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Job Evaluation As Institutional Myth

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  • Maeve Quaid

Abstract

This article argues that the real function of job evaluation technique lies not in the rational claims upheld in the managerialist literature but rather in the more diffuse area of meaning management. the argument is based on an intensive case‐survey analysis of the introduction of a formal job evaluation plan to one of Canada's ten provincial governments. From the complementary perspectives of social construction theory and institutional theory, job evaluation is ultimately defined as a rationalized institutional myth. First of all, job evaluation is rationalized because it takes the form of rules, specifying the procedures necessary to accomplish the end goal of determining an internally equitable and externally competitive pay structure. Job evaluation is institutional because actions are repeated and given similar meanings by the custodians of the system and those who fall under its administration. the set of meanings which evolves from job evaluation is expressed in a belief (ideology), an activity (norms and rituals), language and other symbolic forms through which the members of an organization both create and sustain views and images about the value of one job over another. Job evaluation is a myth because it is a process based on widely held beliefs that cannot be tested objectively. Despite a number of unexamined assumptions, the technique is accepted as ‘true’because it is believed.

Suggested Citation

  • Maeve Quaid, 1993. "Job Evaluation As Institutional Myth," Journal of Management Studies, Wiley Blackwell, vol. 30(2), pages 239-260, March.
  • Handle: RePEc:bla:jomstd:v:30:y:1993:i:2:p:239-260
    DOI: 10.1111/j.1467-6486.1993.tb00303.x
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    Cited by:

    1. Patricia Findlay & Jeanette Findlay & Robert Stewart, 2009. "The consequences of caring: skills, regulation and reward among early years workers," Work, Employment & Society, British Sociological Association, vol. 23(3), pages 422-441, September.
    2. Gurpreet Dhillon, 2014. "Process Orientation And Information Management: The Case Of Achieving Success In The Pharmaceutical Industry," Portuguese Journal of Management Studies, ISEG, Universidade de Lisboa, vol. 0(1), pages 23-36.
    3. Sony, Michael & Antony, Jiju & Mc Dermott, Olivia & Garza-Reyes, Jose Arturo, 2021. "An empirical examination of benefits, challenges, and critical success factors of industry 4.0 in manufacturing and service sector," Technology in Society, Elsevier, vol. 67(C).
    4. Michael Sony & Neeta Baporikar, 2021. "Fallacies in Decision Making From an Asian Perspective," International Journal of Asian Business and Information Management (IJABIM), IGI Global, vol. 12(3), pages 117-132, July.
    5. Fernando Martin-Alcazar & Pedro M. Romero-Fernandez & Gonzalo Sanchez-Gardey, 2012. "Effects of Diversity on Group Decision-Making Processes: The Moderating Role of Human Resource Management," Group Decision and Negotiation, Springer, vol. 21(5), pages 677-701, September.

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