Merit Rating Model Based On Qualification, Scale Of Pay, Experience And Performance In The Scale

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Tamil Nadu, India
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The MROI will be introduced at the company requiring the assistance. The complete profile of the company and all it's employees will be taken in to account. The number of pay scales in the artisan, supervisar, and executive cadre will be screaned, for any rationalisation, with the consent of the managers. List of Top profile of the company including the Directors, will be prepared for introducing the MROI concept in the organisation. Suitable computer programe will be evolved, and submitted to organisation.
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6 months from date of receipt of order


Organisations face problem, while chosing the best amongst the few in service. An objective model is proposed.


Many organizations employing different type of employees face problem while determining the best of the eligible lot, from a group with similar qualification and experience background. Under those conditions, the employer has to make a decision, based on work experience and behavioral aspects, of the employee under consideration. In spite of very careful considerations by the employer, the decision is not being accepted by majority of employees, for the selection process is not totally transparent. A Mathematical model for Merit-Rating individuals, based on educational qualification, experience, performance in the grade, and number of years spent in that particular grade, is suggested, with the advantage of clear interpretation, and easy computerization of the Merit Rating model.

Mq is defined as Maturity quotient of the individual. This is a function of educational qualification value and the number of years spent with that qualification. It changes when the individual betters his qualification, during service to the company. It provides vast opportunity to individual employee, to better his Maturity quotient, while in service. This can be illustrated through an example.

An individual with a pass in tenth standard gets an education quotient as 1. For those who have passed their intermediate examination, they get 3, as they have taken two years after their tenth standard examination. A graduate, having taken two more years, after his Intermediate examination, gets a quotient of 5, which are 2 more to what he got after his intermediate examination. A Post graduate gets a quotient of 7, as he has further spent two more years after his graduation. An Engineering/Medical Graduate gets a quotient of 8, as they have taken 5 years after their intermediate examination. Post graduate in Medicine or Engineering get a quotient of 10, as they have spent two more years after their graduation. Those who have successfully completed their Doctoral thesis (PhD), get a quotient of 12.

Mq = ∑ Eqxn

Mq = Eq1xn1 + Eq2xn2 + Eq3xn3 + Eq4xn4 + Eq5xn5

Mq is a variant depending up on the educational qualification attained and the number of years spent before he enhances his qualification while remaining in the service of the company. A graduate in engineering starts his career in the company with Eq of 8, and after attaining his post graduation his Eq is modified as 10. When he has finished his Doctoral thesis, he gets an Eq of 12. For such a candidate,

His Mq will be = ((8x5+10x5 +12x5) + 150x5 + 150x5) = 1650

Mq is a product of Eq and n, Where Eq is the educational qualification quotient as obtained above, and n is the number of years spent with that qualification.

N is the number of years of service completed by the employee with that Mq in that pay scale

S is the scale quotient, given by the Employer, each higher position moving by a factor of 1, for every scale superior to the existing scale. Let us assume 9 pay scales in the Executive cadre, for one to reach the topmost position of Director, of the company. He gets a scale quotient of 1 during entry, and when he reaches the top, gets a scale quotient of 9.

P is the dynamic performance quotient, given by the Immediate Superior to the employee, which varies every year, depending up on the performance of the individual.

MROI can be obtained from the relationship as below

MROI = ∑ Mq x N x S x P

 = (Mq1 x N1 x S1 x P1) + (Mq2 x N2 x S2 x P2) + (Mq3 x N3 x S3 x P3) +

     (Mq4 x N4 x S4 x P4) + .

Here the MROI is a dynamic model which varies with individual and time dependent. Unlike the routine annual rating of the individuals performance, MROI gives ca cumulative picture of the performance and worthiness. As such MROI will be very useful in determining the best amongst equally qualified people in the organization. It will be useful as a judgment tool to pick the best man for special purpose training at the companys expense.

Mq and P are time-dependent variables and change every year. This has to be taken in to account while computerizing the MROI data of employees. Sequential list of MROI data can be prepared and presented annually. This information being transparent can be displayed and circulated amongst employees.

Let us consider a typical case of a Supervisor, with a Diploma degree in engineering, obtained two years before he joined the company, as a supervisor. His MROI after 6 years of service will be as follows

                Mq     N    S       P


 MROI= (4x2) x 6 x 1 x 0.75 =   36

The Educational qualification quotient is taken as 4, as he has taken 3 years for obtaining the Engineering Diploma, after his Matriculation .The above MROI of the Supervisor, who has spent 6 years of service in the company, is a simple case. The supervisor scale is given a quotient of S=1, assuming there are 5 pay scales in the supervisory cadre.

The Educational qualification quotient Eq varies from a value of 0.1 to 0.9, for those who are Under-Matriculate. Those who have passed first standard getting an Eq of 0.1, and those who have passed ninth standard, getting an Eq of 0.9. An individual, who is seventh standard pass with Eq of 0.7, gets an Eq of 7 after a lapse of 10 years, thereby meaning his Eq is comparable with another individual with Eq of the same value.

Let us consider three similar candidates for Merit Rating from executive cadre. The MRIO of these candidates after a span of 15 years of continuous service, will be

MROI1 = (Eq1Xn1) x N1 x S1 x P1) + (Mq2 x N2 x S2 x P2) + (Mq3 x N3 x S3 x P3)

               = ((8x5) x5x1x0.75)) + ((8x5x5) x5x2x0.75)) + ((8x5x5x5)x5x3x0.75))

                =150 + 1500 + 11250 = 12900 (Graduate in engineering at the intake level)

MROI2 = (Eq2Xn2) x N1 x S1 x P1) + (Mq2 x N2 x S2 x P2) + (Mq3 x N3 x S3 x P3)

               = ((10x5) x5x1x0.75)) + ((10x5x5) x5x2x0.75)) + ((10x5x5)x5x3x0.75))

                =187.50 + 375.0 +562.50 = 1125.0 (Post Graduate in engineering at the intake)

MROI3 = ((Eq2Xn2) + (Eq3Xn3)) x N1 x S1 x P1) + (Mq2 x N2 x S2 x P2) + (Mq3 x N3 x

                  S3 x P3)

               = ((12x5) x5x1x0.75)) + ((12x5) x5x2x0.75)) + ((12x5)x5x3x0.75))

                =225 + 450 + 675 = 1350 (Doctorate in Engineering at the intake level)



The concept can be extended to all categaries of employees in the organisation.