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B
; (hether the executives
were satisfied with the
allowances given !y
#P$%&O
- -
- -
- (hether the executives
were satisfied with the
facilities given !y #P$%&O
- B B
B
!OR WORERS
7 (hether the workers were
satisfied with the salary
distri!ution process
adopted !y #P$%&O
B B
B B
? (hether the workers were
satisfied with the
allowances given !y
#P$%&O
B B
B B
A (hether the workers were
satisfied with the facilities
given !y #P$%&O
B B
B B
77
I. (hether the executives were satisfied with the salary distri!ution process
adopted in #P$%&O
a: Dot satisfied !: Dot much satisfied c: "o some extent satisfied d: Quite
satisfied e: *ully satisfied
%ptions a ! c d e "otal
3esponse F - A 5? A -F
Percentage F 5F ;F ?F ;F 5FF
0
10
20
30
40
50
60
a b c d e
3esponse
P
e
r
c
e
n
t
a
g
e
3esponse Percentage
I23,%'%,3*3(&2= B Most of the executives were uite satisfied with the salary
distri!ution process adopted !y #P$%&.
II. (hether the workers were satisfied with the salary distri!ution process
adopted in #P$%&O
7?
a: Dot satisfied !: Dot much satisfied c: "o some extent satisfied d: Quite
satisfied e: *ully satisfied
%ptions a ! c d e "otal
3esponse F - 5? A A -F
Percentage F 5F ?F ;F ;F 5FF
0
10
20
30
40
50
60
a b c d e
3esponse
P
e
r
c
e
n
t
a
g
e
3esponse Percentage
I23,%'%,3*3(&2= B Most of the workers were satisfied to some extent with the
salary distri!ution process adopted !y #P$%&.
III. (hether the executives were satisfied with the allowances given !y
#P$%&O
a: Dot satisfied !: Dot much satisfied c: "o some extent satisfied d: Quite
satisfied e: *ully satisfied
7A
%ptions a ! c d e "otal
3esponse F - 5; 6 A -F
Percentage F 5F 7F -F ;F 5FF
0
10
20
30
40
50
a b c d e
Response
P
e
r
c
e
n
t
a
g
e
3esponse Percentage
I23,%'%,3*3(&2= B Most of the executives were satisfied to some extent with
the allowances given !y #P$%&.
I@. (hether the workers were satisfied with the allowances given !y #P$%&O
a: Dot satisfied !: Dot much satisfied c: "o some extent satisfied d: Quite
satisfied e: *ully satisfied
%ptions a ! c d e "otal
3esponse F - 5G 6 F -F
78
Percentage F 5F 7F -F F 5FF
0
20
40
60
80
a b c d e
3esponse
P
e
r
c
e
n
t
a
g
e
3esponse Percentage
I23,%'%,3*3(&2= B Most of the workers were satisfied to some extent with the
allowances given !y #P$%&.
@. (hether the executives were satisfied with the facilities given !y #P$%&O
a: Dot satisfied !: Dot much satisfied c: "o some extent satisfied d: Quite
satisfied e: *ully satisfied
%ptions a ! c d e "otal
3esponse F - 6 5G F -F
Percentage F 5F -F AF F 5FF
7G
0
10
20
30
40
50
60
70
a b c d e
3esponse
P
e
r
c
e
n
t
a
g
e
3esponse Percentage
I23,%'%,3*3(&2= B Most of the executives were uite satisfied with the
facilities given !y #P$%&.
@I. (hether the workers were satisfied with the facilities given !y #P$%&O
a: Dot satisfied !: Dot much satisfied c: "o some extent satisfied d: Quite
satisfied e: *ully satisfied
%ptions a ! c d e "otal
3esponse F - 5G 6 F -F
Percentage F 5F AF -F F 5FF
76
0
10
20
30
40
50
60
70
a b c d e
3esponse
P
e
r
c
e
n
t
a
g
e
3esponse Percentage
I23,%'%,3*3(&2: - "o the some extent workers are satisfied with facilities given !y
#P$%&.
CHAPTER 1: !INDINGS O! STUDY
According to this survey, I could conclude following= B
5. $ompensation has major impact coming out of age and experience i.e. more age,
more experience, more $"$. "herefore, more the length if the service, higher the
wages.
?F
;. As the industry goes num!er of settlements, it reaches to saturation point, then the
increase in the direct wages is minimum.
-. As it matures to saturation point, more !enefits come out of facilities and !enefits
rather than rise in direct wages.
7. Any entrepreneur !usiness organi)ation is run to earn profits and ultimately to make
money. In a typical manufacturing set up the !uyer i.e. customer decides the product
price. A product consists of following cost put on it.
3aw material cost
'a!our cost
%verheads
&cheduled profit out of that product
In the a!ove cost, the end customer has always expectation of lowering it or to
maintain at same level. <owever, out of a!ove item, raw material cost and la!our
cast will have always incremental effect. &o to have !etter profit out of
manufacturing, you need to have control over overheads as well as la!our cost.
?5
CHAPTER 0: SUGGESTIONS " CONCLUSION
SUGGESTIONS: -
"ake care of changes in I" rules
$ompany does compensation restructuring !ased on change in income tax rules.
?;
According to survey, to maintain the morale of the employees, management should keep
their compensation plan competitive with similar industry.
T%*26'&%3 !*)(7(38:-
"he company may provide transport facility rather than giving $onveyance allowance.
%n giving an informal talk with employee of the company, it was found that the
employees are more interest in having pickB up and drop facility.
!,63(=*7 A4=*2),:-
$ompany may provide a festival advance facility which will prove more !eneficial for
the employees and which will help them in fulfilling their needs arising during the course
of any festive occasion.
S*7*%8 S5%=,8:-
$ompany should conduct salary survey to find out and study recent patterns in similar
industry. Cased on the finding of such surveys they should restructure the compensation.
!7,E(@7, T& S5(3 A44,4 L(*@(7(3(,6:-
?-
As employees grow in the organi)ation, simultaneously his family lia!ilities also grow.
"o accommodate such lia!ilities like children education, dependent family mem!ers>
marriage, and medical expenses this should !e considered in deriving compensation
package.
C&23(25&56 T%*(2(2+ A24 R,;*%46:-
In the competitive era, to keep feet one need to continuously upgrade him !y way of
knowledge !ase and develop things which may utili)e for organi)ational development.
"hus, there has to !e proper consideration for rewarding such things.
CONCLUSION: -
*rom this project report, I could conclude that compensation management plays integral
role in o!taining organi)ational goals.
5. Any compensation program must have the strong linkage to the profita!ility at the
production level and !usiness level.
?7
;. "he program should ensure that it esta!lishes accounta!ility, ownership and
service orientation at all level.
-. "he key to motive employees is compensation package i.e. direct wages are low
!ut other !enefits are more which are !ased on productivity. "hey vary according
to productivity.
7. $ompensation helps to retain competent employees in the organi)ation.
?. Attractive compensation package also enhance the competitiveness of the
company.
CHAPTER 9: LIMITATIONS
5. "he study was restricted to main !ranch of #P$%& India Pvt. 'td.
??
;. ,ue to company>s norms and regulations some of the official and financial data
which was important for my project could not !e availa!le.
-. Many times the officials were so !usy that they could not answer the ueries
related to the topic.
CHAPTER 10: BIBLOGRAPHY
BOOS:
?A
P. &u!!a 3ao 9;FF8:L #ssentials of <uman 3esource Management . Industrial
3elationsL <imalaya Pu!lication <ouseL Mum!aiL pp 7FFB7F?.
$. C. Mamoria, &. @. Gankar 9;FF8: Personnel ManagementL <imalaya Pu!lishing
<ouseL Dew ,elhiL pp 7-;B7?G
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