Job evaluation research has, to date, focused on the individual as the unit of analysis. After approximately 50 years of study, evidence on the basic assumptions supporting job evaluation is still inconclusive. This study expands the research by employing organizational theory to the topic and studying job evaluation at the group level. Prior work on rational and coalition models of resource allocation is used to develop hypotheses that are tested with six years of job evaluation data from a university. The results support the coalition model and the conclusion that departmental power can affect job evaluation outcomes
