SOME ORGANIZATIONAL DEVELOPMENT IMPLICATIONS IN THE DESIGN OF A JOB EVALUATION SYSTEM

MAURICE RUCKER

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DOI: 10.2190/U4RP-MBUE-HRE9-U3X6

Abstract

This article is concerned with the author's experience as a consultant to a public agency's Joint Labor-Management Committee responsible for designing and implementing a job evaluation system. It focuses on the interpersonal process that pervaded the Committee's work, a process that led to not only the enthusiastic acceptance of the job evaluation plan but, indeed may have in a larger context laid the foundation for a more constructive relationship between the parties.

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