Viewed against the fact that the Public SERVICE has been able to function without using a generally applying job evaluation system before the implementation of the Public Service Regulations, 1999, the need for implementing job evaluation is OFTEN questioned. Job evaluation is being implemented in the Public Service for mainly the following reasons:

1. Emanating from the 1997 and 1998 amendments to the Public Service Act, 1994, a new decentralised approach to work organisation and human resource management, as embodied in the Public Service Regulations, 1999, has been established. Under the Regulations, executing authorities have a far greater degree of autonomy to TAKE decisions on the salaries and GRADING of their employees than was PREVIOUSLY the case. Job evaluation will help ensure that transverse consistency is maintained across the Public Service by providing the framework within which executing authorities should take such decisions.
2. Job evaluation is the main mechanism available to ensure compliance with the principle of equal pay for work of equal value as envisaged in the White Paper on the Transformation of the Public Service.

Viewed against the fact that the Public Service has been able to function without using a generally applying job evaluation system before the implementation of the Public Service Regulations, 1999, the need for implementing job evaluation is often questioned. Job evaluation is being implemented in the Public Service for mainly the following reasons: