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Re: Project on Compensation Management
pradnya4u is an unknown quantity at this point
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Re: Project on Compensation Management - December 1st, 2008

plz send me the any project report. i need it urgently.

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Re: Project on Compensation Management
Animesh Joshi
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Student of MBA at Shri Vaishnav Institute of Management
Indore, Madhya Pradesh
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Re: Project on Compensation Management - December 16th, 2008


Wage is a monetary payment made by the employer to his employee for the work done or services rendered. It is a monetary compensation for the services rendered. A worker may be paid Rs. 100 per day or Rs. 4500 per month. This is wage payment. The worker gives his services and takes payment called wage payment. Industrial workers are paid remuneration for their services in terms of money called wage payment. Wages are usually paid in cash at the end of one day, one month or one week. Money wage is the monetary compensation or price paid by the employer to his employee for the services rendered. Such compensation is also called wage or salary or reward given by an organisation to a person in return to a work done.
Generally, compensation payable to an employee includes the following three components:
 Basic compensation for the job (wage/salary)
 Incentive compensation for the employee on job
 Supplementary compensation paid to employees (fringe benefit and employee services)


1. To worker:
Wage payment is important to all categories of workers. Wage is a matter of life and death to workers/employees. Their life, welfare and even social status depend on wage payment. It is only source of income to large majority of workers. They and their unions always demand higher wages and other monetary benefits.
Majority of labour problems and disputes are directly related to wage payment. The efficiency of workers and their interest and involvement in the work depend on wage payment. Even their attitude towards employer depends on wage payment. In brief, wage payment is a matter of greatest importance to workers. Wage problem is the most pressing and persistent problem before the entire labour force.

2. To employer:
Wage payment is equally important to employers as their profit depend on the total wage bill. An employer in general is interested in paying low wages and thereby controls the cost of production. However, low wages are not necessarily economical. In fact they may prove to be too costly to the employer in the long run. E.g. In garment manufacturing company if tailors are not paid properly then it is difficult for the company to retain them. An employer has a moral and social responsibility to pay fair wages to his worker as they are equal partners in the production process. He should give fair wages which will benefit to both the parties. Employees will offer full co-operation to the management when they are paid attractive wages. On the other hand, strikes and disputes are likely to develop when workers are paid low wages or when they are dissatisfied and angry due to low wage rates. It is possible to earn more profit by paying attractive wages to workers. E.g. Reliance, Citi Bank, Motorola are earned huge profits because of their higher pay packages.

3. To government:
Government also give special importance and attention to wages paid to industrial workers as industrial development, productivity, industrial peace and cordial labour- management relation depend on the wage payment to workers. Government desires to give protection to the working class and for this minimum wages act and other Acts are made. In India, wages are now link with the cost of living. This is for the protection of workers. Government is the biggest employer in India and the wage rates of government servant and employees of public sector organisations are decided by government only. Revision of pay scale of government employees made for adjusting their wages as per the cost of living. For this, “Pay Commission” is appointed and pay scale is adjusted as per the recommendations made.

In India, wage payment is very critical, controversial and delicate issue for all categories of work force. This is due to poverty, rising prices, mass unemployment and rising population. Wage payment indeed a vexatious problem and needs to be tackled from economic, social and humanistic angles.


Fair wages is the wage which is above the minimum wage but below the living wage. Obviously the lower limit of the fair wage is the minimum wage and the upper limit is set by the ability of the industry to pay. Between these two limits, fair wages should depend on the factors like –

1. Prevailing rates of wages in the same occupation
2. Prevailing rates of wages in the same region or neighbouring areas
3. Employers ability to pay
4. Level of national income and its distribution
5. Productivity of labour
6. Status enjoyed by the industry in the economy

Hence it can be said that fair wages are determined on industry cum region basis. When fair wages are paid employees enjoy higher standard of living. It is accepted fact that wages must be fair and reasonable. Wages is fair when the employee is able to meet its essential needs and enjoy reasonable standard of living. ”Equal pay for equal work” serves as base of fair wage.
According to Encyclopaedia of social science,”Fair wages are equal to those received by the workers performing work of equal skill, difficulty or unpleasantness.”

Factors Influencing Wage And Salary Structure

• The organization’s ability to pay:
Wage increases should be given by those organizations which can afford them. Companies that have good sales and therefore high profits tend to pay higher wages than those which are running at a loss or earning low profits because of the high cost of production or low sales.

• Supply and demand of labour:
If the demand and certain skills are high and the supply is low the result is rise in the price to be paid for these skills. The other alternative is to pay higher wages if the labour supply is scarce and lower wages when it is excessive.

• The cost of living:
When the cost of living increases, workers and trade unions demand adjusted wages to offset the erosion of real wages. However when living costs are stable or decline the management does not resort with this argument as a reason for wage reduction.

• The living wage:
Employers feel that the level of living prescribed in workers budget is opened to argument since it is based on subjective opinion.

• Job requirements:
Jobs are graded according to the relative skill responsibility and job conditions required.

• Trade unions bargaining power:
Trade unions do affect the rate of wages. Generally the stronger and more powerful trade union, higher the wages.

• Productivity:
Productivity is another criterion and is measured in terms of output man-hour. It is not due to labour efforts alone. Technological improvements, greater ingenuity and skill by the labour are all responsible for the increase in productivity.

• Prevailing market rate:
This is also known as ‘comparable wages’ or ’going wage rate’. Reason behind this is competition demand that competitors adhere to the same relative wage level.

• Skill levels available in the market:
With the rapid growth of industries, business trade there is shortage of skilled resources. The technological development, automation has been affecting the skilled levels at a faster rate.

• Psychological and social factors:
This determine in a significant measure how hard a person will work for the compensation received or what pressures he will exert to get his compensation increased.

Components Of Employee Remuneration

The remuneration packet of an employee includes wage/salary, incentives, fringe benefits, perquisites and finally non-monetary benefits. This is made clear in the following chart:

1. Wages and salary:
Wages represent hourly rates of pay, and salary refers to the monthly rate of pay, irrespective of the number of hours put in by the employee. Wages and salaries are subject to the annual increments. They differ from employee to employee, and depend upon the nature of job, seniority, and merit.

2. Incentives:
Incentives are paid in addition to wages and salaries and are also called ‘payments by results’. Incentives depend upon productivity, sales, profit, or cost reduction efforts.
There are: (a) Individual incentive schemes, and (b) Group incentive programmes. Individual incentives are applicable to specific employee performance. Where a given task demands group efforts for completion, incentives are paid to the group as a whole. The amount is later divided among group members on an equitable basis.

3. Fringe benefits:
These are monetary benefits provided to employees. They include the benefit of: (a) Provident fund, (b) Gratuity, (c) Medical care, (d) Hospitalization payment, (e) Accident relief, (f) Health and Group insurance, (g) Subsidized canteen facilities, (h) Recreational facilities, and (i) Provision of uniforms to employees.

4. Perquisites:
There are special benefits offered to managers/executives. The purpose is to retain competent executives. Perquisites include the following: (a) Company car for traveling, (b) Club membership, (c) Paid holidays, (d) Furnished house or accommodation, (e) Stock option schemes, etc.

5. Non-monetary benefits:
These benefits give psychological satisfaction to employees even when financial benefit is not available. Such benefits are: (a) Recognition of merit through certificate, etc. (b) Offering challenging job responsibilities, (c) Promoting growth prospects, (d) Comfortable working conditions, (e) Competent supervision, and (f) Job sharing and flexi-time.



Time rate system:

It is the oldest and simplest method of wage payment used extensively in the industrial as well as government departments. Wages are paid as per the time spent by the workers in the factory. The production given by them is not taken into consideration. The employer buys the hours of the workers and pays them accordingly. Time rate system is also called as day wage system. In the time rate system, efficiency, sincerity, ability is not given attention and all the workers are paid at one and the same rate as per the period spent in the factory.


1) Easy and simple: Time rate is easy to understand and simple to follow and calculate. Wage calculations are also easy and quick. Each worker knows how much wage payment he is entitled to at the end of the month. This gives convenience to employer and employees.

2) Guarantee of minimum wage: It gives the guarantee of certain minimum wage payment to every worker irrespective of their working capacity. Workers get a regular and stable income and this gives a sense of security to all workers as regards wage payment.

3) Maintains quality of production: Quality of production is maintained here as the workers are not in a hurry to complete the work. They do not rush the job and spoil the quality because of the temptation to earn more. Workers tend to work slowly and with care. Even accidents are less as workers use the machines in a careful manner.

4) Support from trade unions: Workers and trade unions accept and support time rate system as all workers are placed in one category as regards wage payment. This ensures unity among workers. Trade unions normally prefer time rate system of wage payment.

5) Avoids quarrels among workers: Time rate avoids heart burning and quarrels among the workers as uniform wages are paid to all. Here efficiency, honesty and sincerity of workers are not given any special weightage. Wage rate is the same for sincere and lazy workers.

6) Convenient in modern factory system: Time rate payment is convenient in modern factory system where production process is continuous and integrated. It is not possible to measure the work completed by one individual worker and hence time rate system is convenient.


1) Not scientific: Time rate is not scientific system of wage payment as there is no direct linking between wages and production/productivity. Wages bill may increase without corresponding increase in the production. This will bring loss to the employer / management.

2) Absence of positive encouragement: In the time rate system, there is no positive encouragement to workers to improve their efficiency/ performance as the wage rate is uniform to all workers; efficient and inefficient.

3) No distinction between workers: In the time rate system no distinction is made between efficient and lazy workers, both are paid at one rate which is unfair. This system gives punishment to sincere and efficient workers. They are discouraged as they are paid less than what they deserve. They may even leave the job.

4) No initiative to workers: Time rate fails to encourage workers to take more interest and initiative in their work. In fact, it encourages them to follow “go slow” policy. This is because wage payment is not linked with the production given.

5) Labour cost may increase: In the time rate system, there is a possibility of increase in the labour cost without corresponding increase in the production. Workers may work with slow speed, give less production but collect the wage as per time or day fixed.

6) Strict supervision: In the time rate strict supervision on the workers is essential as payment is for period and not production. This raises the expenditure on supervision.

7) No effect on productivity/ efficiency: Time rate fails to raise productivity and efficiency of labour force. It is not an incentive system of wage payment.

Piece rate system:

This is another basic system of wage payment. It is just opposite to the time rate. It is also treated as an incentive wage system as it encourages workers to produce more and also to earn more. In the piece rate system, wages are paid as per the output or production given by the worker and not as per the time spent by the worker in the factory. Payment is by results in terms of output given. Wage rate is fixed per piece of work or for certain quantity of production. The production given by a worker at the end of the day is counted and payment is made accordingly.


1) Linking of wages with production: Here wages are linked with production or productivity. It raises the productivity of labour. Workers work with speed and use their capacity fully as the wage payment is directly related to the quantity of production given by a worker.

2) Distinction is made between efficient and inefficient workers: Distinction is made between efficient and inefficient worker and full justice is done to efficient worker as he gets payment in proportion to the production given. Efficient workers support the piece rate system but it is not preferred by unskilled and inefficient workers. They get less payment under this method as their capacity to produce is less.

3) Encourages workers to take initiative in the work: Piece rate system encourages workers to take more interest and initiative in the work as every worker gets full reward of his efforts. There is direct efforts-reward relationship in the piece rate system.

4) Fair to employer and employees: This system is fair to employers as well as employees. The employees get income in proportion to production given by them and the employer gets production in proportion to the wage paid.

5) Incentive system: This system serves as the incentive system. Workers work efficiently and take interest in the work due to corresponding benefit/ reward in the form of higher wage payment.

6) Limited supervision adequate: In this system strict supervision on the workers is not necessary as workers work sincerely. This is because their wage payment is directly linked with their sincerity and ability.

7) Freedom of work to workers: Workers get more freedom of work and there is effective control on the cost of production in the piece rate system.

8) Brings cordial relations: Piece rate brings cordial labour- management relations and industrial peace.


1) No guarantee of minimum wage payment: There is no guarantee of certain minimum wage payment to a worker. This may prove to be dangerous particularly to a newly recruited worker and workers who are below average

2) Workers suffer even when they are not at fault: Sometimes workers suffer in wage payment even when they are not fault. Due to power failure, etc they may not be able to give production and naturally they will not be eligible for wage payment even when they remain present in the factory for the whole day.

3) Complicated system: Piece rate system is complicated and difficult as it is difficult to understand by ordinary workers. Management will have to keep elaborate records of production given by each worker. Workers also make complaints as regards wage payment when they feel that due payment is not made to them.

4) Disturbs unity of workers: Piece rate affects the unity among workers as wage payment will not be uniform to all workers. This will lead to quarrel among workers. Trade unions oppose piece rate system on the ground that it will lead to rivalry among workers and destroy unity among them.

5) Not fair to trainees: Piece rate system is not fair to trainees, as their capacity to produce is less and naturally they will get less wages.

6) Quality of production is adversely affected: It affects the quality of production as workers may work with speed and this may bring down the quality of production. In addition the wastages and spoiled work are likely to increase due to haste on the part of the workers to labour hard and over strain themselves in order to earn more. This affects the health of workers.


Wages are paid as per the time spent by workers.
Wages are paid as per the output or production given by workers.
Old/new system:
Oldest and simplest method of wage payment.
Modern and incentive system of wage system.
Guarantee of wages:
Gives guarantee of certain minimum wage payment to every worker.
Fails to give guarantee of minimum wage payment to every worker.
Employees and trade unions support time rate system.
Employers and efficient workers prefer piece rate system.
Understanding of system:
Easy to understand and simple to administer.
Complicated system as various recorded and registers are required to be maintained
Distinction between workers:
Distinction is not made between efficient and inefficient workers as all are paid at one and same rate.
Distinction is made between efficient and inefficient workers. Efficient worker is paid more while an inefficient worker is paid less.

Effect on production:
Encourages workers to follow go-slow policy and naturally production suffers.
Encourages workers to take more interest in the work and naturally production increases.
Quality of production:
Quality, workmanship of production are not affected, raw materials, machinery are utilised properly. The spoiled work is also negligible.
Quality, workmanship of production may suffer. Increase in spoiled work and wastage of raw materials.

Strict supervision is necessary as workers are paid as per the period spent.
Strict supervision is not necessary as workers are paid in proportion to the production given.
Suitable to manufacturing units, also suitable when individual contribution is not easily measurable.
Suitable when contribution of individual worker is measurable and work is standardised and repitive in character.


The wage plan should be highly incentive means it should encourage workers to take more initiative and interest in the work, produce more and also earn more. The wage plan which serves all these purposes is called incentive wage plan. Such an incentive plan is beneficial to both - employers and employees as well as it is useful for the rapid industrial growth.

Incentives include monetary as weft as non-monetary benefits offered. There is motivation to work hard and to earn more. In every incentive plan, wages are linked with the given output. Incentives are not fixed like wages and salaries. They vary from individual to individual and from period to period.

ILO defines incentives as "payment by results". Incentives can also be described as "incentive systems of payment".

According to Dale Yoder, “Incentive wages relate earnings to productivity and may use premiums, bonuses, or a variety of rates to compensate for superior performance” Piece rate system is the oldest incentive wage plan which is also useful for attracting and retaining qualified personnel in the organisation and for motivating personnel to higher levels of performance. In many incentive plans, a combination of time rate and piece rate systems is used. Such combination creates an ideal incentive plan.


There are two types of incentive plans:
(a) Individual incentive plans, and
(b) Group incentive plans.

Individual incentive plan is meant for individual employees. He has to work hard i.e. efficiently, produce more and share the monetary benefits for himself. The benefit is directly linked with his ability, efficiency and capacity.

In the group incentive plan, the incentive is not for individual employee but for the group of employees working in one department or section. Such group incentive plan may cover the entire labour force of a production unit. The group will work collectively, give more production and share the benefit. Initially the benefit will be given to the group and thereafter, it will be divided among the members of the group.

Management is interested in group incentive plan while employees are interested in individual incentive plans. Production activities are now conducted in an integrated manner and naturally incentives should be offered to the employees. Group incentive plans are better as they encourage team spirit and develop cooperation and understanding among the employees. This avoids wastages and promotes productivity.


A good incentive plan is one which is easy to understand and simple to operate. An average worker must be able to know the incentive offered and what he is expected to do. The monetary as well as non-monetary benefits offered must be made clear to all workers.

Encourage initiative:
A good incentive plan should create initiative among workers to work more and to earn more. It must offer more income to workers and more profit/production to the firm or company.

Definiteness and flexibility:
A good incentive plan should be definite. This means frequent changes should not be made as regard rates, etc. as such changes create confusion and doubts in the minds of workers. Such plan must give clear benefits to workers
In addition, an ideal incentive plan should be flexible. It should take care of technological and other changes taking place from time-to-time. There should be suitable provision for such adjustment. Flexibility makes incentive plan adaptable.

Wide coverage and equitable:
A good incentive plan should not be for employees in certain departments only. It should have a wide coverage and almost all employees should be covered in such plan. Such wide coverage makes the plan popular at all levels and among all categories of workers.
An incentive plan should be equitable. This means it should provide equal opportunity to all employees to show efficiency and earn more. This avoids dissatisfaction among employees and makes the plan just and fair to all employees.

Guarantee of minimum wage payment:
An incentive wage plan should include certain minimum wage payment to every worker per month. This should be irrespective of the production he gives. Such provision of guarantee payments creates a sense of security and confidence among workers.

Scientific fixation of standard workload:
Under the incentive plan, extra payment is given for the extra work i.e. work which is over and above certain quality. Such standard work-load must be clear, specific and fixed with scientific time studies so that majority of employees will be able to give extra production for extra payment.

Justice to employer and employees:
A good incentive plan should do justice to both parties. The employer must get additional production along with extra profit and the workers must get extra payment for extra production.


Profit-sharing is regarded as a steppingstone to industrial democracy. Prof. Seager observes: "Profit-sharing is an agreement by which employees receive a share, fixed in advance of the profits."
Profit-sharing usually involves the determination of an organisation's profit at the end of the fiscal year and the distribution of a percentage of the profits to the workers qualified to share in the earnings. The percentage to be shared by the workers is often predetermined at the beginning of the work period and IS often communicated to the workers so that they have some knowledge of their potential gains. To enable the workers to participate in profit-sharing, they are required to work for certain number of years and develop some seniority. The theory behind profit-sharing is that management feels its workers will fulfill their responsibilities more diligently if they realise that their efforts may result in higher profits, which will be returned to the workers through profit-sharing.

The main features of the profit-sharing schemes are:
(a) The agreement is voluntary and based on joint consultation made
freely between the employers and the employees.
(b) The payment may be in form of cash, stock of future credits of
some amount over and above the normal remuneration that would otherwise be paid to employees in a given situation.
(c) The employees should have some minimum qualifications, such
as tenure or satisfy some other conditions of the service which may be determined by the management.
(d) The amount to be distributed among the participants is computed
on the basis of some agreed formula, which is to be applied in all circumstances.
(e) The amount to be distributed depends on the price earned by the
(f) The proportion of the profits distributed among the employees is
determined in advance.

Objectives of Profit-sharing:

1) To supplement the regular earning of the workers,
2) To create a sense of partnership among the workers and the management,
3) To enable the workers to participate in the prosperity of their company,
4) To develop cordial labour-management relations and to improve employee morale.
5) To introduce incentive wage plan
6) To raise productive efficiency by reducing costs and increasing output
7) To reduce labour turnover and to improve public relations.
8) To provide for employee security in the event of death, retirement or disability


1) Extra income to workers: Workers get extra cash payment due to profit-sharing arrangement. This money is useful for raising their welfare. Workers can purchase costly consumer durables out of this money available at one time. Thus, profit-sharing provides better life and welfare to workers. It creates contended labour force with higher standard of living. Profit-sharing plan acts as a good supplement to regular wages paid to employees. In fact, profit-sharing is aptly described as a form of added remuneration.

2) Workers take more initiative and interest in the work: Due to profit-sharing arrangement, workers/ employees take more interest in the work. This develops team spirit among the employees because their share in the profit depends on their collective initiative, efforts and hard work. In this sense, profit-sharing is useful for motivating employees. It encourages employees to be regular, stable and efficient as the benefits of these elements are offered to them through profit-sharing. Here, efforts and reward are directly and proportionately linked. This encourages employees to take keen interest in the work and develops team spirit.
Profit-sharing acts not only as supplement to regular wages (i.e. as an incentive wage plan) but also as a motivating factor to all employees. It creates common objective before employer and employees and diverts their energies for achieving one common objective.

3) Increase in production and productivity: Profit- sharing acts as a driving force for more production and productivity. It motivates workers for raising production as they get direct and immediate benefit of additional efforts on their part. The benefits of increase in production are available to employer and employees.

4) Fair to employer and employees: Profit-sharing gives mere remuneration to workers along with more profit to employer. Employer pays a part of profit to workers but he is not adversely affected as profit is paid only when it exceeds a particular limit agreed by both the parties. This arrangement is, certainly fair to both parties. There is an element of social justice in it.

5) Ensures cordial industrial relations: Profit-sharing creates cordial labour-management relations. It. reduces industrial disputes, strikes and lock-outs. This is because both have common objective and both are likely to suffer due to industrial disputes, strikes and lock-outs. Thus, profit-sharing reduces industrial disputes and leads to friendly relations between employer and employees. It certainly acts as a tool for reducing industrial disputes and also for creating industrial peace.

Thus, profit-sharing agreement encourages workers to work efficiently and also avoid dispute and quarrels with the employer. It acts as a natural and self-imposed check on industrial disputes. Profit-sharing creates team spirit in the higher cadres of management as well as in the rank and file of workers.

6) Less supervision required: Profit-sharing reduces the expenditure on supervision of workers as they take interest in the work on their own. Moreover, wastage of' materials, volume of spoiled work, etc. are also reduced.

7) Stability to labour force: Profit-sharing brings stability to labour force as the benefit of profit-sharing is usually given only to those who work in the company for the whole year. Thus, profit-sharing brings down the rate of labour turnover and this gives benefit to the employer/ management.

8) Promotes social justice: Profit-sharing is a method of social justice. It is a method by which workers are given the reward of their hard work and also allowed to participate in the progress and prosperity of their company. Profit-sharing introduces industrial democracy as workers are treated not only as wage earners but also as partners for sharing the profits of the company.


1) Uncertainty: There is high degree of uncertainty in the profit-sharing scheme/plan. Profit-sharing is uncertain because it will be paid only when the profit exceeds a particular limit. The profit may not cross a particular limit due to market forces and the workers will suffer. Thus, profit-sharing does not give full guarantee of extra payment to workers. It acts like a fair weather plan.

2) Unfair to efficient workers: Profit-sharing is a group incentive plan. It gives equal benefit to all workers. Distinction is not made between good and bad workers. As a result sincere and efficient workers get less than what they deserve while insincere and inefficient get more than what they deserve.

3) Opposition from trade unions: Trade unions and workers feel that bonus payment is better than profit:-sharing. They generally oppose to profit-sharing and demand bonus from the employer as it is a cheap alternative to profit-sharing.

4) Disputes on calculation of net profit: In profit-sharing, the net profit is to be calculated at the end of the financial year. There is a possibility of difficulties as regards the calculation of the net profit. The employer may like to manipulate the accounts and show less profit while workers may calculate it as high. Such quarrel affects both the parties as it leads to dispute and delay in payment. In brief, ascertaining net profits is one sensitive problem in profit-sharing.

5) Adverse effects on labour-management relations: Sometimes, relations between labour and management are adversely affected on the point of profit-sharing agreement. This defeats the very purpose of profit-sharing. Disputes are possible as regards the profit-sharing agreement itself.

6) Not useful during depression: Profit-sharing as a method of extra remuneration to workers can be used during the period of prosperity when profits are high. It cannot be used during the years of depression. Even newly established companies are not in a position to introduce profit-sharing scheme for their employees.

7) Opposition from conservative employers: The concept of profit-sharing is not fully acceptable to conservative employers. They feel that profit is the reward for the risks and uncertainties. They also argue that workers must be prepared to share profit as well as loss in the business.



Fringe benefits may be defined as wide range of benefits and services that employees receive as an integral part of their total compensation package. They are based on critical job factors and performance. Fringe benefits constitute indirect compensation as they are usually extended as a condition of employment and not directly related to performance of concerned employee. Fringe benefits are supplements to regular wages received by the workers at a cost of employers. They include benefits such as paid vacation, pension, health and insurance plans, etc. Such benefits are computable in terms of money and the amount of benefit is generally not predetermined.
The purpose of fringe benefits is to retain efficient and capable people in the organisation over a long period. They foster loyalty and acts as a security base for the employees.


• Different from regular wages: Fringe benefits are different from regular wages as such benefits are those payments, which an employee enjoys in addition to wages he receives. It is a supplementary payment and provides support to an employee.

• Employee motivation: Fringe benefits are not given to employees for performing certain jobs. The purpose is to encourage them to take more interest in the assigned work.

• Useful but avoidable expenditure: Fringe benefits constitute a labour cost for the employer.

• Not directly linked with efforts: Fringe benefits are not direct reward for the efforts made or the production given by an employee.

• Beneficial to all employees: Fringe benefits are a labour cost but its benefits should be made available to the entire labour force and not to a small group of employees.

• To supplement direct remuneration: Fringe benefits supplement regular pay of employed. It raises the total earnings of an employee and provides better life and welfare to him.
• Employers prefer fringe benefits: employers prefer this indirect remuneration to direct pay increase.
• To retain competent employees: Fringe benefits create satisfied labour force. In addition, the management can attract and retain competent personnel in the organisation by offering liberal packet of fringe benefits.
• To develop good corporate image: Fringe benefits help to develop a good corporate image.
• To raise employee morale: Liberal package of Fringe raises the morale of employees.


There are some limitations of Fringe Benefits. These are:

• Fringe Benefits may lead to unhealthy competition among employees
• The expected benefit may not be available if the monetary benefits are not adequately attractive to employees.
• The motivation may not be as per expectation if the implementation of the benefits scheme is not transparent.

There are certain advantages of Fringe benefits. These are:
• Fringe benefits provide support to remuneration paid to employees.
• Fringe benefits improve efficiency and productivity of employees.
• Fringe benefits act as an added attraction to the employees.
• Fringe benefits reduce monotony and fatigue of employees. They make employees efficient and co-operative for whatever organisational changes required to be introduced.
• Fringe benefits raise morale of the employees. They develop affinity for the organisation.
• Fringe benefits develop good corporate image and raise market standing of the organisation.
• Fringe benefits act as a motivating force. They motivate employees and induce them to work for the progress and prosperity of the organisation.

(1) Payment for time not worked by the employee:
• Holidays.
• Vacations.
• Leave with pay and allowances.

(2) Contingent and deferred benefits:
• Pension payment.
• Group life insurance benefit.
• Group health insurance.
• Sick leave, maternity leave, child care leave, etc.
• Suggestion/service award
• Severance pay.

(3) Legally required payments:
• Old age, disability and health insurance
• Unemployment compensation
• Worker's compensation.

(4) Misc. benefits:
• Travel allowances.
• Company car and membership of clubs, etc
• Moving expenses.
• Child care facilities.
• Tool expenses and meal allowances, etc


According to Edwin b. Flippo, “Job evaluation is a systematic and orderly process of determining the worth of job in relation to other jobs”.

Job evaluation means determining the relative worth of a job in an organization by comparing it with other jobs within an organization and with job market outside jobs are evaluated on the basis of their content and are placed in the order of their importance. In this way, job evaluation helps in establishing job hierarchy. It is a process by which jobs in an organization are appraised. It suggests comparative importance of different jobs. A wage structure hierarchy is based on such job evaluation.
In job evaluation the jobs are ranked on the basis of their relative importance and not the job holders. They are rated through performance appraisal. Job evaluation is the output provided through job analysis.

1. It determines the relative worth of jobs in an organization. Jobs are evaluated as per their content and place in the order of their importance.
2. It is based on the analysis of the facts about the job collected through job analysis.
3. It helps to bring a balanced wage structure in an organization. This is possible as job hierarchy is established. The purpose is fixation of satisfactory wage differentials among various jobs.

1. To establish by impartial judgement the logical and accurate relationship of each job to other jobs within the firm.
2. To establish satisfactory wage and salary differentials.
3. To select employees more accurately and train, promote or transfer them within the firm objectively and impartially.
4. To provide them information for work organization, employees selection, placement and other similar problems.
5. To promote employee goodwill, strengthen and maintain morale and loyalty and provide an incentive for efficiency.
6. To determine the rate of pay for each job that is fair and equitable in relation to other jobs in the plant.
Advantages / Importance:

1. Job evaluation clearly indicates the relative worth of different jobs in the organization.
2. It establishes a hierarchy of jobs and evolves a graduated wage scale for employees.
3. It is useful for introducing a satisfactory, rational and balanced wage structure in an organization. It is also useful for simplifying wage administration.
4. It promotes employees goodwill, strengthens and maintains high morale and loyalty of workers and also provides incentives for raising efficiency.
5. It provides a scientific base for promotions and transfers of workers in an organization.
6. It avoids injustice to workers as regards wage payment, promotions and transfers.
7. It simplifies wage administration and facilitates merit rating and training programmes for employees.
8. It removes grievances and disputes among employees over relative wages and makes the wage system acceptable to all employees.

Methods of job evaluation:

1. The Ranking or grading method:
This method is considered to be the simplest and the last formal of all the job evaluation methods. Here the aim is to judge the job as a whole and determine its relative value by ranking one whole job as against another whole job. Under this method, the jobs are arranged in order to their importance with the most important job at the highest end and the least important job at the lowest end. The remaining jobs are arranged as per their relative importance through suitable evaluation techniques. The ranking is conducted through a committee of experts’ job raters. The committee is supplied with the necessary information (job description and job specification) for the ranking of available jobs. The ranking is done at the departmental level and for every department, the jobs are ranked I order of importance. This creates a hierarchy of jobs within the department. In this method which is non analytical, the ranking of jobs is based on the nature and importance of the job, responsibilities involved, qualities and qualifications required and the working conditions connected with the job.

1. Simplicity - it is easily understood to all the concerned and also to operate/ administer.
2. It is inexpensive.
3. It can be used conveniently in small establishments.

1. It does not indicate the degree of difference between the jobs. It merely shows that one job is more or less important than other job.
2. In most cases, the rankings are not based on job description but on the rater’s general knowledge of the jobs.
3. It is complex for a large firm with a complex organization structure.

2. The factor comparison or weight in money method:
It is an analytical method. The rating process consists of delineation of common key factors of different jobs and assessment of monetary values thereto with a view to assessing their relative worth on the basis of sum total of the monetary values. Job description provides the data required for indicating the major job elements or factors found in greater or lesser degree in the activities of the entire enterprise.
It is a qualitative method of job rating involving complicated procedure. As a result, the services of experts are required for actual job rating.
This method begins by selecting the crucial or critical components or elements characterizing the business operations of the firm. In other words, a schedule of job factors is drawn up by careful analysis of the operations.

The factors under this method are:
1. Mental requirements
2. Skill requirements
3. Physical requirements
4. Responsibility range
5. Working conditions.

After the key elements are selected for analyzing the jobs, the weights are applied tot job elements. Assessment of weights is done by an expert committee. As per such weights, the jobs are ranked. A monetary value is assigned to each factor of all jobs. All these values of individual jobs are weighted and then the total value of each job is arrived at or is readily available.

1. It is more accurate and systematic than the simple ranking method. The dissimilar jobs can be rated on the basis of common factors.
2. The services of experts are used and this makes the system realistic and accurate.

1. It is complicated, expensive, laborious and not easily explainable to employees.
2. Application of weightages and monetary values may involve the bias of experts.
3. This method is difficult to install and is not used extensively.

3. The point rating method:

This method is one popular and extensively used method of job evaluation. In this method, each job is evaluated separately, appraising each of the factors such as skill, effort, responsibility and working conditions and combining the separate evaluations into a single point score for each job.
In this method a series of rating scales is constructed one for each of the factors which have been selected as important in the work of the position. A certain number of points are allowed for each scale. In this way, differences among jobs are reflected in the different values which are assigned to the factors. By the use of point rating method, each job is reduced to a numerical value so that similarity and differences in work and difficulty are discovered.

The straight point system in which each factor has the same number of degrees and corresponding points is indicated in the following chart:

1 2 3 4 5

EDUCATION 10 20 30 40 50

EXPERIENCE 10 20 30 40 50

PHYSICAL DEMAND 10 20 30 40 50





HAZARDS 10 20 30 40 50

The weighted point system the number of degrees is shown in the chart given below:

1 2 3 4 5

EDUCATION 10 20 30 40 50

EXPERIENCE 30 60 90 120 150

PHYSICAL DEMAND 20 40 60 80 100





HAZARDS 5 10 15 20 25

1. This method is analytical in its approach.
2. It gives a quantitative value for each job. This makes it easy to explain to a worker who has some doubt in his mind about the absolute and relative wages fixed for his job.
3. The outstanding feature of this method is the use of a manual. Basis and guidelines of valuation are standardized by experts and are codified in this manual.

1. This method may suffer from inequities if listing and weighting of points are defective due to indifference on the part of rater.
2. The manual used for ranking the jobs needs periodical revision. If not revised it may become outmoded and evaluation based thereon would be out of tune with the changed trends.
3. It is difficult for application and may prove to be unintelligible to the workers.
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Re: Project on Compensation Management
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Re: Project on Compensation Management - January 5th, 2009

i was looking for something exactly like this...
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Re: Project on Compensation Management - January 10th, 2009

Originally Posted by rahul_parab2006 View Post
Hey guyz............

Here is the Project on Compensation Management...........
I need to check the project for details. please provide it.
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Re: Project on Compensation Management - January 13th, 2009

i am doing mms (HR) in 4th sem i need a project topic list that we can take a topic.
pls send me list

thank u
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Re: Project on Compensation Management - February 27th, 2009

i need a hr project on compensation manahgement, can any one help me out plz
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Re: Project on Compensation Management - March 6th, 2009

hey someone plz let mekno how to upload a project
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Re: Project on Compensation Management - March 9th, 2009

Thanx friend for the info.was of great help.
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Re: Project on Compensation Management - March 24th, 2009

Thanks a lot....it was very useful to me.....
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Re: Project on Compensation Management - April 5th, 2009

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compensation, management, project

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