SlideShare a Scribd company logo
Concept of Compensation, Exploring and Defining Compensation Context,
Compensation Dimensions, Concept of Reward and System of Compensating
By Dr. G C Mohanta, BE, MSc (Engg.), MBA, PhD (Mgt.), Professor, Al-Qurmoshi
Institute of Business Management, Hyderabad, India
Introduction
Compensation is a systematic approach to providing monetary value to employees in
exchange for work performed. Compensation may achieve several purposes assisting in
recruitment, job performance, and job satisfaction.
Compensation management, also known as wage and salary administration, remuneration
management, or reward management, is concerned with designing and implementing total
compensation package. The traditional concept of wage and salary administration
emphasized on only determination of wage and salary structures in organizational settings.
However, over the passage of time, many more forms of compensation, entered the business
field which necessitated to take wage and salary administration in comprehensive way with a
suitable change in its nomenclature. Beach has defined wage and salary administration as
follows:
"Wage and salary administration refers to the establishment and implementation of sound
policies and practices of employee compensation. It includes such areas as job evaluation,
surveys of wages and salaries, analysis of relevant organizational problems, development
and maintenance of wage structure, establishing rules for administering wages. Wage
payments, incentives, profit sharing, wage changes and adjustments, supplementary
payments, control of compensation costs and other related items"
Concept of Compensation
The literal meaning of compensation is to counter-balance. In the case of human resource
management, compensation is referred to as money and other benefits received by an
employee for providing services to his employer. Money and benefits received may be in
different forms - base compensation in money form and various benefits, which may be
associated with employee's service to the employer like provident fund, gratuity, and
insurance scheme, and any other payment which the employee receives or benefits he enjoys
in lieu of such payment. Cascio has defined compensation as follows:
"Compensation includes direct cash payments, indirect payments in the form of employee
benefits and incentives to motivate employees to strive for higher levels of productivity”
Exploring and Defining Compensation Context
Compensation Dimensions
Based on above description of compensation, we may identify and define various dimensions
of compensations as follows:
Wage and Salary:
Wage and salary are the most important component of compensation and these are essential
irrespective of the type of organization. Wage is referred to as remuneration to workers
particularly, hourly-rated payment. Salary refers to as remuneration paid to white-collar
employees including managerial personnel. Wages and salary are paid on the basis of fixed
period of time and normally not associated with productivity of an employee at a particular
time.
Incentives:
Incentives are the additional payment to employees besides the payment of wages and
salaries. Often these are linked with productivity, either in terms of higher production or cost
saving or both. These incentives may be given on individual basis or group basis.
Fringe Benefits:
Fringe benefits include such benefits which are provided to the employees either having long-
term impact like provident fund, gratuity, pension; or on occurrence of certain events like
medical benefits, accident relief, health and life insurance; or facilitation in performance of
job like uniforms, Canteens, recreation, etc.
Perquisites:
These are normally provided to managerial personnel either to facilitate their job performance
or to retain them in the organization. Such perquisites include company car, club
membership, free residential accommodation, paid holiday trips, stock options, etc.
Wages:
According to economic theory, wages are defined broadly as any economic compensation
paid by the employer to his labourers under some contract for the services rendered by them.
In its actual sense which is prevalent in the practice, wages are paid to workers which include
basic wages and other allowances which are linked with the wages like dearness allowances,
etc.
Concept of Reward
A reward is an appetitive stimulus given to a human to alter its behavior. Rewards typically
serve as reinforcers. A reinforcer is something that, when presented after a behavior, causes
the probability of that behavior's occurrence to increase. Note that, just because something is
labelled as a reward, it does not necessarily imply that it is a reinforcer. A reward can be
defined as reinforcer only if its delivery increases the probability of a behavior.
Reward or reinforcement is an objective way to describe the positive value that an individual
ascribes to an object, behavioral act or an internal physical state. Primary rewards include
those that are necessary for the survival of species, such as food, sexual contact, or successful
aggression. Secondary rewards derive their value from primary rewards. Money is a good
example. They can be produced experimentally by pairing a neutral stimulus with a known
reward. Things such as pleasurable touch and beautiful music are often said to be secondary
rewards. For example, there is a good deal of evidence that physical contact, as in cuddling
and grooming, is an unlearned or primary reward. Rewards are generally considered more
desirable than punishment in modifying behavior.
System of Compensating
Minimum Wage:
A minimum wage is one which has to be paid by an employer to his workers irrespective of
his ability to pay. According to the above committee,
"Minimum wage is the wage which must provide not only for the bare sustenance of life, but
for the preservation of the efficiency of the workers. For this purpose, minimum wage must
provide some measure of education, medical requirements and amenities. "
Subsequent to the committee's report, Government enacted legal provisions regarding
minimum wages under the Minimum Wages Act. 1948. This Act does not define the concept
of minimum wages but empowers the Central Government as well as State Governments to
fix minimum wages from time to time. Wherever this Act applies, the payment of minimum
wages is mandatory. In 1957, Indian Labour Conference elaborated the concept of fixation of
minimum wages which were termed as need-based minimum wages.
For the calculation of wages, the Conference suggested the following guidelines:
- The standard working class family should be taken to consist of three consumption units for
the earner; the earnings of women, children and adolescents should be disregarded.
- The minimum food requirements should be calculated on the basis of the net intake of 2,700
calories per adult.
- The clothing requirements should be estimated at a per capita consumption of 18 yards per
annum per person.
- In respect of housing, the norms should be the minimum rent charged by the Government in
any area for houses provided under subsidized housing scheme for low-income groups.
- Fuel, lighting and other miscellaneous items of expenditure should constitute 20 per cent of
the total minimum wage.
Living Wage:
Along with the minimum wage the Committee on Fair Wages has given the concept of living
wage which has been defined as follows:
"A living wage is one which should enable the earner to provide for himself and his family
not only the bare essentials of food, clothing and shelter but a measure of frugal comfort
including education for his children, protection against ill-health, requirements of essential
social needs and a measure of insurance against the more important misfortunes including
old age. "
Living wage is more than the concept of minimum wage. Such a wage is determined keeping
in view the national income and paying capacity of industrial sector. The Committee also
observed that since the national income did not support the payment of living wage, it should
be implemented in three phases. In the initial stage the wages to be paid to the entire working
class were to be established and stabilized. In the second phase fair wages were to be
established in the community and industry. In the final phase the working class was to be
paid the living wage.
Fair Wage:
The concept of fair wage is linked with the capacity of the industry to pay. The Committee
has defined fair wage as follows:
"Fair wage is the wage which is above the minimum wage but below the living wage. The
lower limit of the fair wage is obviously the minimum wage: the upper limit is to be set by the
capacity of the industry to pay. "
Thus, fair wage depends on different variables affecting wage determination. Such factors are
labour productivity, prevailing wage rates, the level of national income and its distribution
and the capacity of industry to pay. At present, the concept of fair wages is followed by the
most business organizations.
Methods of Wage Payment:
In devising system of wage determination, the critical question that emerges is whether the
wage will be linked to time spent on the workplace or output achieved during a specified
period. This results into two types of wages: time wage and piece wage. These two basic
systems have their own relative merits and demerits. Sometimes, in order to avoid hardship to
employees, a combination of these two methods is followed to ensure the payment of
minimum wages. This method is known as balance method. Let us see how these methods
work.
Time Wage Method:
In time wage method, the wage is determined on the basis of time worked which may be
hourly, daily, weekly, monthly or any other time base. A worker is paid wage for the time
worked irrespective of his output during that time. Perhaps, this is the oldest and most
prevalent system of wage payment.
Merits of Time Wage:
This method is applied more commonly because it has certain inherent merits which are as
under:
- There are certain jobs in which output within a specified period is not easily measurable,
e.g. the job of a peon. In such a case wage payment is linked to time.
- It is quite easy to understand and calculate the amount of wages to be paid.
- Thus, even an illiterate worker can understand it.
- Both employers and workers know well in advance the amount of wages payable and they
can adjust their budgets accordingly.
- It ensures the payment of regular and specific wages which is beneficial from social point of
view.
- Product/service quality tends to be high as workers are not in hurry to produce more without
regard to quality.
Demerits of Time Wage:
Though adopted more commonly, time wage system suffers from a number of drawbacks and
if the workers are not adequately motivated for higher performance, this system can generate
inefficiency in the following ways:
- Since there is no direct linkage between performance and wages, employees tend to take
easy approach.
- This system does not differentiate between efficient and inefficient workers; gradually,
inefficiency percolates to efficient workers too.
- It de-motivates efficient workers for more output as they are put at par with inefficient ones.
- Labour cost of production becomes difficult to determine in advance because wages are not
linked to output.
- Since productivity is not a criterion for fixing wages. There is a possibility that wrong
employees are placed on the job.
Various merits and demerits of time wage system suggest that this system can be followed in
some jobs but not in all. This system is more suitable in the following situations:
- Where units of output are not measurable precisely like office work.
- Where individual employees do not have direct control on their outputs like assembly work.
- Where quality of work is more pronounced and requires creative imagination like artistic
work.
- Where machinery and raw materials are quite sophisticated which require handling with
utmost care like processing of precious metals.
- Where work is of highly varied nature and standards of outputs cannot be ascertained like
research work.
- Where workers' unions oppose the introduction of piece rate system.
- Where supervision is good and the supervisors can estimate a fair day's work.
Piece Wage Method:
In piece wage method workers are paid wages according to the quantity of output during a
specified period. This may be calculated on the basis of number of units produced or the
completion of a job where output is not measurable in terms of individual units. Piece wage
method too has its own merits and demerits.
Merits of Piece Wage:
Piece wage method has the following merits:
- There is a direct relationship between output and wages which works as a motivating factor
to workers to produce more.
- It differentiates efficient and inefficient workers and provides incentives to inefficient
workers to become efficient.
- This is fair and equitable so far as utilization of human resources is concerned.
- It requires less supervision if there is in-built system for product quality control.
- The organization can estimate its cost of production well in advance because wage cost is
directly proportional to output.
Demerits of Piece Wage:
Piece wage system has the following demerits:
- There is a problem in fixing piece rate in the absence of any standardized procedure.
- There is a tendency on the part of the employers to cut piece rate if workers' earnings are
quite high.
- The method does not ensure minimum wages as output may be adversely affected by factors
beyond control.
- The product quality and machinery conditions are likely to suffer because workers
concentrate more on quantity rather than quality.
- There may be jealousy and interpersonal conflict among workers because of their uneven
earnings at the same workplace.
- Trade unions generally oppose this system because of the fear of discrimination among
workers based on their working.
Various merits and demerits of piece wage system indicate that this system is not suitable for
all conditions but only to specific conditions which are as follows:
- Where the output of each individual worker can be measured precisely.
- Where the quantity of output is a direct result of skills and efforts of individual workers.
- When the flow of work is regular and work interruptions do not occur.
- Where production methods are standardized and job is of repetitive nature.
- Where workmanship is not required.
Balance Method:
Balance method also known as debt method, is essentially a combination of time wage and
piece wage methods. Under this method, a worker is guaranteed a fixed wage based on time
rate with a provision of piece wage method. Thus, if a worker produces more quantity in a
period, usually on weekly or monthly basis, and earns more than his time wage, he is given
credit for additional output which is compensated in another period in which production
quantity falls below the time wage.
This method provides a sense of security to a worker so far as his wage earning is concerned.
At the same time, he is also motivated to produce more because of inclusion of piece wage
system. This method has its relevance in a workplace where the work flow is irregular like
docks.
Factors Affecting Wages:
On the basis of above discussion, we may summarize the factors affecting wage rates as
under:
- Demand for and supply of labour: Demand and supply conditions of labour have
considerable influence on the determination of wage rates.
- If there is a short supply of labour, the wages may be high, whereas if there is no dearth of
labour, the wages tend to be low.
- Labour unions: If the labourers are well organized into strong trade unions, their bargaining
power would be high and they can demand higher rates of wages. On the other hand, if the
labourers are not organized, the management may fix low wages.
- Cost of living: The cost of living of workers also has a strong influence on the rate of wages.
If this factor is not considered, the labourers may not be in a position to make both ends meet
and this will affect their efficiency. Hence progressive employers consider this factor also.
- Prevailing wage rates: Prevailing wages in a particular industry are also taken into account
by the employers while deciding wage levels for their employees. By considering the
prevailing wage level, employers will come reasonable close to the wage level of
competitors, and this will enable them to retain and attract qualified workers to the
organizations.
- Ability to pay: The wage level, to a large extent, is determined by the ability of the
enterprise to pay its workers. The ability to pay in turn is determined by the profit-earning
capacity of the enterprise.
- Job requirements: Job requirements are also an important factor affecting wages. Jobs
requiring specialized knowledge or involving much mental or manual effort are priced higher
than those which are light or which do not need any specialized knowledge.
- State regulation: State regulation is another important factor influencing wage rates. As the
State assumes responsibility for safeguarding the interest of citizens, it has to step in to
regulate the wage rates of labourers through legislative measures.
- Increment system: In some organizations wages automatically increase annually at a
prescribed rate without any relation to workers’ performance. In some other organizations
annual increases based on merit. Thus, the prevailing system of granting increments also
affects wages.
Incentives:
‘Incentive’ may be defined as any reward of benefit given to the employee over and above his
wage or salary with a view to motivating him to excel in his work. Incentives include both
monetary as well as non-monetary rewards. A scheme of incentive is a plan to motivate
individual or group performance. The following are some of the definitions of the term
‘Incentive’:
- “Wage incentives are extra financial motivation. They are designed to stimulate human
effort by rewarding the person, over and above the time rated remuneration, for
improvements in the present or targeted results” – The National Commission on Labour.
- “It refers to all the plans that provide extra pay for extra performance in addition to regular
wages for a job” – Hummel and Nickerson.
- “It is any formal and announced programme under which the income of an individual, a
small group, a plant work force or all the employees of a firm are partially or wholly related
to some measure of productivity output” – Scott.
Need for incentive:
It is true that monetary compensation does constitute very important reason for the working
of an employee. But this compensation alone cannot bring job satisfaction to the workers.
One cannot expect effective performance from a worker who is dissatisfied with its job, even
if he is well paid. Sociologists and industrial psychologists also view that the financial aspect
is not the only dominant motivating force. Confidence in the management, pride in the job
and in firm and concern for the overall good cannot be brought by a bonus. Hence the modern
authorities on management science have recognized the need for the provision of incentives
to build up good morale.
Incentives for work:
Incentives can take any form. According to Z. Clark Dickinson the important incentives for
work can be listed as follows:
- Desire for livelihood and fear of want.
- Desire for approval of master and fear of punishment.
- Desire for praise and fear of being dismissed.
- Impulse to activity or joy in work and dislike of inactivity.
- The moral command and fear of conscience.
Robert E. Salton has mentioned the following nine factors as the Motives for work:
- Doing something worthwhile (Good).
- Trust in leadership.
- Doing my share (Participation)
- I count for something (Recognition).
- A decent living (Fair Wages).
- A chance to get somewhere (Opportunity).
- A safe future (Security).
- Know what’s going on (Communication).
- Conditions at work (Environment)
Classification of Incentives:
All forms of incentives can be broadly classified into two kinds namely,
- Financial Incentives, and
- Non-financial Incentives.
Financial Incentives
Financial incentives or pecuniary incentives are the most original of all the incentives. It is
given in the form of money. The financial incentives still form the most important
influencing and motivating factor up to a certain limit. Because it is only by virtue of the
monetary compensation that the workers can satisfy their fundamental needs such as food,
clothing, shelter, etc. The financial incentives may be either direct or indirect. Direct
incentives include wages, bonus and other incentives directly given to the workers in the
form of cash. Indirect financial incentives include subsistence allowance expenses, medical
expenses etc.
Other Incentives:
Other incentives like quick promotion, provisions of facilities for development and training,
provision of labour welfare, amenities, etc. also have a significant role to play in motivating
the employees.
Merits of Incentives
The following are the advantages derived by providing incentives to employees:
Higher output:
By providing incentives to his employees, the employer is able to induce them to work better.
This leads to higher output.
Greater profits:
Needless to say, higher output results in greater profits for the business. This happens in two
ways. First, the cost per unit becomes less and second, the enterprise is able to keep the
selling price low and this result in greater sales.
No problem of idle time:
In an organization where no proper incentives are available for the workers, the tendency will
be to kill the time. When suitable incentives are available, the workers become time
conscious; they begin to see every minute in terms of money.
Supervision does not pose any problem:
When suitable incentives are available, the workers become duty conscious; the need for
close supervision, thus, does not arise.
Efficient workers are able to earn more:
Such of those workers who are highly efficient are able to earn more by way of performance
bonus, higher commission and so on.
Possible to identify inefficient and dull workers:
If, in spite of the incentive schemes, some workers are able to earn only their normal wage, it
should mean that they are basically dull. The employer, therefore, has to decide whether to
retain them or subject them to rigorous training.
Rate of labour turnover is bound to be low:
If adequate incentives are available to the workers, they may not have a feeling of
dissatisfaction. Such workers are sure to have greater work commitment and therefore may
not leave the organization. The rate of labour turnover, as a result, is bound to be low.
Reduction in complaints and grievances:
As the organization makes available suitable incentives to the workers, they may not have
anything to complain about. This leads to reduction in complaints and grievances.
Problems arising out of incentives
The following problems are bound to arise while implementing an incentive plan:
Quality of work may suffer:
The workers, those in the production department in particular, may give undue importance to
the quantity of output produced neglecting the quality of output. Such a problem can be
overcome only if the organization has a perfect system of quality control.
Inter-personnel relationships may suffer:
Only those employees who are really efficient will be benefited out of incentives. This may
promote ill feelings among the employees of an organization.
Wear and tear of machines may be more:
As the employees are keen on increasing the output all the time, they may handle the
machines carelessly. This increases the wear and tear of machines.
Health of the workers may get affected:
Some workers tend to overwork in order to earn more and this may affect their health.
Increase in accidents:
There is always a preference to step up output disregarding even safety regulations and this
may increase the rate of accidents in the workplace.
Increase in paper work:
Proper administration of any incentive scheme involves lot of paper work. It necessitates the
maintenance of proper records and books.
Requirements of a sound incentive plan:
A good incentive plan shall fulfil the following requirements:
Trust and confidence:
The success of any incentive plan depends on the existence of an atmosphere of trust and
confidence between the workers and the management. In the absence of such an atmosphere,
the workers may resist any such proposal by the management.
Consensus required:
The management should not take a unilateral decision while evolving an incentive scheme.
Consensus between the workers and the management is necessary for the success of the plan.
Assured minimum wage:
Payment to any worker should not be totally related to his performance. Every worker should
be assured of a minimum wage notwithstanding performance. Only then the workers would
have a sense of security.
No scope for bias or favouritism:
The standards set under the incentive plan should be based on objective analysis. It should
not expect too much out of the employee nor should it give scope for bias or favouritism.
Simple to operate:
The incentive plan should not involve tedious calculations. It should be so simple that the
worker will be in a position to work out his total earnings himself.
Beneficial to both the workers and the management:
The incentive plan should be beneficial to both the workers and the management. From the
management's point of view, it should be cost effective. From the workers' point of view, it
should offer return, at a rate higher than the normal rate of wages, for the extra efforts made
by them.
Sound system of evaluation:
A perfect system of evaluating the employee’s performance should be created in the
organization. The results of evaluation should be made known to the employees at the
earliest.
Redressing grievances:
Grievances and complaints are bound to arise whenever any incentive plan is in vogue in the
organization. Proper machinery should be installed for the quick handling of all such
complaints.
Review:
The progress of the incentive scheme should be periodically reviewed. Only then it would be
possible to notice and remove defects, if any, in the plan.
Fringe Benefits
The fringe benefits are categorized as follows:
- Payment for time not worked: Benefits under this category include - sick leave with pay,
vacation pay, paid rest and relief time, paid lunch periods, grievance time, bargaining time,
travel time, etc.
- Extra pay for time worked: This category covers the benefits such as - premium pay,
incentive bonus, shift premium, old age insurance, profit sharing, unemployment
compensation, Christmas bonus, Deewali or Pooja bonus, food cost subsidy, housing subsidy,
recreation.
Organizations provide a variety of fringe benefits. The fringe benefits are classified under
four heads as given here under:
Employment Security:
Benefits under this head include unemployment insurance, technological adjustment pay,
leave travel pay, overtime pay, leave for negotiation, leave for maternity, leave for
grievances, holidays, cost of living bonus, call-back pay, retiring rooms, jobs to the
sons/daughters of the employees and the like.
Health Protection:
Benefits under this head include accident insurance, disability insurance, health insurance,
hospitalization, life insurance, medical care, sick benefits, sick leave, etc.
Old Age and Retirement:
Benefits under this category include: deferred income plans, pension, gratuity, provident
fund, old age assistance, old age counselling, medical benefits for retired employees,
travelling concession to retired employees, jobs to sons/daughters of the deceased employee
and the like.
Personnel Identification, Participation and Stimulation:
This category covers the following benefits: anniversary awards, attendance bonus, canteen,
cooperative credit societies, educational facilities, beauty parlour services, housing, income
tax aid, counselling, quality bonus, recreational programs, stress counselling, safety measures
etc.
Employee Security:
Physical and job security to the employee should also be provided with a view to promoting
security to the employee and his family members. The benefit of confirmation of the
employee on the job creates a sense of job security. Further a minimum and continuous wage
or salary gives a sense of security to the life.
Retrenchment Compensation:
The Industrial Disputes Act, 1947 provides for the payment of compensation in case of lay-
off and retrenchment. The non-seasonal industrial establishments employing 50 or more
workers have to give one month’s notice or one month’s wages to all the workers who are
retrenched after one year’s continuous service. The compensation is paid at the rate of 15
days wage for every completed year of service with a maximum of 45 days wage in a year.
Workers are eligible for compensation as stated above even in case of closing down of
undertakings.
Lay-off Compensation:
In case of lay-off, employees are entitled to lay-off compensation at the rate of 50% of the
total of the basic wage and dearness allowance for the period of their lay-off except for
weekly holidays. Lay-off compensation can normally be paid up to 45 days in a year.
Safety and Health:
Employee’s safety and health should be taken care of in order to protect the employee against
accidents, unhealthy working conditions and to protect worker’s capacity. In India, the
Factories Act, 1948, stipulated certain requirements regarding working conditions with a
view to provide safe working environment. These provisions relate to cleanliness, disposal of
waste and effluents, ventilation and temperature, dust and fume, artificial humidification,
over-crowding, lighting, drinking water, latrine urinals, and spittoons.
Provisions relating to safety measures include fencing of machinery, work on or near
machinery in motion, employment of young person on dangerous machines, striking gear and
devices for cutting off power, self-acting machines, easing of new machinery, prohibition of
employment of women and children near cotton openers, hoists and lifts, lifting machines,
chains ropes and lifting tackles, revolving machinery, pressure plant, floors, excessive
weights, protection of eyes, precautions against dangerous fumes, explosive or inflammable
dust, gas, etc. Precautions in case of fire, power to require specifications of defective parts of
test of stability, safety of buildings and machinery, etc.
Objectives of Fringe Benefits:
The view point of employers is that fringe benefits form an important part of employee
incentives to obtain their loyalty and retaining them. The important objectives of fringe
benefits are:
- To create and improve sound industrial relations.
- To boost up employee morale.
- To motivate the employees by identifying and satisfying their unsatisfied needs.
- To provide qualitative work environment and work life.
- To provide security to the employees against social risks like old age benefits and maternity
benefits.
- To protect the health of the employees and to provide safety to the employees against
accidents.
- To promote employee’s welfare by providing welfare measures like recreation facilities.
- To create a sense of belongingness among employees and to retain them. Hence, fringe
benefits are called golden hand-cuffs.
- To meet requirements of various legislations relating to fringe benefits.
Need for Extending Benefits to Employees:
- Rising prices and cost of living has brought about incessant demand for provision of extra
benefit to the employees.
- Employers too have found that fringe benefits present attractive areas of negotiation when
large wage and salary increases are not feasible.
- As organizations have developed the elaborate fringe benefits programs for their employees,
greater pressure has been placed upon competing organizations to match these benefits in
order to attract and keep employees.
- Recognition that fringe benefits are non-taxable rewards has been major stimulus to their
expansion.
- Rapid industrialization, increasingly heavy urbanization and the growth of a capitalistic
economy have made it difficult for most employees to protect themselves against the adverse
impact of these developments. Since it was workers who are responsible for production, it
was held that employers should accept responsibility for meeting some of the needs of their
employees. As a result, some benefits-and-services programs were adopted by employers.
- The growing volume of labour legislation, particularly social security legislation, made it
imperative for employers to share equally with their employees the cost of old age, survivor
and disability benefits.
- The growth and strength of trade unions has substantially influenced the growth of company
benefits and services.
- Labour scarcity and competition for qualified personnel has led to the initiation, evolution
and implementation of a number of compensation plans.
- The management has increasingly realized its responsibility towards its employees and has
come to the conclusion that the benefits of increase in productivity resulting from increasing
industrialization should go, at least partly, to the employees who are responsible for it, so that
they may be protected against the insecurity arising from unemployment, sickness, injury and
old age. Company benefits-and-services programs are among some of the mechanisms which
managers use to supply this security.

More Related Content

What's hot

Adopting an investment prespective 1
Adopting an investment prespective 1Adopting an investment prespective 1
Adopting an investment prespective 1
ISAAC Jayant
 
Quality of work life ppt
Quality of work life pptQuality of work life ppt
Employee retention (HR topic)
Employee retention (HR topic)Employee retention (HR topic)
Employee retention (HR topic)
Rämäwätär Täwäniýä
 
Competency based pay small ppt
Competency based pay small pptCompetency based pay small ppt
Competency based pay small ppt
Purvesh Shah
 
Wages and Salaries Administration
Wages and Salaries AdministrationWages and Salaries Administration
Wages and Salaries Administration
iamlessa
 
Evolution of hrm
Evolution of hrmEvolution of hrm
Evolution of hrm
Karthik Ram
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Compensation management
Compensation managementCompensation management
Compensation management
shyamasundar Tripathy
 
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
ADITYA .
 
Human resource evaluation
Human resource evaluationHuman resource evaluation
Human resource evaluation
Sumit Yadav
 
Pay For Performance ppt
Pay For Performance pptPay For Performance ppt
Pay For Performance ppt
Rahul Gulaganji
 
HR Supply forecasting
HR Supply forecastingHR Supply forecasting
HR Supply forecasting
Sajna Fathima
 
Promotion, Transfer And Seperation
Promotion, Transfer And SeperationPromotion, Transfer And Seperation
Promotion, Transfer And Seperation
Anubha Rastogi
 
PowerPoint presentation on Variable Pay
 PowerPoint presentation on Variable Pay  PowerPoint presentation on Variable Pay
PowerPoint presentation on Variable Pay
Viren Patwa
 
Hrm Wage Salary Administration
Hrm Wage Salary AdministrationHrm Wage Salary Administration
Hrm Wage Salary Administration
ajithsrc
 
Wage and salary administration
Wage and salary administrationWage and salary administration
Wage and salary administration
Sakir Khan
 
3 p compensation concept
3 p compensation concept3 p compensation concept
Compensation Strategy
Compensation StrategyCompensation Strategy
Compensation Strategy
CreativeHRM
 
Compensation
CompensationCompensation
Compensation
Ujjwal 'Shanu'
 
Compensation structure
Compensation structureCompensation structure
Compensation structure
Divya Parmar
 

What's hot (20)

Adopting an investment prespective 1
Adopting an investment prespective 1Adopting an investment prespective 1
Adopting an investment prespective 1
 
Quality of work life ppt
Quality of work life pptQuality of work life ppt
Quality of work life ppt
 
Employee retention (HR topic)
Employee retention (HR topic)Employee retention (HR topic)
Employee retention (HR topic)
 
Competency based pay small ppt
Competency based pay small pptCompetency based pay small ppt
Competency based pay small ppt
 
Wages and Salaries Administration
Wages and Salaries AdministrationWages and Salaries Administration
Wages and Salaries Administration
 
Evolution of hrm
Evolution of hrmEvolution of hrm
Evolution of hrm
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
 
Compensation management
Compensation managementCompensation management
Compensation management
 
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
HUMAN RESOURCE MANAGEMENT (OBJECTIVE & FUNCTION)
 
Human resource evaluation
Human resource evaluationHuman resource evaluation
Human resource evaluation
 
Pay For Performance ppt
Pay For Performance pptPay For Performance ppt
Pay For Performance ppt
 
HR Supply forecasting
HR Supply forecastingHR Supply forecasting
HR Supply forecasting
 
Promotion, Transfer And Seperation
Promotion, Transfer And SeperationPromotion, Transfer And Seperation
Promotion, Transfer And Seperation
 
PowerPoint presentation on Variable Pay
 PowerPoint presentation on Variable Pay  PowerPoint presentation on Variable Pay
PowerPoint presentation on Variable Pay
 
Hrm Wage Salary Administration
Hrm Wage Salary AdministrationHrm Wage Salary Administration
Hrm Wage Salary Administration
 
Wage and salary administration
Wage and salary administrationWage and salary administration
Wage and salary administration
 
3 p compensation concept
3 p compensation concept3 p compensation concept
3 p compensation concept
 
Compensation Strategy
Compensation StrategyCompensation Strategy
Compensation Strategy
 
Compensation
CompensationCompensation
Compensation
 
Compensation structure
Compensation structureCompensation structure
Compensation structure
 

Viewers also liked

Human Resource Management: Reward and compensation
Human Resource Management: Reward and compensationHuman Resource Management: Reward and compensation
Human Resource Management: Reward and compensation
Reefear Ajang
 
Wage and Salary Administration
Wage and Salary AdministrationWage and Salary Administration
Grievance procedure -
Grievance procedure   -Grievance procedure   -
Grievance procedure -
Mohd.Hanifah Sultan
 
Behavioral theory – wage theories compensation management - Manu Melwin Joy
Behavioral theory – wage theories   compensation management - Manu Melwin JoyBehavioral theory – wage theories   compensation management - Manu Melwin Joy
Behavioral theory – wage theories compensation management - Manu Melwin Joy
manumelwin
 
Establishing a pay structure
Establishing a pay structureEstablishing a pay structure
Establishing a pay structure
Shayal Devi
 
HR policies
HR policiesHR policies
HR policies
Prerna Toshniwal
 
Wage theories
Wage theoriesWage theories
Wage theories
Anshu Kamboj
 
New flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR DirectorsNew flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR Directors
The Legal Partners
 
Handling an employee grievance - 5 key steps for HR Directors and employers
Handling an employee grievance - 5 key steps for HR Directors and employersHandling an employee grievance - 5 key steps for HR Directors and employers
Handling an employee grievance - 5 key steps for HR Directors and employers
The Legal Partners
 
UNIT 1, HRM CONCEPTS
UNIT 1, HRM CONCEPTSUNIT 1, HRM CONCEPTS
UNIT 1, HRM CONCEPTS
Priya Krishnani
 
The basic components of employee compensation and benefits
The basic components of employee compensation and benefitsThe basic components of employee compensation and benefits
The basic components of employee compensation and benefits
hiya1
 
Human resource accounting (1)
Human resource accounting (1)Human resource accounting (1)
Human resource accounting (1)
onlinestudyalerts
 
Non financial compensation system
Non financial compensation systemNon financial compensation system
Compensation system
Compensation systemCompensation system
Compensation system
Muhammad Rehman
 
Impact of non financial rewards on motivation
Impact of non financial rewards on motivationImpact of non financial rewards on motivation
Impact of non financial rewards on motivation
vineeta vatsa
 
Non monetary non-financial incentives - compensation management - Manu Melwin...
Non monetary non-financial incentives - compensation management - Manu Melwin...Non monetary non-financial incentives - compensation management - Manu Melwin...
Non monetary non-financial incentives - compensation management - Manu Melwin...
manumelwin
 
Benefits, nonfinancial rewards, and other compensation
Benefits, nonfinancial rewards, and other compensationBenefits, nonfinancial rewards, and other compensation
Benefits, nonfinancial rewards, and other compensation
Emran Habeeb
 
Financial and non financial motivation
Financial and non financial motivationFinancial and non financial motivation
Financial and non financial motivation
sarameeajan
 
Hra
HraHra
Training process
Training processTraining process
Training process
Manickam Gajapathy
 

Viewers also liked (20)

Human Resource Management: Reward and compensation
Human Resource Management: Reward and compensationHuman Resource Management: Reward and compensation
Human Resource Management: Reward and compensation
 
Wage and Salary Administration
Wage and Salary AdministrationWage and Salary Administration
Wage and Salary Administration
 
Grievance procedure -
Grievance procedure   -Grievance procedure   -
Grievance procedure -
 
Behavioral theory – wage theories compensation management - Manu Melwin Joy
Behavioral theory – wage theories   compensation management - Manu Melwin JoyBehavioral theory – wage theories   compensation management - Manu Melwin Joy
Behavioral theory – wage theories compensation management - Manu Melwin Joy
 
Establishing a pay structure
Establishing a pay structureEstablishing a pay structure
Establishing a pay structure
 
HR policies
HR policiesHR policies
HR policies
 
Wage theories
Wage theoriesWage theories
Wage theories
 
New flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR DirectorsNew flexible working laws made easy - a guide for Employers, HR Directors
New flexible working laws made easy - a guide for Employers, HR Directors
 
Handling an employee grievance - 5 key steps for HR Directors and employers
Handling an employee grievance - 5 key steps for HR Directors and employersHandling an employee grievance - 5 key steps for HR Directors and employers
Handling an employee grievance - 5 key steps for HR Directors and employers
 
UNIT 1, HRM CONCEPTS
UNIT 1, HRM CONCEPTSUNIT 1, HRM CONCEPTS
UNIT 1, HRM CONCEPTS
 
The basic components of employee compensation and benefits
The basic components of employee compensation and benefitsThe basic components of employee compensation and benefits
The basic components of employee compensation and benefits
 
Human resource accounting (1)
Human resource accounting (1)Human resource accounting (1)
Human resource accounting (1)
 
Non financial compensation system
Non financial compensation systemNon financial compensation system
Non financial compensation system
 
Compensation system
Compensation systemCompensation system
Compensation system
 
Impact of non financial rewards on motivation
Impact of non financial rewards on motivationImpact of non financial rewards on motivation
Impact of non financial rewards on motivation
 
Non monetary non-financial incentives - compensation management - Manu Melwin...
Non monetary non-financial incentives - compensation management - Manu Melwin...Non monetary non-financial incentives - compensation management - Manu Melwin...
Non monetary non-financial incentives - compensation management - Manu Melwin...
 
Benefits, nonfinancial rewards, and other compensation
Benefits, nonfinancial rewards, and other compensationBenefits, nonfinancial rewards, and other compensation
Benefits, nonfinancial rewards, and other compensation
 
Financial and non financial motivation
Financial and non financial motivationFinancial and non financial motivation
Financial and non financial motivation
 
Hra
HraHra
Hra
 
Training process
Training processTraining process
Training process
 

Similar to Concept of compensation and reward, compensation dimensions, system of compensating

Concept of compensation reward compensation dimensions system of compensating
Concept of compensation reward compensation dimensions system of compensatingConcept of compensation reward compensation dimensions system of compensating
Concept of compensation reward compensation dimensions system of compensating
Divya Pachchigar
 
Compensation Management 1
Compensation Management 1Compensation Management 1
Compensation Management 1
s bhaumik
 
"Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM...
"Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM..."Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM...
"Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM...
AMU
 
75978038 compensation-management
75978038 compensation-management75978038 compensation-management
75978038 compensation-management
chiracks
 
Wage & Salary Administration class 2
Wage & Salary Administration class 2Wage & Salary Administration class 2
Wage & Salary Administration class 2
Anantha Bellary
 
Compensation administration
Compensation administrationCompensation administration
Compensation administration
shweta_srivastava
 
Unit 1 Compensation and Benefit analysis
Unit 1 Compensation and Benefit analysisUnit 1 Compensation and Benefit analysis
Unit 1 Compensation and Benefit analysis
HimanshuVaishnaw1
 
Compensation & Benefits Management Module 2.pdf
Compensation & Benefits Management Module 2.pdfCompensation & Benefits Management Module 2.pdf
Compensation & Benefits Management Module 2.pdf
Jayanti Pande
 
Compensation Administration
Compensation AdministrationCompensation Administration
Compensation Administration
Atul Chanodkar
 
Compensation management1
Compensation management1Compensation management1
Compensation management1
Dreams Design
 
Compensation Management
Compensation ManagementCompensation Management
Compensation Management
Ms. Shery Asthana
 
Viru proj
Viru projViru proj
Viru proj
Irfan Ahmed
 
Compensation management
Compensation managementCompensation management
Compensation management
shyamasundar Tripathy
 
compnsation c-1 2015.pptx
compnsation c-1 2015.pptxcompnsation c-1 2015.pptx
compnsation c-1 2015.pptx
DejeneDay
 
Chapter11-wages-theories.pptx
Chapter11-wages-theories.pptxChapter11-wages-theories.pptx
Chapter11-wages-theories.pptx
ROLYN9
 
Compensation system
Compensation systemCompensation system
Compensation system
huda7499
 
Compensation & Salary Administration by Raja Rao Pagidipalli
Compensation & Salary Administration by Raja Rao PagidipalliCompensation & Salary Administration by Raja Rao Pagidipalli
Compensation & Salary Administration by Raja Rao Pagidipalli
Raja Ramesh
 
Compensation and performance management
Compensation and performance managementCompensation and performance management
Compensation and performance management
chatwijustin5010
 
4.4 wage and wage incentive plans
4.4 wage and wage incentive plans4.4 wage and wage incentive plans
4.4 wage and wage incentive plans
Mudit M. Saxena
 
Module 1 (2nd part)
Module 1 (2nd part)Module 1 (2nd part)
Module 1 (2nd part)
Binty Agarwal
 

Similar to Concept of compensation and reward, compensation dimensions, system of compensating (20)

Concept of compensation reward compensation dimensions system of compensating
Concept of compensation reward compensation dimensions system of compensatingConcept of compensation reward compensation dimensions system of compensating
Concept of compensation reward compensation dimensions system of compensating
 
Compensation Management 1
Compensation Management 1Compensation Management 1
Compensation Management 1
 
"Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM...
"Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM..."Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM...
"Wages , Salary , Administration Perks and fringe Benefits in the Area of HRM...
 
75978038 compensation-management
75978038 compensation-management75978038 compensation-management
75978038 compensation-management
 
Wage & Salary Administration class 2
Wage & Salary Administration class 2Wage & Salary Administration class 2
Wage & Salary Administration class 2
 
Compensation administration
Compensation administrationCompensation administration
Compensation administration
 
Unit 1 Compensation and Benefit analysis
Unit 1 Compensation and Benefit analysisUnit 1 Compensation and Benefit analysis
Unit 1 Compensation and Benefit analysis
 
Compensation & Benefits Management Module 2.pdf
Compensation & Benefits Management Module 2.pdfCompensation & Benefits Management Module 2.pdf
Compensation & Benefits Management Module 2.pdf
 
Compensation Administration
Compensation AdministrationCompensation Administration
Compensation Administration
 
Compensation management1
Compensation management1Compensation management1
Compensation management1
 
Compensation Management
Compensation ManagementCompensation Management
Compensation Management
 
Viru proj
Viru projViru proj
Viru proj
 
Compensation management
Compensation managementCompensation management
Compensation management
 
compnsation c-1 2015.pptx
compnsation c-1 2015.pptxcompnsation c-1 2015.pptx
compnsation c-1 2015.pptx
 
Chapter11-wages-theories.pptx
Chapter11-wages-theories.pptxChapter11-wages-theories.pptx
Chapter11-wages-theories.pptx
 
Compensation system
Compensation systemCompensation system
Compensation system
 
Compensation & Salary Administration by Raja Rao Pagidipalli
Compensation & Salary Administration by Raja Rao PagidipalliCompensation & Salary Administration by Raja Rao Pagidipalli
Compensation & Salary Administration by Raja Rao Pagidipalli
 
Compensation and performance management
Compensation and performance managementCompensation and performance management
Compensation and performance management
 
4.4 wage and wage incentive plans
4.4 wage and wage incentive plans4.4 wage and wage incentive plans
4.4 wage and wage incentive plans
 
Module 1 (2nd part)
Module 1 (2nd part)Module 1 (2nd part)
Module 1 (2nd part)
 

More from Al-Qurmoshi Institute of Business Management, Hyderabad

Building Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C MohantaBuilding Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Seniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C MohantaSeniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Person Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C MohantaPerson Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C MohantaLinking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Incentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C MohantaIncentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Establishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C MohantaEstablishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C Mohanta
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
System of compensating
System of compensatingSystem of compensating
Role of compensation in organisation
Role of compensation in organisationRole of compensation in organisation
Role of compensation in organisation
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Concept of reward and total reward system
Concept of reward and total reward systemConcept of reward and total reward system
Concept of reward and total reward system
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Concept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation contextConcept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation context
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Compensation for Indian Central Government Employees
Compensation for Indian Central Government EmployeesCompensation for Indian Central Government Employees
Compensation for Indian Central Government Employees
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Building market competitive compensation system
Building market competitive compensation systemBuilding market competitive compensation system
Building market competitive compensation system
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Aligning compensation strategy with business strategy & HR strategy and Senio...
Aligning compensation strategy with business strategy & HR strategy and Senio...Aligning compensation strategy with business strategy & HR strategy and Senio...
Aligning compensation strategy with business strategy & HR strategy and Senio...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
Role of Compensation in Organisation, Non-financial Compensation System and C...
Role of Compensation in Organisation, Non-financial Compensation System and C...Role of Compensation in Organisation, Non-financial Compensation System and C...
Role of Compensation in Organisation, Non-financial Compensation System and C...
Al-Qurmoshi Institute of Business Management, Hyderabad
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
Al-Qurmoshi Institute of Business Management, Hyderabad
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
Al-Qurmoshi Institute of Business Management, Hyderabad
 

More from Al-Qurmoshi Institute of Business Management, Hyderabad (20)

Building Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C MohantaBuilding Internally Consistent Compensation System by Dr. G C Mohanta
Building Internally Consistent Compensation System by Dr. G C Mohanta
 
Seniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C MohantaSeniority & Longevity Pay by Dr. G C Mohanta
Seniority & Longevity Pay by Dr. G C Mohanta
 
Person Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C MohantaPerson Focus to Pay by Dr. G C Mohanta
Person Focus to Pay by Dr. G C Mohanta
 
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C MohantaLinking Merit Pay with Competitive Strategy by Dr. G C Mohanta
Linking Merit Pay with Competitive Strategy by Dr. G C Mohanta
 
Incentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C MohantaIncentive Pay and Team Based Pay by Dr. G C Mohanta
Incentive Pay and Team Based Pay by Dr. G C Mohanta
 
Establishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C MohantaEstablishing Pay Plans by Dr. G C Mohanta
Establishing Pay Plans by Dr. G C Mohanta
 
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
Aligning Compensation Strategy with HR Strategy & Business Strategy by Dr. G ...
 
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...Aligning compensation strategy with hr strategy & business strategy by dr. g ...
Aligning compensation strategy with hr strategy & business strategy by dr. g ...
 
System of compensating
System of compensatingSystem of compensating
System of compensating
 
Role of compensation in organisation
Role of compensation in organisationRole of compensation in organisation
Role of compensation in organisation
 
Concept of reward and total reward system
Concept of reward and total reward systemConcept of reward and total reward system
Concept of reward and total reward system
 
Concept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation contextConcept of compensation, exploring & defining compensation context
Concept of compensation, exploring & defining compensation context
 
Compensation for Indian Central Government Employees
Compensation for Indian Central Government EmployeesCompensation for Indian Central Government Employees
Compensation for Indian Central Government Employees
 
Building market competitive compensation system
Building market competitive compensation systemBuilding market competitive compensation system
Building market competitive compensation system
 
Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions Building pay structures that recognise individual contributions
Building pay structures that recognise individual contributions
 
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
Linking merit pay with competitive strategy, Person focus to pay, Incentive p...
 
Aligning compensation strategy with business strategy & HR strategy and Senio...
Aligning compensation strategy with business strategy & HR strategy and Senio...Aligning compensation strategy with business strategy & HR strategy and Senio...
Aligning compensation strategy with business strategy & HR strategy and Senio...
 
Role of Compensation in Organisation, Non-financial Compensation System and C...
Role of Compensation in Organisation, Non-financial Compensation System and C...Role of Compensation in Organisation, Non-financial Compensation System and C...
Role of Compensation in Organisation, Non-financial Compensation System and C...
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
 
New trends in compensation management
New trends in compensation managementNew trends in compensation management
New trends in compensation management
 

Recently uploaded

欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
valvereliz227
 
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdfRegistered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
dazzjoker
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
Adnet Communications
 
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium PresentationKirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
taqyea
 
Science Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around UsScience Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around Us
PennapaKeavsiri
 
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineEllen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
CIOWomenMagazine
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
obriengroupinc04
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
jeffkluth1
 
Business storytelling: key ingredients to a story
Business storytelling: key ingredients to a storyBusiness storytelling: key ingredients to a story
Business storytelling: key ingredients to a story
Alexandra Fulford
 
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
ZevinAttisha
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
taqyea
 
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
concepsionchomo153
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
Arijit Dutta
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
my Pandit
 
DearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUniDearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUni
katiejasper96
 

Recently uploaded (20)

欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
 
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdfRegistered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
 
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium PresentationKirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
 
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
一比一原版(QMUE毕业证书)英国爱丁堡玛格丽特女王大学毕业证文凭如何办理
 
Science Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around UsScience Around Us Module 2 Matter Around Us
Science Around Us Module 2 Matter Around Us
 
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineEllen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
 
Business storytelling: key ingredients to a story
Business storytelling: key ingredients to a storyBusiness storytelling: key ingredients to a story
Business storytelling: key ingredients to a story
 
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
Dpboss Matka Guessing Satta Matta Matka Kalyan panel Chart Indian Matka Dpbos...
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
 
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
一比一原版新西兰奥塔哥大学毕业证(otago毕业证)如何办理
 
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
 
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
 
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
 
DearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUniDearbornMusic-KatherineJasperFullSailUni
DearbornMusic-KatherineJasperFullSailUni
 

Concept of compensation and reward, compensation dimensions, system of compensating

  • 1. Concept of Compensation, Exploring and Defining Compensation Context, Compensation Dimensions, Concept of Reward and System of Compensating By Dr. G C Mohanta, BE, MSc (Engg.), MBA, PhD (Mgt.), Professor, Al-Qurmoshi Institute of Business Management, Hyderabad, India Introduction Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Compensation management, also known as wage and salary administration, remuneration management, or reward management, is concerned with designing and implementing total compensation package. The traditional concept of wage and salary administration emphasized on only determination of wage and salary structures in organizational settings. However, over the passage of time, many more forms of compensation, entered the business field which necessitated to take wage and salary administration in comprehensive way with a suitable change in its nomenclature. Beach has defined wage and salary administration as follows: "Wage and salary administration refers to the establishment and implementation of sound policies and practices of employee compensation. It includes such areas as job evaluation, surveys of wages and salaries, analysis of relevant organizational problems, development and maintenance of wage structure, establishing rules for administering wages. Wage payments, incentives, profit sharing, wage changes and adjustments, supplementary payments, control of compensation costs and other related items" Concept of Compensation The literal meaning of compensation is to counter-balance. In the case of human resource management, compensation is referred to as money and other benefits received by an employee for providing services to his employer. Money and benefits received may be in different forms - base compensation in money form and various benefits, which may be associated with employee's service to the employer like provident fund, gratuity, and insurance scheme, and any other payment which the employee receives or benefits he enjoys in lieu of such payment. Cascio has defined compensation as follows: "Compensation includes direct cash payments, indirect payments in the form of employee benefits and incentives to motivate employees to strive for higher levels of productivity” Exploring and Defining Compensation Context Compensation Dimensions Based on above description of compensation, we may identify and define various dimensions of compensations as follows: Wage and Salary:
  • 2. Wage and salary are the most important component of compensation and these are essential irrespective of the type of organization. Wage is referred to as remuneration to workers particularly, hourly-rated payment. Salary refers to as remuneration paid to white-collar employees including managerial personnel. Wages and salary are paid on the basis of fixed period of time and normally not associated with productivity of an employee at a particular time. Incentives: Incentives are the additional payment to employees besides the payment of wages and salaries. Often these are linked with productivity, either in terms of higher production or cost saving or both. These incentives may be given on individual basis or group basis. Fringe Benefits: Fringe benefits include such benefits which are provided to the employees either having long- term impact like provident fund, gratuity, pension; or on occurrence of certain events like medical benefits, accident relief, health and life insurance; or facilitation in performance of job like uniforms, Canteens, recreation, etc. Perquisites: These are normally provided to managerial personnel either to facilitate their job performance or to retain them in the organization. Such perquisites include company car, club membership, free residential accommodation, paid holiday trips, stock options, etc. Wages: According to economic theory, wages are defined broadly as any economic compensation paid by the employer to his labourers under some contract for the services rendered by them. In its actual sense which is prevalent in the practice, wages are paid to workers which include basic wages and other allowances which are linked with the wages like dearness allowances, etc. Concept of Reward A reward is an appetitive stimulus given to a human to alter its behavior. Rewards typically serve as reinforcers. A reinforcer is something that, when presented after a behavior, causes the probability of that behavior's occurrence to increase. Note that, just because something is labelled as a reward, it does not necessarily imply that it is a reinforcer. A reward can be defined as reinforcer only if its delivery increases the probability of a behavior. Reward or reinforcement is an objective way to describe the positive value that an individual ascribes to an object, behavioral act or an internal physical state. Primary rewards include those that are necessary for the survival of species, such as food, sexual contact, or successful aggression. Secondary rewards derive their value from primary rewards. Money is a good example. They can be produced experimentally by pairing a neutral stimulus with a known reward. Things such as pleasurable touch and beautiful music are often said to be secondary rewards. For example, there is a good deal of evidence that physical contact, as in cuddling and grooming, is an unlearned or primary reward. Rewards are generally considered more desirable than punishment in modifying behavior. System of Compensating
  • 3. Minimum Wage: A minimum wage is one which has to be paid by an employer to his workers irrespective of his ability to pay. According to the above committee, "Minimum wage is the wage which must provide not only for the bare sustenance of life, but for the preservation of the efficiency of the workers. For this purpose, minimum wage must provide some measure of education, medical requirements and amenities. " Subsequent to the committee's report, Government enacted legal provisions regarding minimum wages under the Minimum Wages Act. 1948. This Act does not define the concept of minimum wages but empowers the Central Government as well as State Governments to fix minimum wages from time to time. Wherever this Act applies, the payment of minimum wages is mandatory. In 1957, Indian Labour Conference elaborated the concept of fixation of minimum wages which were termed as need-based minimum wages. For the calculation of wages, the Conference suggested the following guidelines: - The standard working class family should be taken to consist of three consumption units for the earner; the earnings of women, children and adolescents should be disregarded. - The minimum food requirements should be calculated on the basis of the net intake of 2,700 calories per adult. - The clothing requirements should be estimated at a per capita consumption of 18 yards per annum per person. - In respect of housing, the norms should be the minimum rent charged by the Government in any area for houses provided under subsidized housing scheme for low-income groups. - Fuel, lighting and other miscellaneous items of expenditure should constitute 20 per cent of the total minimum wage. Living Wage: Along with the minimum wage the Committee on Fair Wages has given the concept of living wage which has been defined as follows: "A living wage is one which should enable the earner to provide for himself and his family not only the bare essentials of food, clothing and shelter but a measure of frugal comfort including education for his children, protection against ill-health, requirements of essential social needs and a measure of insurance against the more important misfortunes including old age. " Living wage is more than the concept of minimum wage. Such a wage is determined keeping in view the national income and paying capacity of industrial sector. The Committee also observed that since the national income did not support the payment of living wage, it should be implemented in three phases. In the initial stage the wages to be paid to the entire working class were to be established and stabilized. In the second phase fair wages were to be established in the community and industry. In the final phase the working class was to be paid the living wage. Fair Wage: The concept of fair wage is linked with the capacity of the industry to pay. The Committee has defined fair wage as follows:
  • 4. "Fair wage is the wage which is above the minimum wage but below the living wage. The lower limit of the fair wage is obviously the minimum wage: the upper limit is to be set by the capacity of the industry to pay. " Thus, fair wage depends on different variables affecting wage determination. Such factors are labour productivity, prevailing wage rates, the level of national income and its distribution and the capacity of industry to pay. At present, the concept of fair wages is followed by the most business organizations. Methods of Wage Payment: In devising system of wage determination, the critical question that emerges is whether the wage will be linked to time spent on the workplace or output achieved during a specified period. This results into two types of wages: time wage and piece wage. These two basic systems have their own relative merits and demerits. Sometimes, in order to avoid hardship to employees, a combination of these two methods is followed to ensure the payment of minimum wages. This method is known as balance method. Let us see how these methods work. Time Wage Method: In time wage method, the wage is determined on the basis of time worked which may be hourly, daily, weekly, monthly or any other time base. A worker is paid wage for the time worked irrespective of his output during that time. Perhaps, this is the oldest and most prevalent system of wage payment. Merits of Time Wage: This method is applied more commonly because it has certain inherent merits which are as under: - There are certain jobs in which output within a specified period is not easily measurable, e.g. the job of a peon. In such a case wage payment is linked to time. - It is quite easy to understand and calculate the amount of wages to be paid. - Thus, even an illiterate worker can understand it. - Both employers and workers know well in advance the amount of wages payable and they can adjust their budgets accordingly. - It ensures the payment of regular and specific wages which is beneficial from social point of view. - Product/service quality tends to be high as workers are not in hurry to produce more without regard to quality. Demerits of Time Wage: Though adopted more commonly, time wage system suffers from a number of drawbacks and if the workers are not adequately motivated for higher performance, this system can generate inefficiency in the following ways: - Since there is no direct linkage between performance and wages, employees tend to take easy approach. - This system does not differentiate between efficient and inefficient workers; gradually, inefficiency percolates to efficient workers too. - It de-motivates efficient workers for more output as they are put at par with inefficient ones. - Labour cost of production becomes difficult to determine in advance because wages are not linked to output.
  • 5. - Since productivity is not a criterion for fixing wages. There is a possibility that wrong employees are placed on the job. Various merits and demerits of time wage system suggest that this system can be followed in some jobs but not in all. This system is more suitable in the following situations: - Where units of output are not measurable precisely like office work. - Where individual employees do not have direct control on their outputs like assembly work. - Where quality of work is more pronounced and requires creative imagination like artistic work. - Where machinery and raw materials are quite sophisticated which require handling with utmost care like processing of precious metals. - Where work is of highly varied nature and standards of outputs cannot be ascertained like research work. - Where workers' unions oppose the introduction of piece rate system. - Where supervision is good and the supervisors can estimate a fair day's work. Piece Wage Method: In piece wage method workers are paid wages according to the quantity of output during a specified period. This may be calculated on the basis of number of units produced or the completion of a job where output is not measurable in terms of individual units. Piece wage method too has its own merits and demerits. Merits of Piece Wage: Piece wage method has the following merits: - There is a direct relationship between output and wages which works as a motivating factor to workers to produce more. - It differentiates efficient and inefficient workers and provides incentives to inefficient workers to become efficient. - This is fair and equitable so far as utilization of human resources is concerned. - It requires less supervision if there is in-built system for product quality control. - The organization can estimate its cost of production well in advance because wage cost is directly proportional to output. Demerits of Piece Wage: Piece wage system has the following demerits: - There is a problem in fixing piece rate in the absence of any standardized procedure. - There is a tendency on the part of the employers to cut piece rate if workers' earnings are quite high. - The method does not ensure minimum wages as output may be adversely affected by factors beyond control. - The product quality and machinery conditions are likely to suffer because workers concentrate more on quantity rather than quality. - There may be jealousy and interpersonal conflict among workers because of their uneven earnings at the same workplace. - Trade unions generally oppose this system because of the fear of discrimination among workers based on their working. Various merits and demerits of piece wage system indicate that this system is not suitable for all conditions but only to specific conditions which are as follows:
  • 6. - Where the output of each individual worker can be measured precisely. - Where the quantity of output is a direct result of skills and efforts of individual workers. - When the flow of work is regular and work interruptions do not occur. - Where production methods are standardized and job is of repetitive nature. - Where workmanship is not required. Balance Method: Balance method also known as debt method, is essentially a combination of time wage and piece wage methods. Under this method, a worker is guaranteed a fixed wage based on time rate with a provision of piece wage method. Thus, if a worker produces more quantity in a period, usually on weekly or monthly basis, and earns more than his time wage, he is given credit for additional output which is compensated in another period in which production quantity falls below the time wage. This method provides a sense of security to a worker so far as his wage earning is concerned. At the same time, he is also motivated to produce more because of inclusion of piece wage system. This method has its relevance in a workplace where the work flow is irregular like docks. Factors Affecting Wages: On the basis of above discussion, we may summarize the factors affecting wage rates as under: - Demand for and supply of labour: Demand and supply conditions of labour have considerable influence on the determination of wage rates. - If there is a short supply of labour, the wages may be high, whereas if there is no dearth of labour, the wages tend to be low. - Labour unions: If the labourers are well organized into strong trade unions, their bargaining power would be high and they can demand higher rates of wages. On the other hand, if the labourers are not organized, the management may fix low wages. - Cost of living: The cost of living of workers also has a strong influence on the rate of wages. If this factor is not considered, the labourers may not be in a position to make both ends meet and this will affect their efficiency. Hence progressive employers consider this factor also. - Prevailing wage rates: Prevailing wages in a particular industry are also taken into account by the employers while deciding wage levels for their employees. By considering the prevailing wage level, employers will come reasonable close to the wage level of competitors, and this will enable them to retain and attract qualified workers to the organizations. - Ability to pay: The wage level, to a large extent, is determined by the ability of the enterprise to pay its workers. The ability to pay in turn is determined by the profit-earning capacity of the enterprise. - Job requirements: Job requirements are also an important factor affecting wages. Jobs requiring specialized knowledge or involving much mental or manual effort are priced higher than those which are light or which do not need any specialized knowledge. - State regulation: State regulation is another important factor influencing wage rates. As the State assumes responsibility for safeguarding the interest of citizens, it has to step in to regulate the wage rates of labourers through legislative measures.
  • 7. - Increment system: In some organizations wages automatically increase annually at a prescribed rate without any relation to workers’ performance. In some other organizations annual increases based on merit. Thus, the prevailing system of granting increments also affects wages. Incentives: ‘Incentive’ may be defined as any reward of benefit given to the employee over and above his wage or salary with a view to motivating him to excel in his work. Incentives include both monetary as well as non-monetary rewards. A scheme of incentive is a plan to motivate individual or group performance. The following are some of the definitions of the term ‘Incentive’: - “Wage incentives are extra financial motivation. They are designed to stimulate human effort by rewarding the person, over and above the time rated remuneration, for improvements in the present or targeted results” – The National Commission on Labour. - “It refers to all the plans that provide extra pay for extra performance in addition to regular wages for a job” – Hummel and Nickerson. - “It is any formal and announced programme under which the income of an individual, a small group, a plant work force or all the employees of a firm are partially or wholly related to some measure of productivity output” – Scott. Need for incentive: It is true that monetary compensation does constitute very important reason for the working of an employee. But this compensation alone cannot bring job satisfaction to the workers. One cannot expect effective performance from a worker who is dissatisfied with its job, even if he is well paid. Sociologists and industrial psychologists also view that the financial aspect is not the only dominant motivating force. Confidence in the management, pride in the job and in firm and concern for the overall good cannot be brought by a bonus. Hence the modern authorities on management science have recognized the need for the provision of incentives to build up good morale. Incentives for work: Incentives can take any form. According to Z. Clark Dickinson the important incentives for work can be listed as follows: - Desire for livelihood and fear of want. - Desire for approval of master and fear of punishment. - Desire for praise and fear of being dismissed. - Impulse to activity or joy in work and dislike of inactivity. - The moral command and fear of conscience. Robert E. Salton has mentioned the following nine factors as the Motives for work: - Doing something worthwhile (Good). - Trust in leadership. - Doing my share (Participation) - I count for something (Recognition). - A decent living (Fair Wages). - A chance to get somewhere (Opportunity). - A safe future (Security).
  • 8. - Know what’s going on (Communication). - Conditions at work (Environment) Classification of Incentives: All forms of incentives can be broadly classified into two kinds namely, - Financial Incentives, and - Non-financial Incentives. Financial Incentives Financial incentives or pecuniary incentives are the most original of all the incentives. It is given in the form of money. The financial incentives still form the most important influencing and motivating factor up to a certain limit. Because it is only by virtue of the monetary compensation that the workers can satisfy their fundamental needs such as food, clothing, shelter, etc. The financial incentives may be either direct or indirect. Direct incentives include wages, bonus and other incentives directly given to the workers in the form of cash. Indirect financial incentives include subsistence allowance expenses, medical expenses etc. Other Incentives: Other incentives like quick promotion, provisions of facilities for development and training, provision of labour welfare, amenities, etc. also have a significant role to play in motivating the employees. Merits of Incentives The following are the advantages derived by providing incentives to employees: Higher output: By providing incentives to his employees, the employer is able to induce them to work better. This leads to higher output. Greater profits: Needless to say, higher output results in greater profits for the business. This happens in two ways. First, the cost per unit becomes less and second, the enterprise is able to keep the selling price low and this result in greater sales. No problem of idle time: In an organization where no proper incentives are available for the workers, the tendency will be to kill the time. When suitable incentives are available, the workers become time conscious; they begin to see every minute in terms of money. Supervision does not pose any problem: When suitable incentives are available, the workers become duty conscious; the need for close supervision, thus, does not arise. Efficient workers are able to earn more: Such of those workers who are highly efficient are able to earn more by way of performance bonus, higher commission and so on. Possible to identify inefficient and dull workers:
  • 9. If, in spite of the incentive schemes, some workers are able to earn only their normal wage, it should mean that they are basically dull. The employer, therefore, has to decide whether to retain them or subject them to rigorous training. Rate of labour turnover is bound to be low: If adequate incentives are available to the workers, they may not have a feeling of dissatisfaction. Such workers are sure to have greater work commitment and therefore may not leave the organization. The rate of labour turnover, as a result, is bound to be low. Reduction in complaints and grievances: As the organization makes available suitable incentives to the workers, they may not have anything to complain about. This leads to reduction in complaints and grievances. Problems arising out of incentives The following problems are bound to arise while implementing an incentive plan: Quality of work may suffer: The workers, those in the production department in particular, may give undue importance to the quantity of output produced neglecting the quality of output. Such a problem can be overcome only if the organization has a perfect system of quality control. Inter-personnel relationships may suffer: Only those employees who are really efficient will be benefited out of incentives. This may promote ill feelings among the employees of an organization. Wear and tear of machines may be more: As the employees are keen on increasing the output all the time, they may handle the machines carelessly. This increases the wear and tear of machines. Health of the workers may get affected: Some workers tend to overwork in order to earn more and this may affect their health. Increase in accidents: There is always a preference to step up output disregarding even safety regulations and this may increase the rate of accidents in the workplace. Increase in paper work: Proper administration of any incentive scheme involves lot of paper work. It necessitates the maintenance of proper records and books. Requirements of a sound incentive plan: A good incentive plan shall fulfil the following requirements: Trust and confidence: The success of any incentive plan depends on the existence of an atmosphere of trust and confidence between the workers and the management. In the absence of such an atmosphere, the workers may resist any such proposal by the management.
  • 10. Consensus required: The management should not take a unilateral decision while evolving an incentive scheme. Consensus between the workers and the management is necessary for the success of the plan. Assured minimum wage: Payment to any worker should not be totally related to his performance. Every worker should be assured of a minimum wage notwithstanding performance. Only then the workers would have a sense of security. No scope for bias or favouritism: The standards set under the incentive plan should be based on objective analysis. It should not expect too much out of the employee nor should it give scope for bias or favouritism. Simple to operate: The incentive plan should not involve tedious calculations. It should be so simple that the worker will be in a position to work out his total earnings himself. Beneficial to both the workers and the management: The incentive plan should be beneficial to both the workers and the management. From the management's point of view, it should be cost effective. From the workers' point of view, it should offer return, at a rate higher than the normal rate of wages, for the extra efforts made by them. Sound system of evaluation: A perfect system of evaluating the employee’s performance should be created in the organization. The results of evaluation should be made known to the employees at the earliest. Redressing grievances: Grievances and complaints are bound to arise whenever any incentive plan is in vogue in the organization. Proper machinery should be installed for the quick handling of all such complaints. Review: The progress of the incentive scheme should be periodically reviewed. Only then it would be possible to notice and remove defects, if any, in the plan. Fringe Benefits The fringe benefits are categorized as follows: - Payment for time not worked: Benefits under this category include - sick leave with pay, vacation pay, paid rest and relief time, paid lunch periods, grievance time, bargaining time, travel time, etc. - Extra pay for time worked: This category covers the benefits such as - premium pay, incentive bonus, shift premium, old age insurance, profit sharing, unemployment compensation, Christmas bonus, Deewali or Pooja bonus, food cost subsidy, housing subsidy, recreation.
  • 11. Organizations provide a variety of fringe benefits. The fringe benefits are classified under four heads as given here under: Employment Security: Benefits under this head include unemployment insurance, technological adjustment pay, leave travel pay, overtime pay, leave for negotiation, leave for maternity, leave for grievances, holidays, cost of living bonus, call-back pay, retiring rooms, jobs to the sons/daughters of the employees and the like. Health Protection: Benefits under this head include accident insurance, disability insurance, health insurance, hospitalization, life insurance, medical care, sick benefits, sick leave, etc. Old Age and Retirement: Benefits under this category include: deferred income plans, pension, gratuity, provident fund, old age assistance, old age counselling, medical benefits for retired employees, travelling concession to retired employees, jobs to sons/daughters of the deceased employee and the like. Personnel Identification, Participation and Stimulation: This category covers the following benefits: anniversary awards, attendance bonus, canteen, cooperative credit societies, educational facilities, beauty parlour services, housing, income tax aid, counselling, quality bonus, recreational programs, stress counselling, safety measures etc. Employee Security: Physical and job security to the employee should also be provided with a view to promoting security to the employee and his family members. The benefit of confirmation of the employee on the job creates a sense of job security. Further a minimum and continuous wage or salary gives a sense of security to the life. Retrenchment Compensation: The Industrial Disputes Act, 1947 provides for the payment of compensation in case of lay- off and retrenchment. The non-seasonal industrial establishments employing 50 or more workers have to give one month’s notice or one month’s wages to all the workers who are retrenched after one year’s continuous service. The compensation is paid at the rate of 15 days wage for every completed year of service with a maximum of 45 days wage in a year. Workers are eligible for compensation as stated above even in case of closing down of undertakings. Lay-off Compensation: In case of lay-off, employees are entitled to lay-off compensation at the rate of 50% of the total of the basic wage and dearness allowance for the period of their lay-off except for weekly holidays. Lay-off compensation can normally be paid up to 45 days in a year. Safety and Health: Employee’s safety and health should be taken care of in order to protect the employee against accidents, unhealthy working conditions and to protect worker’s capacity. In India, the Factories Act, 1948, stipulated certain requirements regarding working conditions with a view to provide safe working environment. These provisions relate to cleanliness, disposal of
  • 12. waste and effluents, ventilation and temperature, dust and fume, artificial humidification, over-crowding, lighting, drinking water, latrine urinals, and spittoons. Provisions relating to safety measures include fencing of machinery, work on or near machinery in motion, employment of young person on dangerous machines, striking gear and devices for cutting off power, self-acting machines, easing of new machinery, prohibition of employment of women and children near cotton openers, hoists and lifts, lifting machines, chains ropes and lifting tackles, revolving machinery, pressure plant, floors, excessive weights, protection of eyes, precautions against dangerous fumes, explosive or inflammable dust, gas, etc. Precautions in case of fire, power to require specifications of defective parts of test of stability, safety of buildings and machinery, etc. Objectives of Fringe Benefits: The view point of employers is that fringe benefits form an important part of employee incentives to obtain their loyalty and retaining them. The important objectives of fringe benefits are: - To create and improve sound industrial relations. - To boost up employee morale. - To motivate the employees by identifying and satisfying their unsatisfied needs. - To provide qualitative work environment and work life. - To provide security to the employees against social risks like old age benefits and maternity benefits. - To protect the health of the employees and to provide safety to the employees against accidents. - To promote employee’s welfare by providing welfare measures like recreation facilities. - To create a sense of belongingness among employees and to retain them. Hence, fringe benefits are called golden hand-cuffs. - To meet requirements of various legislations relating to fringe benefits. Need for Extending Benefits to Employees: - Rising prices and cost of living has brought about incessant demand for provision of extra benefit to the employees. - Employers too have found that fringe benefits present attractive areas of negotiation when large wage and salary increases are not feasible. - As organizations have developed the elaborate fringe benefits programs for their employees, greater pressure has been placed upon competing organizations to match these benefits in order to attract and keep employees. - Recognition that fringe benefits are non-taxable rewards has been major stimulus to their expansion. - Rapid industrialization, increasingly heavy urbanization and the growth of a capitalistic economy have made it difficult for most employees to protect themselves against the adverse impact of these developments. Since it was workers who are responsible for production, it was held that employers should accept responsibility for meeting some of the needs of their employees. As a result, some benefits-and-services programs were adopted by employers. - The growing volume of labour legislation, particularly social security legislation, made it imperative for employers to share equally with their employees the cost of old age, survivor and disability benefits. - The growth and strength of trade unions has substantially influenced the growth of company benefits and services.
  • 13. - Labour scarcity and competition for qualified personnel has led to the initiation, evolution and implementation of a number of compensation plans. - The management has increasingly realized its responsibility towards its employees and has come to the conclusion that the benefits of increase in productivity resulting from increasing industrialization should go, at least partly, to the employees who are responsible for it, so that they may be protected against the insecurity arising from unemployment, sickness, injury and old age. Company benefits-and-services programs are among some of the mechanisms which managers use to supply this security.