The wage paid to workers varies greatly. These wage differentials are mostly the result of differences in worker ability and the workers' effort in performing the job.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
This document outlines the key processes involved in human resource development (HRD), including performance appraisal, potential appraisal, career planning, an HR information system, training and development, and a reward system. It describes how each process is used to develop employees' personal skills, organizational skills, knowledge, and abilities.
The document discusses the 3-P Compensation Concept which includes Pay for Position, Pay for Person, and Pay for Performance. Pay for Position bases pay on the job requirements rather than individual skills. Pay for Person links pay to individual skills, competencies, and market demand. Pay for Performance provides financial rewards based on performance assessments against individual, team, or organizational goals.
1. Wage differentials refer to differences in pay between jobs based on skills required, responsibilities, working conditions, and other factors.
2. There are several types of wage differentials including occupational differentials based on skills, inter-firm differentials based on employer qualities, and regional differentials based on location.
3. Executive compensation packages for top managers include salaries, bonuses, stock options, benefits, and perks that are tailored differently than compensation for other employees and aim to attract, retain, and motivate high-level executives.
Industrial relations involves the relationship between management and workers in an organization, including aspects like collective bargaining, trade unionism, and government involvement. It aims to maintain harmony between these parties through rules and regulations while addressing issues around workers' participation, remuneration, and health and safety. The relationships and interactions between employers, employees, unions, and the government shape industrial relations systems and structures within an organization.
Compensation Management importance and factors influencing compensationalisdq550
Compensation is what employees receive in exchange for their work, including both monetary and non-monetary benefits. It is important for both motivating employees and reducing costs for organizations. Many factors influence compensation, including external factors like the labor market, cost of living, unions, and laws, as well as internal factors like the organization's compensation policies, ability to pay, job analyses, and individual employee performance. Effective compensation systems can help organizations attract, retain, and motivate talented staff.
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
Industrial relations involve the relationships between workers, managers, and government that determine work conditions. There are three main actors in industrial relations - employees, employers, and the government. Employees seek to improve wages and working conditions through unions, while employers aim to motivate workers and achieve productivity. The government regulates this relationship through labor laws. Various approaches exist to analyze these relationships such as pluralism, which sees conflicts of interests as normal, and Marxism, which views conflicts as inevitable due to opposing interests of capital and labor. Famous models for understanding industrial relations include John Dunlop's systems approach, which examines how environmental forces, actors, and rules governing the workplace interact as a system.
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
This document outlines the key processes involved in human resource development (HRD), including performance appraisal, potential appraisal, career planning, an HR information system, training and development, and a reward system. It describes how each process is used to develop employees' personal skills, organizational skills, knowledge, and abilities.
The document discusses the 3-P Compensation Concept which includes Pay for Position, Pay for Person, and Pay for Performance. Pay for Position bases pay on the job requirements rather than individual skills. Pay for Person links pay to individual skills, competencies, and market demand. Pay for Performance provides financial rewards based on performance assessments against individual, team, or organizational goals.
1. Wage differentials refer to differences in pay between jobs based on skills required, responsibilities, working conditions, and other factors.
2. There are several types of wage differentials including occupational differentials based on skills, inter-firm differentials based on employer qualities, and regional differentials based on location.
3. Executive compensation packages for top managers include salaries, bonuses, stock options, benefits, and perks that are tailored differently than compensation for other employees and aim to attract, retain, and motivate high-level executives.
Industrial relations involves the relationship between management and workers in an organization, including aspects like collective bargaining, trade unionism, and government involvement. It aims to maintain harmony between these parties through rules and regulations while addressing issues around workers' participation, remuneration, and health and safety. The relationships and interactions between employers, employees, unions, and the government shape industrial relations systems and structures within an organization.
Compensation Management importance and factors influencing compensationalisdq550
Compensation is what employees receive in exchange for their work, including both monetary and non-monetary benefits. It is important for both motivating employees and reducing costs for organizations. Many factors influence compensation, including external factors like the labor market, cost of living, unions, and laws, as well as internal factors like the organization's compensation policies, ability to pay, job analyses, and individual employee performance. Effective compensation systems can help organizations attract, retain, and motivate talented staff.
This document discusses wage policy and compensation differentials within and between industries. It begins by defining key concepts like minimum wage, living wage, and fair wage. It then discusses factors that influence wages both externally like labor markets and cost of living, and internally like job evaluation and employee performance. Different wage payment systems like piece rate and time rate are also covered. The document also discusses principles of wage administration, relevant wage laws in India, and recommendations of wage policy committees. It defines compensation and differentiates between direct and indirect compensation. Finally, it discusses reasons for compensation differentials both between industries and within the same industry based on factors like experience, skills, training, work conditions and department.
Industrial relations involve the relationships between workers, managers, and government that determine work conditions. There are three main actors in industrial relations - employees, employers, and the government. Employees seek to improve wages and working conditions through unions, while employers aim to motivate workers and achieve productivity. The government regulates this relationship through labor laws. Various approaches exist to analyze these relationships such as pluralism, which sees conflicts of interests as normal, and Marxism, which views conflicts as inevitable due to opposing interests of capital and labor. Famous models for understanding industrial relations include John Dunlop's systems approach, which examines how environmental forces, actors, and rules governing the workplace interact as a system.
This PPT is formed on the topic of wage differentials. it has a meaning, reasons, factors affecting it, types, and determinants of inter and intra industry wage differentials.
The document discusses factors that should be considered when establishing wage differentials, such as skill level, strain of work, experience, training, responsibility, and physical/mental requirements. It also lists common types of wage differentials like occupational, skill, inter-plant, inter-industry, regional/geographical, and gender differentials. Wage differentials can arise due to a variety of factors including skills, industries, regions, as well as economic and market conditions.
Strategic role of compensation, strategic compensation policy, total compensa...Ramona Beharry
This PowerPoint deals with the Strategic role of compensation in the organization. States how you develop a total compensation strategy and also strategic compensation planning.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
Placement involves matching qualified candidates to suitable job roles within an organization. It aims to improve employee morale and reduce turnover by considering a candidate's skills, abilities, and expectations. Induction is the process of introducing a new employee to their department, job role, and company work culture through orientation sessions and training. The goals of induction are to build employee confidence, reduce confusion, and help the new employee integrate within the organization.
There are three main approaches to industrial relations: unitary, pluralist, and Marxist. The unitary approach believes conflicts are temporary issues that can be resolved through improved management and teamwork. The pluralist approach sees conflicts as inevitable due to different groups within an organization having different aims and objectives. It advocates for collective bargaining between management and recognized trade unions. The Marxist approach views conflicts as a product of the capitalist system and sees trade unions as a means for workers to react against exploitation by management and create social change.
bitripartite and tripartite by Apurva & Sejal.pptxDrJyotiDashora
Tripartite refers the three parties and bitripartite refers two parties.
The tripartite body was establish to make peace and improve relations between management and unions and maintain smooth functioning of union management relation. Tripartite bodies in India are : ILC (The Indian Labour Conference), SLC (The Standing Labour Committee) , The committee on Conventions ,The Industrial Committee .
ILC (Indian Labour Conference) and SLC (Standing Labour Committee) are both important constituents of tripartite bodies and play a vital role in shaping the IR system of the country. The labour Ministry settles the agendafor ILC\SLC meetings after taking into consideration the suggestion sent to it by member organisation. The ILC meets once a year , whereas the SLC meets as and when necessary.
Evaluation of ILC and SLC : Tripartite diliberations have helped reached consensus on statutory wage fixation , Industrial Disputes Act 1947 , provident fund scheme 1950 The mines act 1952 , etc.
Committee on Conventions : 1. To examine the ILO conventions and recommendations which have not so far been ratified by India. 2. To make suggestions with regard to a phased and speedy implementation of ILO standards.
Bipartite bodies : it is a system of industrial relation where social and labour issues are discussed between trade unions and management,usually at the enterprise level.
Work committee is meant by the industrial units to prevent and settle disputes at unit level is known as work committee.
Joint Managemnet
Under this system, Joint Management Councils are constituted at the plant level. These councils were set up as early as 1958 and consist of an equal number of representatives of the employers and employees, not exceeding 12 at the plant level. The plant should employ at least500 workers.
Under this system, Joint Management Councils are constituted at the plant level. These councils were set up as early as 1958 and consist of an equal number of representatives of the employers and employees, not exceeding 12 at the plant level. The plant should employ at least500 workers.
Bipartism is a system of industrial relations where social and labour issues are discussed between trade unions and management, usually at the enterprise level. The bipartite consultative machinery comprises two important constituents, viz., the works committees and the joint management councils. These are purely consultative and not negotiating bodies. This consultative joint machinery- with equal representation of the employers and the workers has been set up exclusively for dealing with disputes affecting the plant or industry.
This document discusses wage policy and methods of wage fixation. It defines key concepts like minimum wage, fair wage, and living wage. The economic and social objectives of wage policy are outlined as full employment, economic stability, income security, fair labor standards, and protecting workers from inflation. In India, key legislations that shaped wage policy include the Payment of Wages Act, Minimum Wages Act, and Equal Remuneration Act. Methods of wage fixation discussed are legislation, wage boards, pay commissions, job evaluation, collective bargaining, and arbitration. Wage boards are tripartite bodies that examine factors to set wages while pay commissions fix government employee salaries. Job evaluation determines the relative value of jobs and collective bargaining involves employer-employee
Differences between international and domestic HRMKavitha Ravi
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
The document defines industrial relations as the complex inter-relations between workers, managers, and the government. It involves the systems and procedures used by unions and employers to determine employment conditions and regulate how employers treat employees.
Industrial relations can be seen as having two aspects - cooperation and conflict. This dynamic relationship alternates between cooperation and conflict, then back to cooperation. The main aspects of industrial relations are promoting healthy labor-management relations, maintaining industrial peace, and developing industrial democracy. Parties to industrial relations include labor unions and management.
The objectives of industrial relations are to establish sound relationships between workers and management, avoid industrial conflicts, and improve economic conditions and living standards for workers. Maintaining harmonious industrial relations improves
This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
The document discusses workers' education at different levels in India. It was defined as education designed to give workers a better understanding of their status, problems, rights and responsibilities. There are three levels - national, regional, and unit. At the national level, education officers are trained. At the regional level, worker-teachers are trained and conduct programs. At the unit level, worker-teachers educate rank-and-file workers. The content includes subjects like trade unions, industry, family, and citizenship. Techniques include lectures, discussions, study groups, and educational visits. The objective is to make workers efficient, disciplined union members and intelligent citizens.
This document outlines the key concepts of industrial relations including definitions, parties involved, approaches, and causes of poor relations. It discusses the importance of industrial relations for uninterrupted production and high morale. The three main approaches - unitary, pluralistic, and Marxist - are described along with their underlying assumptions. A case study of labor issues and lack of union rights at Maruti Suzuki India's Manesar plant is also summarized.
This document discusses compensation management and wage determination. It covers topics such as objectives of compensation, types of compensation (base compensation like wages and salaries vs. supplementary compensation like benefits), factors that influence wages, and methods of wage fixation. The key methods of wage fixation discussed are collective bargaining, wage boards, job evaluation, pay commissions, and arbitration/adjudication.
Non monetary non-financial incentives - compensation management - Manu Melwin...manumelwin
This document discusses various non-monetary incentives that can motivate employees, including status, organizational climate, career advancement opportunities, challenging job assignments, employee recognition, job security, employee participation, and autonomy. It provides examples of each type of non-monetary incentive and explains how they satisfy different needs beyond money to motivate employees, especially those seeking esteem or self-actualization. The document was prepared by Manu Melwin Joy, an assistant professor in Kerala, India.
The document discusses wage boards and pay commissions in India. It explains that wage boards were first established in 1957 for the textile industry and are tripartite bodies that determine wages in different industries. Pay commissions, on the other hand, determine pay structures for government employees. It provides details on the composition and factors considered by wage boards and gives an overview of the major recommendations of the 1st through 6th pay commissions in India since 1947.
Scope of Industrial Relations - Industrial Relationsmanumelwin
The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the management and the labor.
Industrial unrest in India is often caused by issues related to wages, lack of welfare and social security benefits, demands for improved working conditions, globalization pressures, and changing lifestyles. The government of India has implemented various policies and acts like the Industrial Disputes Act of 1947, industrial tribunals, and a Code of Discipline to prevent disputes and promote cooperation between labor and management. However, labor unrest still occurs frequently, as seen in examples involving Honda, Mahindra & Mahindra, and Hyundai in India, resulting in production losses and revenue declines for these companies. Both organizations and workers would benefit from finding ways to resolve issues and avoid unrest.
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
This PPT is formed on the topic of wage differentials. it has a meaning, reasons, factors affecting it, types, and determinants of inter and intra industry wage differentials.
The document discusses factors that should be considered when establishing wage differentials, such as skill level, strain of work, experience, training, responsibility, and physical/mental requirements. It also lists common types of wage differentials like occupational, skill, inter-plant, inter-industry, regional/geographical, and gender differentials. Wage differentials can arise due to a variety of factors including skills, industries, regions, as well as economic and market conditions.
Strategic role of compensation, strategic compensation policy, total compensa...Ramona Beharry
This PowerPoint deals with the Strategic role of compensation in the organization. States how you develop a total compensation strategy and also strategic compensation planning.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
Placement involves matching qualified candidates to suitable job roles within an organization. It aims to improve employee morale and reduce turnover by considering a candidate's skills, abilities, and expectations. Induction is the process of introducing a new employee to their department, job role, and company work culture through orientation sessions and training. The goals of induction are to build employee confidence, reduce confusion, and help the new employee integrate within the organization.
There are three main approaches to industrial relations: unitary, pluralist, and Marxist. The unitary approach believes conflicts are temporary issues that can be resolved through improved management and teamwork. The pluralist approach sees conflicts as inevitable due to different groups within an organization having different aims and objectives. It advocates for collective bargaining between management and recognized trade unions. The Marxist approach views conflicts as a product of the capitalist system and sees trade unions as a means for workers to react against exploitation by management and create social change.
bitripartite and tripartite by Apurva & Sejal.pptxDrJyotiDashora
Tripartite refers the three parties and bitripartite refers two parties.
The tripartite body was establish to make peace and improve relations between management and unions and maintain smooth functioning of union management relation. Tripartite bodies in India are : ILC (The Indian Labour Conference), SLC (The Standing Labour Committee) , The committee on Conventions ,The Industrial Committee .
ILC (Indian Labour Conference) and SLC (Standing Labour Committee) are both important constituents of tripartite bodies and play a vital role in shaping the IR system of the country. The labour Ministry settles the agendafor ILC\SLC meetings after taking into consideration the suggestion sent to it by member organisation. The ILC meets once a year , whereas the SLC meets as and when necessary.
Evaluation of ILC and SLC : Tripartite diliberations have helped reached consensus on statutory wage fixation , Industrial Disputes Act 1947 , provident fund scheme 1950 The mines act 1952 , etc.
Committee on Conventions : 1. To examine the ILO conventions and recommendations which have not so far been ratified by India. 2. To make suggestions with regard to a phased and speedy implementation of ILO standards.
Bipartite bodies : it is a system of industrial relation where social and labour issues are discussed between trade unions and management,usually at the enterprise level.
Work committee is meant by the industrial units to prevent and settle disputes at unit level is known as work committee.
Joint Managemnet
Under this system, Joint Management Councils are constituted at the plant level. These councils were set up as early as 1958 and consist of an equal number of representatives of the employers and employees, not exceeding 12 at the plant level. The plant should employ at least500 workers.
Under this system, Joint Management Councils are constituted at the plant level. These councils were set up as early as 1958 and consist of an equal number of representatives of the employers and employees, not exceeding 12 at the plant level. The plant should employ at least500 workers.
Bipartism is a system of industrial relations where social and labour issues are discussed between trade unions and management, usually at the enterprise level. The bipartite consultative machinery comprises two important constituents, viz., the works committees and the joint management councils. These are purely consultative and not negotiating bodies. This consultative joint machinery- with equal representation of the employers and the workers has been set up exclusively for dealing with disputes affecting the plant or industry.
This document discusses wage policy and methods of wage fixation. It defines key concepts like minimum wage, fair wage, and living wage. The economic and social objectives of wage policy are outlined as full employment, economic stability, income security, fair labor standards, and protecting workers from inflation. In India, key legislations that shaped wage policy include the Payment of Wages Act, Minimum Wages Act, and Equal Remuneration Act. Methods of wage fixation discussed are legislation, wage boards, pay commissions, job evaluation, collective bargaining, and arbitration. Wage boards are tripartite bodies that examine factors to set wages while pay commissions fix government employee salaries. Job evaluation determines the relative value of jobs and collective bargaining involves employer-employee
Differences between international and domestic HRMKavitha Ravi
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
The document defines industrial relations as the complex inter-relations between workers, managers, and the government. It involves the systems and procedures used by unions and employers to determine employment conditions and regulate how employers treat employees.
Industrial relations can be seen as having two aspects - cooperation and conflict. This dynamic relationship alternates between cooperation and conflict, then back to cooperation. The main aspects of industrial relations are promoting healthy labor-management relations, maintaining industrial peace, and developing industrial democracy. Parties to industrial relations include labor unions and management.
The objectives of industrial relations are to establish sound relationships between workers and management, avoid industrial conflicts, and improve economic conditions and living standards for workers. Maintaining harmonious industrial relations improves
This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
The document discusses workers' education at different levels in India. It was defined as education designed to give workers a better understanding of their status, problems, rights and responsibilities. There are three levels - national, regional, and unit. At the national level, education officers are trained. At the regional level, worker-teachers are trained and conduct programs. At the unit level, worker-teachers educate rank-and-file workers. The content includes subjects like trade unions, industry, family, and citizenship. Techniques include lectures, discussions, study groups, and educational visits. The objective is to make workers efficient, disciplined union members and intelligent citizens.
This document outlines the key concepts of industrial relations including definitions, parties involved, approaches, and causes of poor relations. It discusses the importance of industrial relations for uninterrupted production and high morale. The three main approaches - unitary, pluralistic, and Marxist - are described along with their underlying assumptions. A case study of labor issues and lack of union rights at Maruti Suzuki India's Manesar plant is also summarized.
This document discusses compensation management and wage determination. It covers topics such as objectives of compensation, types of compensation (base compensation like wages and salaries vs. supplementary compensation like benefits), factors that influence wages, and methods of wage fixation. The key methods of wage fixation discussed are collective bargaining, wage boards, job evaluation, pay commissions, and arbitration/adjudication.
Non monetary non-financial incentives - compensation management - Manu Melwin...manumelwin
This document discusses various non-monetary incentives that can motivate employees, including status, organizational climate, career advancement opportunities, challenging job assignments, employee recognition, job security, employee participation, and autonomy. It provides examples of each type of non-monetary incentive and explains how they satisfy different needs beyond money to motivate employees, especially those seeking esteem or self-actualization. The document was prepared by Manu Melwin Joy, an assistant professor in Kerala, India.
The document discusses wage boards and pay commissions in India. It explains that wage boards were first established in 1957 for the textile industry and are tripartite bodies that determine wages in different industries. Pay commissions, on the other hand, determine pay structures for government employees. It provides details on the composition and factors considered by wage boards and gives an overview of the major recommendations of the 1st through 6th pay commissions in India since 1947.
Scope of Industrial Relations - Industrial Relationsmanumelwin
The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the management and the labor.
Industrial unrest in India is often caused by issues related to wages, lack of welfare and social security benefits, demands for improved working conditions, globalization pressures, and changing lifestyles. The government of India has implemented various policies and acts like the Industrial Disputes Act of 1947, industrial tribunals, and a Code of Discipline to prevent disputes and promote cooperation between labor and management. However, labor unrest still occurs frequently, as seen in examples involving Honda, Mahindra & Mahindra, and Hyundai in India, resulting in production losses and revenue declines for these companies. Both organizations and workers would benefit from finding ways to resolve issues and avoid unrest.
Functions of Training & Development - Manu Melwin Joymanumelwin
New employee orientation is an important part of the hiring process.
It prepares the employees for new roles, and acclimates them to the company.
According to SHRM, employees who go through an orientation process feel more connected to their job.
The focus and length of orientation sessions are often determined by the employees' positions in the company.
While hourly employees may be in orientation for one day, manager-level employee orientation can last up to two weeks.
Responsibilities of a T&D officer - Manu Melwin Joymanumelwin
He handles the learning and professional development of an organization's workforce.
Trainers equip staff with the knowledge, practical skills and motivation to carry out work-related tasks.
Training officers either deliver the training themselves or arrange for a third party trainer to do it.
Considerations in policy formulation - corporate management - Manu Melwin Joymanumelwin
Organizational goals – The policies are formulated to achieve organizational goals.
Proper organization – Policies should be framed by the participation of person at various levels of management.
Reflect the business environment – The policies should be based on the internal and external environment.
Pluralistic perspective - approaches to industrial relations - industrial re...manumelwin
The document discusses the pluralistic perspective on industrial relations. It states that this perspective assumes that organizations are composed of distinct sectional groups with their own interests and objectives. It also assumes that organizations have a multi-structured nature with competing claims and loyalties between groups, creating ongoing tensions that must be managed to maintain collaboration. The pluralistic view sees organizations as existing in a state of permanent dynamic tension due to the inherent conflicts between sectional groups.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Surplus value theory – wage theories - compensation management - Manu Melwin...manumelwin
1) Karl Marx accepted Ricardo's labor theory of value but believed wages were at the subsistence level due to large numbers of unemployed workers, not population pressure.
2) Marx blamed unemployment on capitalists and believed the value of any product was determined by the labor hours needed to create it.
3) Furthermore, Marx argued that in capitalism, labor was a commodity and workers received only a subsistence wage in exchange for their work, while owners took the excess product or "surplus value" created by workers laboring beyond what was needed for that subsistence wage.
The market-entry technique that offers the lowest level of risk and the least market control is indirect export, in which products are carried abroad by others. The firm is not engaging in international marketing and no special activity is carried on within the firm; the sale is handled like domestic sales
Definition of hr strategies - strategic human resource management - Manu mel...manumelwin
HR strategies set out what the organization intends to do about its human resource management policies and practices, and how they should be integrated with the business strategy and each other.
Definition - human resource management - Manu Melwin Joymanumelwin
Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.
Job simplification - Techniques for designing jobs - Manu Melwin Joymanumelwin
Job simplification is a technique for designing jobs where tasks are broken down into their smallest units and those units are assigned as whole jobs to workers. It involves dividing jobs into smaller components and assigning them to workers. Fast food restaurants often use this approach as employees can easily learn simplified tasks. However, it can result in workers experiencing boredom and lack of motivation.
Performance pay - compensation management - Manu Melwin Joymanumelwin
This document discusses performance pay in 3 paragraphs:
1) Performance pay is used to attract highly productive workers and motivate workers by tying pay to performance rather than a flat wage. This aligns worker and company interests.
2) There are various types of performance pay like piece rates, commissions, royalties, bonuses, stock options, and profit sharing that pay workers based on amount of work, sales, creative output, company performance, and profits.
3) Efficiency wages that are higher than market wages can attract more productive workers and lower costs through less turnover and training needs as well as less need for supervision.
Goals and strategic framework - strategic management - Manu Melwin Joymanumelwin
This document discusses goals and strategic frameworks. It defines goals as intermediate results that are part of an overall plan and should be measurable, challenging, realistic and time-bound. Goals are derived from objectives and offer standards for measuring performance. The document provides examples of Nike's strategic goals, which include protecting its position as the top athletic brand in America and intensifying efforts to develop products for women. Goals differ from objectives in that objectives are more precise and quantifiable targets needed to achieve goals.
Key concepts in Organizational Development Organizational Change and Develop...manumelwin
Organization change is the process of learning and behaving differently, in order to achieve new and better outcomes, by reordering the system structures that drive behavior.
Responsibility charting OD intervetions - Organizational Change and Developm...manumelwin
describes the participation by various roles in completing tasks or deliverables for a or business processes.
It is especially useful in clarifying roles and responsibilities in cross-functional/ departmental projects and processes
Competitive advantage - strategic human resource managementmanumelwin
The concept of competitive advantage was formulated by Michael Porter (1985). Competitive advantage, Porter asserts, arises out of a firm creating value for its customers. To achieve it, firms select markets in which they can excel and present a moving target to their competitors by continually improving their position.
Competitive dimensions - strategic management - Manu Melwin Joymanumelwin
According to Porter, two competitive dimensions are the keys to business-level strategy.
The first dimension is a firm’s source of competitive advantage.
The second dimension is firms’ scope of operations.
In consulting engagements with General Electric in the 1970's, McKinsey & Company developed a nine-cell portfolio matrix as a tool for screening GE's large portfolio of strategic business units (SBU).
Wage theories - compensation management - Manu Melwin Joymanumelwin
Classical economists argue that wages—the price of labor—are determined (like all prices) by supply and demand. They call this the market theory of wage determination.
Wage differentials - compensation management - Manu Melwin Joymanumelwin
The wage paid to workers varies greatly. These wage differentials are mostly the result of differences in worker ability and the workers' effort in performing the job.
There are also wage differentials across occupations, because of differences in the demand and supply of laborers for particular job or occupation. These differences arise primarily because of differences in the amount of education or training required and in the desirability of the job itself.
Wage differentials due to market imperfections - compensation management - M...manumelwin
In economics, there is a presumption that people will migrate to higher paying jobs from lower paying jobs of the same type and with the same requirements. However, this can only happen if people know about the jobs.
Wage differentials due to locality - compensation management - Manu Melwin Joymanumelwin
Wage differentials exist between workers due to differences in ability, effort, occupation, and locality. Wages are usually higher in some localities than others primarily because of differences in cost of living. However, people are often reluctant to relocate for higher wages due to non-monetary costs like leaving friends and family, selling a home, changing schools for children, losing seniority or benefits. Occupational licensing requirements can also prevent workers from moving to a new area for higher pay if they need a new state license.
Adding a Job Order in Illinois JobLink - EmployersIllinois workNet
The document discusses various work-based learning opportunities for employers through a local workforce program, including:
1) Internships that provide 100% paid work experience for youth, adults, and dislocated workers seeking meaningful work experience and skills training. Many interns are later hired by sponsoring businesses.
2) On-the-job training reimbursements of up to 75% of wages for new hires requiring extra training and supervision.
3) Customized training that meets a specific business need and requires the business to pay 50% of costs and commit to hiring the trainee upon completion.
4) Incumbent worker training funds that help avert layoffs and make businesses more competitive by requiring a 50
Salary - compensation management - Manu Melwin Joymanumelwin
This document discusses salary and compensation. It defines salary as employee compensation quoted on an annual basis. For example, a manager might earn $120,000 per year paid semi-monthly in $5,000 installments. Since salary remains the same each pay period, the paycheck covers work through its date. Hourly employees earn wages at time-and-a-half for overtime, while high-paid salaried employees typically do not get overtime pay, though low-salaried employees are entitled to it.
The document discusses various approaches to promotions within an organization, including seniority-based and merit-based promotions. It notes the advantages and disadvantages of each approach. Seniority-based promotions reward longevity but may not promote the most qualified candidates, while merit-based promotions can better match abilities to jobs but are difficult to evaluate objectively. The document also discusses combining seniority and merit, promoting from within versus external hires, and alternatives to promotions such as lateral moves or additional training for high-performing employees when no promotions are available.
This document discusses factors that affect teacher salaries such as merit pay, bonus pay, and incentives. It explains that merit pay ties teacher salaries to student performance evaluations, with potential bonuses or salary increases for high-achieving teachers. Bonus pay programs award additional funds to schools receiving an "A" grade or improving their grade. Incentives like continuing education and national board certification can lead to higher salaries. The document provides resources for researching average teacher salaries nationally, by state, and in different school districts.
Private Jobs are available on our website BeEducated.pk you can search for private jobs in different sectors in our website. Latest private jobs are also updated on our portal.
The document discusses human resource management topics such as why people work, types of employment, types of workers, employment trends, rewards for working, functions of HR including recruitment and selection, training and development, and performance appraisal. It provides information on Maslow's hierarchy of needs, reasons people work like earning money and feeling valued, full-time vs part-time and permanent vs temporary jobs, skilled vs unskilled workers, increasing flexibility and non-traditional work arrangements, different payment systems, and the recruitment, selection, and training processes.
Cost of Turnover - Your Top Employees May Be More Valuable Than You ThinkHeather Fowler
Replacing employees can be costly, especially for middle-level and high-level employees. It can cost 150% of an employee's annual salary to replace a middle-level employee and up to 400% for specialized high-level employees. These costs include hiring and training new employees to replace those who leave. Retaining top employees is important for productivity, morale and profitability. Companies need to develop effective retention programs that go beyond just pay and benefits to offering work-life benefits, recognition programs, training and opportunities for growth to encourage employees to stay. Listening to employee feedback is also important for retaining top talent.
This document discusses wages and salaries. It defines wages as payments made to blue-collar workers based on time worked, while salaries are payments made to white-collar workers typically on a monthly basis. Wage and salary administration aims to develop a fair pay system through principles of external equity based on market rates, and internal equity where more difficult jobs are paid more. Employers conduct wage surveys to determine prevailing compensation levels and ensure their pay structures remain competitive.
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Every person has a different definition of compensation depending on the life experiences of that person. To a watchman working in an organization, the word compensation is likely to mean money.
The UGA Career Center offers many resources to help students find internships and jobs, including posting opportunities on Dawglink, one-on-one appointments with career consultants for your major, and career fairs to meet with recruiters. Students can search for internships on company websites, apply through Dawglink or directly to organizations, and participate in mock interviews to prepare. While unpaid internships may provide more experience, paid internships allow students to gain skills while earning money.
1. The document discusses skill-based pay, which links pay increases to the skills an employee acquires rather than their job. It provides advantages like increased flexibility, productivity, and quality. Skill-based pay requires analyzing skill requirements, setting up training modules, and properly administering certification of skills and payment. Industries where skills are important and labor costs are low are most appropriate for skill-based pay.
This document discusses job design and its impact on employee performance and motivation. It begins by explaining job specialization and how dividing work into specialized tasks can improve work efficiency by allowing employees to focus on a narrow set of tasks and develop proficiency. However, extreme specialization that results in repetitive, tedious work can reduce employee motivation and job satisfaction. The document then discusses Frederick Taylor's scientific management approach to standardizing and optimizing work processes, but notes its failure to consider negative impacts on employee attitudes. Finally, it introduces Frederick Herzberg's motivator-hygiene theory, which proposes that job design can fulfill growth and esteem needs to motivate employees.
This document discusses pay for learning programs that companies offer employees to increase skills and job knowledge. It provides examples of different types of programs like education assistance, on-the-job training, certifications, and professional development opportunities. These programs benefit both employees and employers by improving employee performance, retention, and reducing costs associated with turnover. When companies invest in their employees' learning and growth, it increases job satisfaction and motivation.
The document discusses an On-the-Job (OJT) Training Program offered by Eastbay Works that provides reimbursements to employers of up to 50% of wages for newly hired employees undergoing specialized skills training. The OJT program benefits employers by providing a pool of pre-screened applicants, reimbursements for training costs, and assistance through all phases of the OJT process. There are some restrictions for employers, such as not replacing laid-off employees, and wages must be commensurate with other employees in similar roles. Interested employers should contact the program's Business Services Representative to begin the application process, which involves completing an OJT contract and can take a few weeks to approve.
An IT company in the UAE should adopt a strategic total rewards management system to motivate its employees and increase market share in the blooming UAE IT market. Strategic total rewards considers an employee's total compensation and benefits to increase performance. The document discusses different compensation strategies from the perspective of employees and employers. It also provides examples of analyzing jobs as a lecturer, doctor, or IT technician in the UAE and factors to consider like required qualifications, prestige, duties and average salaries.
The document is a keynote speech by Dr. Alvert N Ng'andu on the importance of education, training, and productivity for the Zambian workplace. Some key points:
- Education and training are important for improving workforce productivity and national economic development by developing skilled labor. However, training must be accompanied by the right workplace strategies.
- Countries that invest more in education see greater economic returns as skilled workers can perform complex tasks. However, overeducation can occur if skills are not properly utilized.
- Barriers like costs, family responsibilities, and negative attitudes can limit training but must be addressed for economic success. Zambia should continue investing in education and partner with organizations like ZCAS to develop its
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2. Prepared By
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Manu Melwin Joy
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Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
3. Wage differentials
• The wage paid to workers
varies greatly. These wage
differentials are mostly the
result of differences in
worker ability and the
workers' effort in performing
the job.
4. Wage differentials
• There are also wage
differentials across
occupations, because of
differences in the demand
and supply of laborers for
particular job or occupation.
These differences arise
primarily because of
differences in the amount of
education or training
required and in the
desirability of the job itself.
5. Occupational Wage Differentials
• Obviously, certain
occupations pay more than
others. Surgeons make more
than teachers, who make
more than retail
salespeople. Most of these
wage differentials are the
result of educational and
training requirements, what
is often referred to as
human capital.
6. Occupational Wage Differentials
• Surgeons require more
than a decade of
education and training
after high school before
they can earn a living as
surgeons, while retail
salespeople can get a job
right of the high school,
or even while they are
still in school.
7. Occupational Wage Differentials
• Education and training limit the
supply of labor in that they take a
certain amount of time to
complete and require a certain
level of skill. In many cases,
people who attend college or
training school do not have the
time to work a full-time job.
Therefore, they also incur an
opportunity cost which is equal
to the amount of money that
they could have earned had it not
been for the educational or
training requirement.
8. Occupational Wage Differentials
• Another primary factor that
determines wages is the
demand for the worker,
which is a derived demand
for the product or service
that the worker provides. If
the worker provides a
product or service that is
highly desirable, then a
higher wage will prevail for a
given supply of workers who
could do that job.
9. Occupational Wage Differentials
• Sometimes, ability makes a
very large difference in wage
potential that far outweighs
the differences in ability. The
winning horse earns a lot more
than the one that comes in
2nd even though it is only a
little faster. There are only so
many jobs for professional
athletes, so only the very best
are going to be chosen for
those high-paying jobs.
10. Occupational Wage Differentials
• Likewise, only the best
musicians or those
producing the most
desirable music will become
wealthy. People only have so
much time and money for
entertainment, so they tend
to select entertainment
performed by the best
people, especially
entertainment package for
mass consumption.