps to prevent arguments among employees about "who should do-6
.".what

: Job specification-3
It is derived from job analysis and job description. It is the personal
qualifications, skills, physical and mental demands required for
.effective job performance
: It answers the following questions #
?What human traits and experience are necessary to do this job -
?What kind of person to recruit for and qualifications needed -
?What qualities that person should be tested for -

: Uses of job specification

Helps for the purpose of recruiting and selecting the candidates to-1
.fulfill the job

: Job evaluation-4
Is a systemic method of appraising the worth of each job in relation
.to all other jobs in the same organization

: The purpose of job evaluation

Determine the relative value of each job as a basis for equitable pay-1
.differentials
Identify job factors that place one job higher than another in a value-2
.hierarchy
.Measure the number and amount of these factors in each job-3