ON

"WAGE & SALARY

ADMINISTRATION"
AT
JAYPEE SIDHI CEMENT PLANT BAGHWAR
Submitted for the partial fulfillment of the Degree of
M.B.A from A.P.S. University Rewa (M.P.
SESSION - 2013
Submitted To :
Dr. Atul Pandey
Prof.-in-!"r#$
DBA% A.P.S. &ni'$r(i)* R$+"
Submitted By :
Rupesh Agrawal
MBA III S$,.
DBA% A.P.S. &ni'$r(i)* R$+" -M.P..
Under the Guidance Of
Mr. Mrityunjay Singh
A((i()"n) M"n"#$r -HR.
J"*/$$ Si0!i C$,$n) P1"n)
DEPARTMENT OF BUSINESS
ADMINISTRATION, A.P.S.
UNIVERSITY REWA (M.P.)
INTRODUCTION
Determining wage and salary payments is one of the most critical aspects of
human resource management because
1. The organiation compensation and reward system has such a profound effect
on the recruitment satisfaction ! moti"ation of employees.
#. The wages and salary represent a considerable cost to the employer.
The wage$salary programme is designed with the following goals of mind%
To meet the needs of employees& including desires for security and self esteem.
To moti"ates wor'ers to achie"e the desired le"els of performance.
To be cost effecti"e or based on what an organiation can afford to pay.
To be competiti"e with other organiation in order to attract and retain human
resource.
To comply with the wage and salary pro"ision in he labour mar'et and with
state lows and regulation.
To be fair ! consistently applied throughout the organiation.

WAGES 2 wages are defined as the aggregate earning of an employee for ( gi"en
period of time such as a day or a wee' or a month. )ages are Basically the price
paid for the ser"ices of labor in the process of promotion. They are composed of two
parts *+,- the basic wage and other allowances The allowances +nclude D(
O"ertime pays medical allowances etc.
SALARY2 it is compensation to an employee for personnel ser"ices rendered on a
wee'ly& monthly or annual basis. +t is usually associated with office staff& super"isor&
whose performance can.t be measured directly.
P&RPOSE 2the basis purpose of wage and salary administration is to establish !
maintenance of an e/uitable wage ! salary structure. +ts secondary ob0ecti"e is the
1stablishment and maintenance of an e/uitable labors cost structure. The wage and
Salary administration is concerned with the financial aspects of needs moti"ation and
rewards. 2anager therefore analysis and interpret the needs of their analysis and
interpret the needs of their employees so that reward can be designed to satisfy these
3eeds.
W"#$ 0$)$r,in")ion /ro$(( 2
The wages determination process in"ol"es in determining wage rates wages rates
are performing 0ob analysis wages sur"ey analysis of rele"ant organiational
problems forming wages structure framing rules of wages administration
e4plaining these to employees assigning grades and price to each 0ob and paying
the guaranteed wages.
JOB ANALYSIS
5ob description ! 0ob e"aluation wages sur"ey ! wage
Specification analysis of legislation
6ele"ant organiation 7roblem.
7erformance wage sur"ey !wage structure
Standard analysis of rele"ant organiation
7roblem. Differentiation 6ules of
1mployee administration (ppraisal
)age payment
3")or( Inf14$nin# W"#$( 5 S"1"r* S)r4)4r$2
The wages policies of different organiations "ery some what marginal Units
pay the minimum necessary to affect the re/uired number and 'ind Of labour .often
these units pay only the minimum wages rates re/uired By labour legislation and
recruit marginal labour.
Some managers belie"e in the 1conomy of higher wages. They feel that by
paying high wages& They would attract better wor'ers who will produce more than
the ("erage wor'er in the industry. This greater production for 1mployee means
greater output per main hour Some units pay high wages because of combination of
fa"orable 7roduct mar'et demand& higher ability to pay and bargaining 7ower of a
trade union& but a large number of than see' to be 8ompetiti"e +n their wage
programmed they aim at paying somewhere. 3ear the going rate in the labour mar'et
for the "arious classes Of the labour they employee.
2ost units gi"e greater weights to two wage criteria. 5ob re/uirement (nd the
pre"ailing rates of wage in the mar'et. Other factors such as 8hanges in cost of
li"ing. The supply and demand of labour and the (bility to pay is accorded a
secondary importance. The some factor (re affecting the wage and salary
administration.
9+: 5ob re/uirement.
9++: 2anagerial attitudes.
9+++: 7sychological ! sociological factors.
9+*: The organiation ability to pay.
9*: Supply and demand of labour.
9*+: The pre"ailing mar'et rate.
9*++: The cost of li"ing.
9*+++: ;i"ing wage.
9+<: 7roducti"ity.
9<: Trade unions bargaining power.
9<+: ;e"els of s'ills a"ailable in the mar'et.
WAGE AND SALARY ADMINISTRATION2A GLIMPSE
1mployee compensation is a "ital part of human resources management.
)ages& salaries and other forms of employee compensation constitute a "ery large
component of operating costs. =one of the biggest factors affecting industrial
relations is the salary or wages the compensation are employee recei"es for a fair
days wor'>. 2a0ority of union management disputes relate to remuneration. 3o
organiation can e4pect to attract and retain /ualified and moti"ated employees
unless it pays them fair compensation. 1mployee compensation therefore& influences
"itally the growth and profitability of the company. 1mployee compensation is a
"ery significant issue from the "iew point of employers& employees and the nation as
a whole.
1mployee compensation may be classified into two categories.
1. Base or primary compensation and
#. Supplementary compensation.
Base or primary compensation refers to basic pay in the form of wages and
salaries. +t is fi4ed and non%incenti"e payment on the basis of time e4pended on
"ariable payments based on either indi"idual output or output of the group as a
whole. (dministration of employee compensation is called compensation
management or wage and salary administration. +t in"ol"es formulation and
implementation of policies and programs relating to wages& salaries and forms of
employee compensation include 0ob e"aluation& wage salaries sur"ey& de"elopment
and maintenance of wage structure rules for administration of wages& profit sharing
and other incenti"es and control of payroll costs. The basic purpose of wage and
salary administration is to establish and maintains an e/uitable labour cost structure.
OBJECTI6E O3 WAGE AND SALARY ADMINISTRATION
( sound wage and salary administration see's to achie"e the following ob0ecti"es.
1. To $()"71i(! f"ir "n0 $84i)"71$ r$,4n$r")ion.
There should be internal and e4ternal e/uity in remuneration paid to employees.
+nternal e/uity means similar pay for similar wor'. +n other words& wage differentials
between 0obs should be in proportion of differences in the worth of 0obs. 14ternal
e/uity implies pay for 0obs should be e/ual to pay for a similar 0ob in other
organiations.
2. To "))r") o,/$)$n) /$r(onn$1.
( sound wage and salary administration helps to attract /ualified and hard
wor'ing people by ensuring an ade/uate payment for all 0obs.
3. To r$)"in )!$ /r$($n) $,/1o*$$(
By paying at competiti"e le"els& the company can retain its personnel. +t can
minimie the incidents of /uitting and increase employee loyality.
9. To i,/ro'$ /ro04)i'i)i'i)*
Sound wage and salary administration helps to impro"e the moti"ation and morale of
employee& which in turn lead to higher producti"ity.
:. To on)ro1 o()(
Through sound wage and salary administration labour and administrati"e costs can
be 'ept in line with the ability of the company to pay. +t facilitates administration and
control of payroll. The companies can systematically plan and control labour cost.
;. To i,/ro'$ 4nion ,"n"#$,$n) r$1")ion(
)age and salary based on systematic and 0obs and pre"ailing pay le"els are more
acceptable to trade union. Therefore sound wage and salary administration simplified
collecti"e bargaining and negotiations o"er pay. +t reduces grie"ances arising out of
wage ine/uities.
<. To i,/ro'$ /471i i,"#$ of )!$ o,/"n*
)age and salary programme also see's to pro0ect the image of a progressi"e
employer and to comply with legal re/uirements relating to wage and salaries.
PRINCIPLE O3 WAGE AND SALARY ADMINISTRATION.
The generally accepted principles go"erning the fi4ation of wages and salary are ?.
91:. There should be definite pan to ensure that differences in pay for 0obs (re based
upon "ariations in 0ob re/uirement& such as s'ill effort& 6esponsibility or 0ob or
wor'ing conditions and mental and physical 6e/uirement.
9#:. The general le"el of wages should be reasonably in line with That pre"ailing in
the labour mar'et.
9@:.The plan should carefully distinguish between and employees.
9A:. 1/ual pay for e/ual wor'? if two 0obs ha"e e/ual difficulty 6e/uirement the pay
should be the same regardless of who fills them.
9B:. (n e/uitable practice should be adopted for the recognition Of indi"idual
differences ability and contribution.
9C:. The wage and salary payments must fulfill a wide "ariety of Duman needs&
including the need for self actualiation.
9E:. The wage should be a clearly established procedure for hearing and ad0usting
wage complaints.
9F:. The wage should be a sufficient to ensure for the wor'er and his reasonable
standard of li"ing.
9G:. The wage and salary structure should be fle4ible so that 8hanging conditions can
be easily met.
ESSENTIALS O3 SO&ND WAGE AND SALARY STR&CT&RE2
The main re/uirements of a sound structure of base compensation are as
follows&
1. In)$rn"1 $84i)*2
+t implies a proper relationship between wages paid for different
0obs within the company. +f& for e4ample& the salary of a cler' is lower than that of a
peon& there is lac' of internal e/uity. 7ay differentials should be related to
differentials in 0ob re/uirements. Hair pay differentials between 0obs can be
established with the help of 0ob e"aluation. 5ob e"aluation. 5ob e"aluation helps to
determine relati"e worth of 0obs.
2. E=)$rn"1 o,/$)i)i'$n$((2
)age and salaries in the organiation should be line with wages and salaries
for comparable 0obs in others organiation. Otherwise the organiation may not be
able to attract and retain competent 7ersonnel. Data relating to pay le"els in others
organiation can be collected through wage and salary sur"ey.
3. B4i1) in in$n)i'$2
)age or salary play should contain a built in incenti"e so
as to moti"e employees to perform better. Such an incenti"e can be de"eloped
through performance based payment. ( part of the total payment should be
lin'ed to industrial or group performance.
9. Lin> +i)! /ro04)i'i)*2
Some part of the total pay should be lin'ed to producti"ity. Such lin'age in
necessary because wor'ers e4pect a share in producti"ity gains. This will also
help to control labour costs.
:. M"in)"in R$"1 W"#$2
(t least a part of the increase in the cost of li"ing should be neutralied as
to protect the real wages of labour. Dearness allowance is used in +ndia for this
purpose.
;. Inr$,$n)( 2
8ompensation policy can be good moti"ator if pay increase are lin'ed with
merit. But annual increments should partly be lin'ed to seniority or years of
ser"ice. The logic for seniority based increments is that as a person accumulates
his s'ills get sharped and his deficiency tends to increase.
3ACTORS A33ECTING WAGE AND SALARY2
The main factors affecting wage and salary le"els are as follows.
1. D$,"n0 for 5 (4//1* of 1"7o4r2
)age and salary is the price for the ser"ices rendered by a wor'er. Horces of
demand and supply of labour determine the going wage rate. )hen there is no dearth
of labour 9as in +ndia: wage tend to below.
2. A7i1i)* )o /"*2
(n organiations ability to pay its employees is an important determinant of
wage le"el. (bility to pay depends upon the profit earning capacity of the enterprise.
2ultination corporations pay relati"ely higher salaries due to their higher paying
capacity.
3. L"7o4r 4nion2
)ell organied trade unions e4ert pressured for higher wages and allowances.
This pressure is e4ercised through collecti"e bargaining& stri'es ! other methods
salary le"els in commercial ban' are relati"ely high due to higher bargaining power
of unions.
9. Co() of 1i'in#2
Due to inflation the real wages decline affecting the purchasing power of
wor'ers. Therefore& dearness allowances are gi"en according to changes in consumer
price inde4. ;abour agreements generally ha"e a clause pro"iding for automatic
increase in pay as cost of li"ing rises.
:. Pr$'"1in# +"#$ r")$2
)hile fi4ing wages pre"ailing wage in the particular industry region are
ta'en into account. This is necessary to retain and attract /ualified wor'ers.
;. Jo7 r$84ir$,$n)(2
Basic wage depend largely on the difficulty le"el and physical and mental
effort re/uired in a particular 0ob. The relati"e worth of a 0ob can be estimated
through 0ob e"aluation.
<. Pro04)i'i)*2
There is an increasing trend towards lin'ing wage increase to gains in
producti"ity or performance of wor'ers. +n some concern annual increments in
wage is based on merit.
?. S)")$ r$#41")ion2
)age policy and laws of the go"ernment e4ercise significant influences on
wage le"els. Go"ernment has enacted laws to protect the interest of toe wor'ing
classes. 3o organiation can "iolet laws relating to minimum wages& payment of
bonus& dearness allowances ! other allowances& e/ual pay for e/ual wor' etc.
METHODS O3 WAGE SALARY PAYMENT 2
Basically there are two methods of paying labour remuneration ! other methods are
combination or modification of these two. One is the time wage system and other is
the piece wage system.
1. TIME WAGE SYSTEM2
Under this system& wages are paid on the basis of time spend on the 0ob
irrespecti"e of the amount of wor' done. The unit of time may by a day& a wee'& a
fortnight or a month. +n the past daily wages ha"e been most common basis and
therefore it came to 'nown as IIday wage systemII.
Time wage system has the following ad"antages.
1arnings of wor'ers are regular& fi4ed and do not suffer from temporary loss
of efficiency.
The plant is economical as no detailed records of output are re/uired. 8lerical
wor' in the computation is minimum.
(s there is no pressure to speed up production. The /uality of wor' can be
'ept high. ( wor'er can show his s'ill.
This method also a"oids wasteful handling of materials and tools.
;earner can concentrate on learning the best methods of wor'& as their
earnings are not dependent on the amount of wor'.
+n continuous or assembly line production the pace of wor' is beyond the
control of an indi"idual wor'er.
The wor'er can calculate the wage bill in ad"ance.
Di("0'"n)"#$(2
The method pro"ides no incenti"e for better performance& as reward is not
proportionate to effort.
Guaranteed remuneration ma'es wor'er indifferent and complacement.
8alculation of labour cost per unit is different& as the total wage bill does not
change with the "olume of production.
+n the absences of an incenti"e to hard wor' producti"ity of labour becomes
low unless close super"ision is used.
8ontrol o"er labour cost becomes difficult and more payment may be made
for the lesser amount of wor'.
There is no basis for finding the merit of different employees and promotions
may ha"e to be made on the basis of seniority.
2. PIECE WAGE SYSTEM2
Under this system& remuneration is based on the amount of wor' done or
output of a wor'er. One unit of output is considering as one piece and a specific rate
of wage is paid per piece. Greater is the number of pieces produced by a wor'er high
is the remuneration. Thus a wor'man is paid in direct proportion to his output. +t is
called payment by results.
A0'"n)"#$(2

There is a direct relation between effort and reward. )or'ers who wor' hard
and produce more wages.
(mbitions and efficient wor'ers are pro"ided ample opportunity to utilie
their talent and increase their earnings and there by impro"e their standard of
li"ing morale.
The method is 0ust and and fair to all. 1fficient wor'ers are getting ample
rewards while shir'ers are penalied.
2anagement can be distinguishing between efficient and inefficient wor'ers
for the purpose of promotion etc.
+ncrease in producti"ity results in higher output and lower cost of unit.
The cost of labour per unit of output can be easily calculated as the wage bill
"aries in direct proportion to the output.
)or'ers themsel"es ha"e a state in ma4imiation of efficiency cost
super"ision is low.
)or'ers are more li'ely to cooperate with the schemes of rationaliation
designed to impro"ed efficiency of operations.
Dr"+ B">(2
+t is "ery difficult to fi4 piece wage rate. 1mployees often cut the piece rate
when they find wor'ers are producing large /uantities.
The earnings of are not stable and they may suffer due to temporary delays or
difficulties
+n order to ma4imie their earnings& wor'ers wor' with e4cessi"e speed. This
may affect their health. +t also increases the wastage of materials and wear !
tear of machinery.
1mployees may not stress /uality so that rigid /uality control becomes
necessary.
(t creates 0ealousy between efficient ! inefficient wor'ers.
Detailed records of production ha"e to be 'ept so that the clerical wor' is
increased.
The method may lead to industrial dispute. Trade unions disli'e piece wage
system.
3. BALACE OR DEPT METHOD2
This method is the combination of time and piece wage system. The wor'ers
are guarantied a time rate with an alternati"e piece rate. +f the wages calculated at the
piece rate e4ceed time rate& the wor'er get credit. On the other hand& the time wage
e4ceed piece wage& the wor'er is paid time wage and the deficit is carried forward as
dept to be recon ser"ed in future.
Suppose the time rate is 6s.#.BJ per wee' and the piece rate is 6s.# per unit.
The wage of a wor'er who produces 1BJ&1JJ&1#B& units in three wee's will be
calculated as follows.
This method pro"ides a sense of security of employees. (t the same time an
employee is gi"en the opportunities to increase the earnings beyond the guaranteed
time wage. The method is appropriate in industries& where the follow of wor' is
minimum 1.g.: Doc' wor'ers. But the rate in this method has to be fi4ed on the
most. Scientific basis.
THE PROCESS O3 WAGE DETERMINATION2
The wage determination process consists of the following steps.
1. Jo7 "n"1*(i(2
Hirst of all the contents and re/uirements of a 0ob are analyed. The data are
collected through 0ob analysis is used to prepare 0ob description and 0ob
specification. On the basis of these statements standard of 0ob performance are laid
down.
2. Jo7 E'"14")ion2
The relati"e "alue of e"ery 0ob is determined through 0ob e"aluation. The
relati"e 0ob "alue is then con"erted to money so as to fi4 basic wage for the 0ob.
3. W"#$ (4r'$*2
)age or salary sur"eys are conducted to find out wage$salary le"els
pre"ailing in the region or industry for similar 0obs. Other organiational problems
such as recruitment problems& fringe benefits etc. are also considered.
9. D$'$1o/in# +"#$ ()r4)4r$2
On the basis of foregoing steps an e/uitable wage structure is prepared. )hile
determining structure se"eral points. needs to be considered.
;egislation relating to wages.
3umber ! width of pay grades.
5obs to be placed in each pay grade.
K 7ro"ision for merit increases.
K Differentials between pay plans.
:. W"#$ "0,ini()r")ion r41$(2
6ules are re/uired to determine the degree to which ad"ance will be based on
length of ser"ice rather than the merit. The fre/uency which pay increments will be
awarded& the rules that will go"ern promotions from one pay grade to another and
the way control o"er wage$salary costs can be maintained.
;. E,/1o*$$( A//r"i("12
+n order to reward merit and performance- it is necessary to e"aluate the
performance of indi"idual employees. Some differentials in pay are maintained on
the basis of employee.s performance. The is necessary to pro"ide incenti"e for hard
wor' and superior performance is e"aluated against predetermined standard of
performance.
COMPENSATION STR&CT&RE IN INDIA2
7ay structure in a company depends upon se"eral facts eg: wage settlement&
labour mar'et situations& company.s nature and sie etc. pay structure consist of
certain grades& scale and range of pay in each scale. 1ach scale has ma4imum !
minimum limit.
7ay structure in +ndia generally consist of the following components.
9i:. Basic wage$salary.
9ii:. Dearness (llowance 9D(:.
9iii:. Bonus and other incenti"e.
9i":. Hringe benefit.
BASIC WAGE@SALARY2
The basic wage pro"ides the foundation of pay poc'et. +t is price for ser"ice
rendered. +t "aries according to mental and physical re/uirements of the 0ob as
measured through 0ob e"aluation. +n +ndia& basic wage has been influenced by
statutory minimum wage. )age settlements& and awards of wage boards& tribunals&
pay commissions etc. the committee ga"e three concepts relating to basic wages.
MINIM&M WAGE2
2inimum wage is that which is sufficient to co"er the bare physical needs of
a wor'er and his family. But the committee felt that the minimum wage should
pro"ide not merely for the base subsistence of life but for the preser"ation of the
health& efficiency and well being of the wor'er by pro"iding some measure of
education medical facilities and other amenities. Statutory minimum wage is fi4ed
from this point of "iew.
3eed Based )age
The standard wor'ing class family should be ta'en to consist of three
consumption units for the on earner& disregarding the earnings of women children
and adolescent.
2inimum food re/uirements should be calculated on the basis of a net inta'e
of #EJJ calories& as recommended by Dr. (y'royed for an a"erage +ndian
adult of moderate acti"ity
8loth re/uirements should be 1F yards per consumption unit annum.
6ent is to be calculated as per the minimum charged by the go"ernment under
the subsidied industrial housing scheme for low income groups.
Huel& lighting and other miscellaneous e4penditure is to constitute #JL of the
minimum wage.
3"ir W"#$
( fair wage is something more than the minimum wage pro"iding the bare
necessities of life. )hile the lower limit of the fair wage is set by the minimum wage
upper limit should be the capacity of the industry to pay thus the fair wage should be
determined on industry cum region bias. Hair wage is step toward the ideal of li"ing
wage.
Li'in# W"#$
+t is the wage that pro"ides& in addition to the necessities life& certain
amenities considered for the well being of the wor'er in a particular society. +t
should ensure a normal standard of life to the a"erage employee regarded as human
beings li"ing in ci"ilied community.
The concept of li"ing wage is dynamic related with the le"el of economic in a
country. There should be progressi"e impro"ements in a country. (lso with the
impro"ements in the economic life of the nation. +n an under de"eloped country li'e
+ndia& wage is the ideal or target that is to be achie"ed through higher producti"ity.
ST(T1 61GU;(T+O3 OH +3D+(
+ndia aims at rapid economic growth& industrial peace& price stability& e/uitable
distribution of income and progressi"ely rising standard of li"ing for the wor'ing
class. +n order to realie these ob0ecti"es the go"ernment of +ndia regulates wage
rates through the following method.
9(: The 2inimum )ages (ct 1GAF
The Go"t. realied that wages in sweated trades cannot be leaf to be
determined on the basis of free play of demand and supply in the labour mar'et
Therefore& the go"ernment 9central ! state: prescribes minimum rates of wage in
certain sweated unorganied employments specified under the minimum wages act.
The act also pro"ides for the regulation of o"er time rate. The minimum wages act
can be fi4ed by hour& day month or such other longer period. The act pro"ides for
setting up of tripartite machinery 98onsisting representati"es of employers unions
and the go"ernment: to ad"ice the appropriate go"ernment in fi4ation and re"ision of
minimum wage rates. The also pro"ides for the re"iew and re"ision of minimum
wages at inter"als not e4ceeding fi"e years. The real aim of the minimum wages act
is to pre"ent e4ploitation of labour through payment of unduly low wages. But
implementation of the act has not been satisfactory.
9B: The 1/ual 6emuneration (ct 1GEC
The main ob0ect of this act is to pre"ent discrimination in remuneration on the basis
of se4. Under the act it is the duty of employer to pay e/ual remuneration to men !
women wor'ers for the same wor' or wor' of a similar nature. 3o discrimination is
to be made against women in recruitment and in conditions of ser"ice unless
pro"ided for under any law for the time being in force.
98: The 7ayment of )ages (ct 1G@C
The main ob0ect this act to ensure regular and prompt payment of wages and to
pre"ent unauthoried deductions ! arbitrary fines from the wages. +t also regulates
the rate of payment for o"ertime wor'. The act is applicable to persons employed in
factories$industrial establishments and drawing less than 6s. 1CJJ per month.
9D: Section B#G%( of the 8ompanies (ct 1GBC
This section aims to protect wor'ers claim in the e"ent of insol"ency of their
employer. +n case of winding up of a company wor'ers dues to be paid in priority all
others debt in full. +f company.s assets are in ade/uate to meet these in full& these
dues and debts due to se"eral creditors are to abate in e/ual ratio.
91: The +ndustrial Dispute (ct 1GAE
Under that act cancellation is compulsory in all wage disputes in public utility
ser"ices and optional in other industrial establishments. The (ct also empowers the
appropriate go"ernment to constitute on or more industrial Tribunals or 3ational
tribunals and to refers a wage dispute to these tribunals for ad0udication.
9H: )age Boards
Go"ernment of +ndia sets up tripartite wage boards on industry wise basis to fi4 and
re"ise pay& these boards are setup on adhoc basis on the demand of trade unions and
employers as there is no law pro"iding for their establishment. ( wage board
consists of an impartial chairman& tao independent members each.
)hile determining wages& wage boards ta'e into account the following factors.
3eed based minimum wages.
+ndustry.s capacity to pay.
7roducti"ity of labour.
7re"ailing rates of wages.
*arious wage legislation.
;e"el of income ! its distribution.
7lace of the industry in the economy.
3eed of the industry in a de"eloping economy.
6e/uirements of social 0ustice.
3eed to pro"ide incenti"e for impro"ing producti"ity wage boards ha"e been
helpful in standardiation of wage structures.
9G: 7ay 8ommission
)ages and allowances of central and state go"t. employees are determined
through pay commission. The disputes arising out of pay commission award and
their implementation are decided by commission of in/uiry& ad0udication by
tribunals and the 0oint consultati"e machinery.
D$"rn$(( A11o+"n$( -DA.
This allowance is gi"en to protect the real wages of wor'ers during inflation.
Under the section %@ of minimum wages act it is described as cost of li"ing
allowance. D( has now become an integral part of the wage system in +ndia. The
following methods are used to calculate dearness allowance.
". 31") R")$2
(ccording to this method& D( is paid at a flat rate to all wor'ers irrespecti"e
of their wage le"els and regards less of charges in the consumer price inde4. This is
used in 0ute& cotton and engineering industries west
Bengal in the early days of ad0udication.
7. Gr"0$0 S"1$2
Under this method& D( increase with each slab of salary. Therefore& D( as a
percentage of basic pay decreases steadily as shown in the following.
Graduated scale of D(.
P"* S"1$ -RS.. A,o4n) of DA DA "( /$r$n)"#$ of
M"=i,4, of )!$ /"* ("1$
J%BJJ 1JJ #J
BJJ%1JJJ 1BJ 1B
1JJJ%1BJJ #JJ 1@
1BJJ%#JJJ #BJ 1#.B
. In0$= 7"($0 DA2
+n this method a flat rate per paint of inde4 is prescribed so that all wor'ers
determined the same amount of D( irrespecti"e of their pay scale. Hor e4ample& if
6s. 1.BJ is the rate 6s. 1B will be paid as D( whene"er the all +ndia consumer price
inde4 9(+877: increases by 1J points. This method is a force in cotton mills of
Bombay and madras and in many central go"t. underta'ings.
0. DA 1in>$0 )o in0$= "n0 /"* ("1$2
Under this method& a higher rate of D( is prescribed for lower pay scale and a
lower pay rate scales. This method is for paying D( to employees in go"t. offices
and in many central public sector underta'ing
+n addition to D( se"eral types of allowances are in use. 2ain type of
allowance paid to employee
Douse 6ent (llowance
8ity 8ompensatory (llowance988(:
8on"eyance$8ar (llowance
Ban' (llowance
2edical (llowance
1ducation (llowance
Tiffin (llowance
Bon4(
Bonus began to pay as an e4%gratia to wor'ers of te4tile mills in Bombay and
(hemadabad after the Hirst )orld )ar some e4perts argue that bonus is differed
wage aimed at bridging the gap between actual wages and need based wage. +t is also
argued that bonus is share of the wor'ers in the prosperity of an enterprise. Bonus
may also be regarded as an incenti"e to higher producti"ity.
(ccording to bonus commission 91GC1:& bonus is sharing by the wor'ers in
the prosperity of the concern in which they are
employed. +n the case of low paid wor'ers such sharing in the prosperity arguments
their earnings and helps to bridge the gap between the actual wages and need based
wage. +t has little direct incenti"e effect because it is actually paid to all wor'ers at
the same rate irrespecti"e of their indi"idual efficiency and long after the close of the
financial year.
7ayment of bonus (ct 1GCB
The act pro"ides for the payment of bonus to person employed in specified
establishments. The main pro"isions of the act as follows.
1. 1"ery employee in the specified establishments drawing a salary 9basic pay M
D(: not e4ceeding 6S.#BJJ per month entitle to bonus pro"ided he has wor'ed
for not less than @J days in the year.
#. Bonus is to be calculated on all salary of 6S.1CJJ 7er month where"er the actual
salary e4ceeds the limit.
@. 1"ery employer is to bound to pay a minimum bonus of F.@@L of the salary of an
employee or 6S.1JJ$ year whiche"er is higher whether or not he has any
allocable surplus in the accounting year.
A. +f in any accounting year the allocable surplus e4ceeds the amount of minimum
bonus payable to employee the employer shall pay a higher bonus sub0ect to a
ma4imum of #JL salary of wage.
B. The surplus or deficit in the allocable surplus can be carried forward to be set off
or on during the ne4t four years.
C. )here an employer has not wor'ed for all the wor'ing days in any accounting
year& the minimum bonus of 6S.1JJ or CJ as the case may be& shall be
proportionately reduced. +f such bonus is higher than F.@@ of his salary or wages.
E. 3o minimum bonus is payable by a newly setup establishment in the
circumstances prescribed under section 1C of the act.
F. The bonus is to be paid within @ months from the close of the accounting year.
G. (n employee dismissed from ser"ice for fraud& theft& misappropriation or
sabotage or property and riotous$"iolent beha"ior on the premises or the
establishment in not entitled to bonus.
1J. (n employer can deduct pu0a or other customary or interim bonus paid to the
employee from the bonus payable under this act& similarly& any financial loss to
the employer due to misconduct of an employee can be deducted.
11. 1mployers and employee can enter into any agreement or settlement for payment
of producti"ity lin'ed or other type of bonus sub0ect to the minimum ma4imum
limits of bonus prescribed under the act.
NATIONAL WAGE POLICY
)age policy is a sensiti"e and comple4 area of public policy because wages
e4ercise a significant influence on income distribution& prices and industrial
relations. Such a policy should aim at the following.
Hor optimum allocation of resources and full employment.
To secure optimum rate of economic progress with stability.
To pro"ide ma4imum economic security to all sections of society.
To establish wage le"els at highest possible le"els& which the economic
condition of the country permits.
To ensure the wage earner a fair share of the increases prosperity resulting
from economic de"elopment.
( sound wage policy helps to pre"ent labour e4ploitation by prescribing
statutory minimum wages& by ensuring e/ual pay for e/ual wor'& by 7ro"iding for
logical wage differentials& by protecting real wages through compensation for rise in
the cost of li"ing and lin'ing wages to producti"ity.
(t present no national wage policy e4ists in +ndia. Dowe"er& some norms
ha"e been laid down by the following.
1. o,,i))$$ on f"ir +"#$-1A9?.
This committee introduced the concepts of minimum wages fair wages and
li"ing wage. These concepts ha"e been e4plained abo"e. The committee pointed out
that =any attempt to e"ol"e principals for go"erning the fi4ation of wage must be
made against the bac' ground of general economic condition of the country and le"el
of national income.
2. N")ion"1 o,,i((ion ") 1"7o4r-1A;A.
The commission suggested =The wage policy has to be framed ta'ing into
account such factors as the price le"els which can be sustained& the employment
le"el to be aimed at re/uirement of social 0ustice and capital formation need for
growth> (ccording to the commission a national minimum wage is not feasible due
to wide spread regional differences in the country.
3. C!">r" 7or)* o,,i))$$ -1A<9.
The economic stressed the need for :
Uniformity in wage payments across region& industries and occupations.
+t suggested that a national board should set up. These authorities will
1"aluate all 0obs& wor' out a grade structure on the basis of s'ills differentials
and fi4 wages for each grade.
9. B!oo)!"1in#", ()40* Gro4/ -1A<?.
The group recognied wide spread disparities and anatomies in wages in the
country. +t suggested that appropriate guidelines should be e"ol"ed to reduce such
disparities and to raise gradually the areas of unduly depressed wages. The group
recommended the following ad0ustments.
( periodic increment in wages lin'ed to time.
Some protection of wage against the rise of cost of li"ing.
Some lin'age between wages and producti"ity.
( correction of large wage differentials for 0obs re/uiring same degree of
stress and responsibility.
( set of corrections to reduce the disparities with in and across industries$sectors.
There should be a limit to the salary which could be 6S.CJJJ.
Social security benefit should be pro"ided in all sectors.
EBEC&TI6E COMPENSATION
The pay poc'et of e4ecuti"es consist of se"eral components such as
straight salary
Bonus based on company.s profits or commission as percentage of profit.
Stoc' options in"ol"ing issue of the company.s shares at a special rate& which
is lower than mar'et "alue.
Hringe benefits or prere/uisites such as free finished housing& sa"ants&
chauffer& dri"en car free telephone& lea"e tra"el concession& news papers and
magaines& clubs memberships& membership of professional association&
discount coupons etc. e4ecuti"e compensation depends on se"eral factors.
Some of which are follows&
8omple4ity of the 0ob.
8apacity to pay
1ducation and e4perience
7erformance
economic en"ironment
legislation
C")$#or* of ,"n"#$ri"1 /$r(onn$1 M"=i,4, /$r$n)"#$ of
Ann4"1 n$) /rofi)
Total remuneration payable to managerial
7ersonnel 11L
2anaging whole time director one more
Than one BL
COMPANY PROFILE OFJAYPEE
GROUP
CORPORATE PHILOSOPHY
(ny corporate entity needs to be dynamic and "ibrant& responsi"e to the
changing economic scenario and fle4ible enough to absorb en"ironmental and
physical fluctuations. +t must harness the inherent strengths of a"ailable resources
and must possess the capacity to learn from success. 2ore than anything else& it
should ensure growth with a human face.
-SHRI JAIPRACASH GA&R.
O)316 OH 5(+76(N(SD (SSO8+(T1S ;TD.
5aypee group is the Ath largest cement producer in the country. The groups
cement facilities are located in the Satna 8luster 9U.7:& which has one of the highest
cement production growth rates in +ndia.
The group produces Ordinary 7ortland 8ement and 7oolana 7ortland
8ement under the brand names =Buland> and =Buniyad>. +ts cement di"ision has
three modern& computeried process control cement plants namely& 5aypee 6ewa
8ement 7lant 95687:& 5aypee Bela 8ement 7lant 95B87: with an aggregate capacity
of E.J 2T7(. )ith its plans of adding capacities in different regions of the country&
the Group is poised to be a #B 2T7( cement producer by the year #J1J and @J.B
2T7( by #J11. Thus& it is li'ely to be third largest cement producer in the country.
Neeping pace with the ad"ancements in the +T industry& all the 1#J cement
dumps are networ'ed using TD2$TD2( *S(Ts along with a dedicated hub to
pro"ide #A$E connecti"ity between the plants and all the 1#J points of cement
distribution in order to ensure =trac' O the O truc'> initiati"e and
7ro"ide seamless integration. This initiati"e is the first of its 'ind in the
cement industry in +ndia.
HISTORY O3 JAIPRACASH ASSOCIATES LIMITEDD
)ith a single minded focus in mind& to achie"e pioneering myriads of feat in
ci"il engineering& Shri. 5aipra'ash Gaur& the founding father of 5aipra'ash (ssociates
;imited after ac/uiring a Diploma in 8i"il 1ngineering in 1GBJ from the Uni"ersity
of 6oor'ee& had a stint with Go"t. of U.7. and with steadfast determination to
contribute in nation building& branched off on his own& to start as a ci"il contractor in
1GBF.
Hi()ori"1 Mi1$()on$(
Y$"r 1A:< Co,/1$)$0 fir() +or> "( on)r")or in Co)" -In0i"..
Y$"r 1A<A J"i/r">"(! A((oi")$( Pri'")$ L)0. - JAPL.
Y$"r 1A?0 Ho)$1 Si00!"r) +"( ($) 4/.
Y$"r 1A?2 Ho)$1( 6"("n) Con)in$n)"1 ($) 4/.
Y$"r 1A?; Co,,i((ionin# of I() &ni) of 1 MnTPA J"*/$$ R$+" P1"n)-JRP. in Di()ri) R$+"%
-M.P..
3or,")ion of J"i/r">"(! In04()ri$( Li,i)$0-JIL. 7* ","1#",")in# JAPL in
J"*/$$ R$+" C$,$n) L)0.
Y$"r
1AA15
1AA2
3or,")ion of J"i/r">"(! H*0ro Po+$r L)0.-JHPL. "n0 J"i/r">"(! Po+$r
6$n)4r$ L)0. -JP6L.
Y$"r 1AA: 3or,")ion of J"i/r">"(! Po+$r 6$n)4r$( L)0.-JP6L.
Y$"r 1AA; E()"71i(!,$n) of J"*/$$ B$1" C$,$n) P1"n) -JBCP. +i)! "n ini)i"1 "/"i)* of 1.A
,i11ion )on$(.
Y$"r 1AAA J"*/$$ P"1"$ Ho)$1% A#r" ($)4/.
Y$"r 2000 A84i(i)ion of 1"n0 for J"*/$$ Gr$$n( L)0 .
Y$"r 2001 Co,,i((ionin# of 0.; MnTPA J"*/$$ C$,$n) 71$n0in# &ni) in Di()ri) A11"!"7"0
in &.P
J"*/$$ In()i)4)$ of Infor,")ion T$!no1o#* -D$$,$0 &ni'$r(i)* (in$
No'$,7$r 1% 2009. ") Noi0" ($)4/.
Y$"r 2002 Co,,i((ionin# of 1.0 MnTPA #rin0in# 4ni) in Di()ri) A,7$0>"r N"#"r in &.P.
J"*/$$ &ni'$r(i)* of Infor,")ion T$!no1o#* -S)")$ &ni'$r(i)*.%
W">n"#!") ($)4/.
Y$"r 2003 Co,,i((ionin# of 2: MW C"/)i'$ T!$r,"1 Po+$r P1"n)-II ") JRP.
3or,")ion of J"i/r">"(! A((oi")$( L)0. -JAL..
J"*/$$ In()i)4)$ of En#in$$rin# )$!no1o#*% G4n" ($) 4/.
Y$"r 2009 Co,,i((ionin# of 2: MW C"/)i'$ T!$r,"1 Po+$r P1"n)-II ") J"*/$$ B$1" P1"n).
Y$"r 200: .S4$((f41 Co,/1$)ion of 4/ #r"0")ion (!$,$ $n!"nin# )!$ )o)"1 "/"i)* of
ER$+" O/$r")ion(F )o <.0 MnTPA
Y$"r 200; .S$))in# 4/ of M"0!*" Pr"0$(! J"*/$$ Mi$r"1 Cor/or")ion L)0.-MPJMCL..
R"i1+"* (i0in# o/$r")ion"1 ") J"*/$$ B$1" P1"n).
Y$"r 200< Si#nin# of MO& +i)! G4G"r") Min$r"1 D$'$1o/,$n) Cor/or")ion -GMDC. for
($))in# 4/ " n$+ Gr$$n fi$10 $,$n) /1"n) of 1.2 MnTPA "/"i)i$(% in J6 in
Di()ri) C4)!% G4G"r").
Si#nin# of MO& +i)! Go'$rn,$n) of H.P for ($))in# 4/ " n$+ #r$$n fi$10
$,$n) /1"n) of 2.0 MnTPA "/"i)* in Di()ri) C!",7"% HP.
MOTTOD
The Group is committed towards the safety and health of employees and the public.
Our motto is P )or' for Safe& Dealthy& and 8lean ! Green 1n"ironment
ORGANIHATION C&LT&RED
8ulture is the uni/ue collecti"e of shared beliefs& "alues and customs that
influence the beha"ior of members in an organiation and helps them succeed in
achie"ing the desired goal.
The growth is propelled by the "ision of its leadership and their willingness to
demonstrate their passion and commitment by way of leading by e4amples. (nd the
success and growth has always been cherished at 5aypee cement and in its
Dydropower initiati"es and is li"ed through a human face. The ethical standing of
the organiation is e"ident in un/uestioned 8redibility it has patiently built o"er the
years with all its sta'eholders. ( sense of bonding and ownership is "isible and felt
through the immense 8ommitment that people across le"els ha"e demonstrated& in
both the good and tough times of the organiation.
The 5aypee family feels confident of achie"ing these goals with the help&
support& passion and abilities of both its old and new members. ( confidence that
comes from our belief that. you ha"e to be the change you want to see in the world..
IMPORTANCE O3 6AL&ES IN JAYPEED
*alues are the building bloc' for determining the 'ind of organiation one wishes to
nurture and sustain. *alues help the organiation in strengthening our present so as
to consolidate the organiational character.
To be effecti"e and to support the organiational culture& we must ensure that:
)e clearly understand and embrace the organiation.s "alues and beliefs.
Business practices are carefully aligned with the "alues and beliefs.
*alues and beliefs are reinforced in all internal communication.
(ll our actions are consistent with the direction set forth in the "alues and
beliefs.
INDRADHANUSH-THE JAYPEE WAY OF LIFE:
The 5(Q711 way of life can be best represented by the +ndradhanush. The
+ndradhanush or rainbow of se"en different colors stands for se"en "alues.
The philosophy of indradhanush has been carried into the form of a tree. The
common thought is the tree stands for life and by inference& strength and prosperity.
+ts philosophy teaches us stability& perse"erance and ser"ice for a greater good.
Jaypee Sidhi Cement Plant
In)ro04)ion D
The 5aypee Sidhi 8ement 7lant 95S87: is being set up in district Sidhi of
2adhya 7radesh with an installed capacity of # 2T7( (part from this& it will ha"e
@B2) of 8apti"e Thermal 7ower. The plant is scheduled to be commissioned by
September& #JJF
During the period& ma0ority of employees of 5S87 had to undergo "arious
training wor'shops conducted at Technical Training Group 9TTG:& 5aypee 3agar
and at 5S87 95aypee *ihar: as an initiati"e ta'en by the 7!( department in
de"eloping the human resources. ( total of 1EA employees attended the structured
training programs on wide sub0ects such as +ndradhanush. S(7 972 2odule& D6
2odule& Hl%8o 2odule& 22 2odule:& 6adiological Safety& Steam Technology&
Safety in Scaffolding and wor'ing at Deights& Hirst (id& R8 and 7roduction&
(d"ance 2ining Techni/ues and 7ractices& Drilling and Blasting etc. The endea"our
has registered a positi"e impact on employee performance
ProG$) S4, -
)hen the clin'er production commenced at 5aypee Sidhi 8ement plant on
JA.J1.JG& it was a uni/ue fete. 5aypee had once again made history by doing the
impossible& ha"ing ta'en up a limestone deposit 'nown to the geologists o"er
decades as low grade and highly heterogeneous. 3o business house dared to go
ahead after initial e"aluation of deposits but 0aypee went ahead procuring the best of
global technologies to cope with the "agaries of the geological nature of local
limestone formation and producing /uality clin'er.
( search is on the locate a high grade limestone deposit in a radius of #J%@J
N2 from the plant as a safeguard against statistical fluctuations in the mineral
supplied from the pro0ect mining leases. )hen delays due to go"ernment clearances
were foreseen the management too' a bold step in ha"ing opened up a mine
belonging to a small mine owner about ## N2 away at a place called Deodaha. The
limestone obtained is stoc'ed for blending purposes when the /uality parameters
from the companyPs mines are difficult to ad0ust to the re/uired le"el. This effort is
an insurance against the ris's with site minerals.
A!i$'$,$n) of )!$ &ni) -
The teething troubles at the plant and the mines ha"e been o"ercome
systematically and a record 'iln feed rate of @JJ T7D against the designed @1J T7D
already achie"ed on 1J.J@.#JJG. ( record production of AJJJ 2T has been achie"ed
on 1@.JA.#JJG while a record dispatch of AB@F.BF 2T of clin'er achie"ed on
1#.J@.#JJG.
2ines could build up a stoc' of o"er one la'h tones of limestone for feed to
plant by end of Hebruary #JJG by fighting bac' multifarious factors li'e land
a"ailability& high o"erburden ratio& water influ4 from the canal passing through the
leasehold area and the 'nown low /uality patches re/uiring selecti"e supply of
blasted limestone to the plant. The highest production rate of GJJJ T7D was touched
on the 1Jth day of start of mine production.
The 7ersonnel Department has a large pool of manpower on 0ob. trained to
meet the challenge of running the plant safely and efficiently. The 'nowledge and
s'ills needed for "arious 0obs are imparted through "arious STraining wor'shopsS
conducted both at 5aypee *ihar and the Technical Training Group at 5ayee 3agar.
Special orientation programmes and structured training programmes are conducted
e4peditiously and painsta'ingly for the 1D7& 1lectrical& +nstrumentation&
2echanical& 2ining R8 and 7roduction department co"ering a total of #F1
e4ecuti"es and staff. Special attention has been gi"en to training for S(7
implementation which has for reaching implications for the operational producti"ity.
5S87 S+DD+ gi"es "arious monitory remuneration to its employees. Besides
the monitory remuneration to the employees the company also has "arious schemes
for welfare of the employees pro"iding ade/uate facilities in the areas of medical&
housing& canteens& sports& ambulance& and educational facilities& cultural acti"ities
and other facilities. The companies township at this manufacturing unit ha"e schools&
where the children study. 2edical facilities ha"e been pro"ided in the township. The
company has been encouraging the sport and cultural acti"ities for the employee in
order to de"elop a sense of healthy competition and social interaction amongst the
employees.
Hacilities are also pro"ided for holding cultural meet and other social
acti"ities from time to time. (n annual meet of music& dance and "ariety
entertainment in which talent from 5S87 employees from all the units ta'e part&
generate competition in this field also. The township ha"e clubs and community
centers which pro"ide forum for satisfying the social needs of the employees.
1. CANTEENSD-
+n 5S87 factory premises the number of bloc's& section and department ha"e
been established. To pro"ide refreshment to employees there are pro"ide canteens
and as near to the wor' place of the wor'ers. 8anteen ser"es tea& Sna'es& ;unch&
Dinner& ! cold drin's. The cleanness of the canteens is inspected by the
management from time to time.
2. MEDICAL 3ACILITIES D-
The 5S87 medical attendance rule apply to all employees trainees and
apprentice and their family there is dispensary inside the company campus. (ll
employee ! their families are to free medical attendance ! treatment in 5S87
dispensary in the case of ser"e illness. 8ompany ambulance "an be utilied at the
discretion of the authorie medical attendance for bringing the patient to the
dispensary.
3. TRANSPORTATION 3ACILITIES D -
The 5S87 in S+DD+ there are number of employees employed since the
company is at a distance for AJ%AB 'm from city. +t pro"ides the transportation to its
employees. There are B buses which ta'e employees to the city and employees
children to their schools.
9. HO&SING 3ACILITIES D-
The 5S87 Sidhi unit is established #JJ companies /uarter. +ncluding Ban
glows ! flats. Hor the e4ecuti"es areas of the residential place for employees are
di"ided in to town ship. 1ach town ship has number of sector ! pro"ided with the
facilities of 7ost office& Telephone& club& Security.s (ssistance& Bus ser"ices. (t
present about BJL or CJL employees are getting benefit of the housing facility.
:. RECREATIONAL 3ACILITIES D-
5S87 Sidhi has pro"ided clubs in its township near the employee.s residence
the employees ! their children ta'e the ad"antage of clubs for "arious sport and
games.
*arious facilities are pro"ided for holding culture meets and other social
acti"ities in 5S87 from time to time. (nnual meet of music& dance and "ariety
entertainment in which 5S87 employees. The club and community center pro"ides a
forum for satisfying the social needs of the employees. The company 5S87 ma'es
arrangement for picnic from time to time.
;.GARDEN D -
+n 5S87 Sidhi a beautiful Garden is also maintained neatly li'e D(*13 with
different types colored flowers E "arious types duc's pair and birds is their and
inside the garden two beautiful pools. The boat is a"ailable in the pools for the
boating.
<. SOCIAL OBLIGATION D -
To fulfill its obligations towards society. (ll the employees of 5S87 donated
one%day pay to the N(6G+; fund. (mounted to TTTTTTTT.
+n the pursuance for the lo"e of country.
Jaypee Rewa Plant
Unit%+: +t was commissioned in 1GFF with a capacity of 1.J million 2T.
Unit O ++: +t was commissioned in 1GG1 with a capacity of 1.B million 2T.
5aypee 6ewa 8ement Unit%+ was fully engineered by Doltec 1ngineer.s 7"t. ;td. and
for 5aypee 6ewa 8ement Unit%++& the engineering and consultancy ser"ices were
pro"ided 0ointly by Doltec 1ngineers and Dolder ban' management and consulting
ltd. Switerland. The choice of machinery from e/uipment manufactures of world
reputed and the e4tent of sophistication and modernity incorporated O in the cement
plant reflect the concern of the management to customers. The 5(Q711 61)(
plant with two units has a capacity of @ 2T7( and grinding ! blending units of 1.C
2T7( are in Uttar 7radesh.
JAYPEE CEMENT AT A GLANCE
7resent capacity E million tones O the single largest cement comple4 at one
location in +ndia.
3ew plant of @ million tones capacity being set up in Dimachal 7radesh
9including grinding unit of 1.B million tones capacity at 7anipat& Daryana: by
2arch #JJE. 7urchase of #.Cm 2T brown field plants of erstwhile U7 State
8ement 8orporation and ta'e o"er of (nchal 8ement& Gu0arat ! Sidhi& 2.7.
will ta'e the total capacity surpassing #J million tones mar'.
(ll the three plants ha"e recei"ed the +SO GJJ# certification from the world O
renowned accrediting agency B*R+.
( wide range of )orld class cement of O78 grades @@& @B& B@ +6ST AJ and
the all special blends of 7oolana cement such as Buniyad ! Buland all
surpassing applicable B+S standards. Shortly introducing ;ow (l'ali cement.
Buland 8ement the only blended cement ha"ing a #F days compressi"e
strength of BB 2pa certified ty ++T 6oor'ee ! ++T Delhi. Buland cement
today is 'nown for its engineering /uality& strength ! durable construction
and en0oys mar'et leadership status in all the mar'ets where it is sold.
( large networ' of 1J# dumps catering to more than @JJJ stoc'ist spread
across U.7.& Uttaranchal& 2.7.& Bihar& 5har'hand& )est Bengal& 3orth 1ast
Delhi and 3epal.
;argest selling in Uttar 7radesh ! Uttaranchal with a combined mar'et share
of appro4 1GL and #JL mar'et share in 2adhya 7radesh.
8onsistently the largest e4porter of cement ! clin'er from +ndia to 3epal
during the last E years.
2ore than EBJ Nms of 3ational Dighways being reconstructed with more
than F lac tones of 5aypee 8ement ;i'ely to be consumed in the same.
5aypee 8ement being used in the construction of large dams and hydro
electric power pro0ects li'e the Tehri Dam in Uttaranchal& Dul hasti and
Baglihar pro0ects in 5ammu ! Nashmir& +ndira Sagar dam in 2.7.& Teesta O *
pro0ect in Si''im& Baspa%++& 3athpa 5ha'ri and 8hamera O++ pro0ects in D.7.
and tala pro0ect in Bhutan.
;ist of prestigious clients include 3T78& 3D78& G(+;& +O8& 3H;& +ndian
6ailways& ;!T& Gammon& D88& Som Datt Builders& +68O3& U7SB8&
Dindalco to name a few.
8reation of large multi locational Technical cells to support ! educate our
consumers on usage of cement in "arious types of construction.
6ecently awarded the =3ational Safety (ward> by the 3ational Safety
8ouncil of +ndia for de"eloping and implementing "ery effecti"e management
systems and procedures and attaining "ery high performance le"els in
occupational safety and health.
=The customer is the most important "isitor on our premises. De is not dependent on
us we are dependent on him. De is not an interruption on our wor' he is the purpose
of it. De is not an outsider on our business- he is a part of it. )e are not doing him a
fa"or by ser"ing him- he is doing us a fa"or by gi"ing us an opportunity to do so.>
% 2ahatma Gandhi
ORGANISATIONAL - O6ER6IEW
8oncept of =TOT (; RU(;+TQ> reflected in the Organiation.s:%
*ision
2ission
*alues
*ision and mission pro"ide the organiation and their people the energiing
force to contribute towards organiational e4cellence& and the super ordinate goal to
contribute towards nation and society building with a human face. Unli'e some other
organiations whose "ision and mission are fi4ated on only mar'et share and $ or
re"enue growth 5(Q711 has a holistic approach. 8ompany.s "ision and mission
address =Ruality> in all areas of our business- and there in it is hea"ily emphasied
to ta'e care of:
1n"ironment
Society
8ompany.s people
)hile pursuing the growth target by optimum utiliation of a"ailable resources i.e.
=RU(;+TQ%7O;+8Q>
6ISION of )!$ Co,/"n*
To be dynamic and "ibrant& responsi"e to the changing economic scenario&
and fle4ible enough to absorb the en"ironment and fiscal fluctuations. Darness the
inherent strengths of a"ailable human resources and material& ha"e the capacity to
learn from success and& more than any thing else& ensure with a human face.
MISSION of )!$ Co,/"n*
To ensure growth for impro"ing the /uality of life& with a human face and contribute
to the growing national economy& ma4imiing benefits to our customers and the
nation at large by ser"ing the core sectors of the economy.
The holistic approach of the "ision and mission is further reinforced by the "alues
5(Q711 group& which the entire group adheres to. These "alue statements are
predominantly displayed in the plant areas and across the organiation. ;eaders not
only reinforce the "alue system among our people but also act accordingly.
O7G$)i'$( of )!$ ()40*
1. To study the "arious aspects of Uwage and salary administration.
#. To 'now the "arious statutory ! "oluntary allowances of salary a"ailable in
5aypee Sidhi 8ement 7lant.
@. To study the employees satisfaction at 5aypee Sidhi 8ement 7lant.
A. To study what are the modes ! methods of wage ! salary administration.
B. To study the needs to be done for impro"ing wage and salary administration !
employees satisfaction.
C. To ma'e the suggestion ! recommendation to impro"e the remunerati"e systems.
RESEARCH METHODOLOGY
6esearch methodology is the systematic method of disco"ering new facts or
"erifying old facts& their se/uences& inter%relationship& casual e4planations and the
natural laws that go"ern them. The primary ob0ecti"e of research methodology is to
get true ! intimate 'nowledge of organiation ! its function& wage ! salary
administration in the organiation and to understand the wage ! salary
administration.
7eriod of study? A
th
may to @
rd
5une.
Type of research? Descripti"e research.
Sources of data? Both primary ! secondary data ha"e been used.
1. Pri,"r* 0")"
The primary data was collected through obser"ation& inter"iews- inter"iew schedules
personnel "isit to obtain the necessary information. The only instrument used was a
structured inter"iew schedules for the study. The inter"iew schedules were related
and then certain modifications were made where"er necessary to suit the research
ob0ecti"es. The /uestionnaire was gi"en to respondents for collection of data.
#. Secondary data
Secondary data was obtained from company records& magaines& annual reports !
from www.5(;.8O.+3 etc.
Sampling unit? 1mployees of 5(Q711 cement 6ewa.
Sampling techni/ue? simple random techni/ue.
Sample sie? ( sample of BJ employees was selected for this sur"ey.
Sample design? it is impossible to use the census method to collect the information.
Therefore& random sampling is done. The sample choice of choosing a particular
uni"ersal element is un'nown. 8on"enience sample is one choose purely for
suitableness i.e.- items are selected because they are easy and cheap to find and
measure. The sie of sample was BJ employees.
7robability sample could not be used because it is more scientific method of
sampling than non%probability sampling. 1"ery possible sample has a 'nown and
e/ual change of selection. The shortage of time and financial limitations did not
allow the researcher as the study has been conducted fully on her e4penses.
Fllw!n" #$a%a#te%!&t!#& ' a &a(ple )e&!"n we%e *ept !n (!n)+
The sample should be truly representati"e of the particular.
+t must result in small sampling error.
+t must be "ariable in the conte4t of funds a"ailable for the research study.
The systematic basis in the sampling must be controlled in a better way.
Sample should be such that result of the sample study can be applied& in
general& for the responsible le"el of confidence.
Too1( for 0")" o11$)ion 2 Hollowing tools are used to collect data from 5(Q711.
1. B* o7($r'")ion2 some of the information is collected by way of the obser"ation&
without inter"iewing the employees of the organiation.
2. I4$()ionn"ir$2 the method of collecting data by mailing the /uestionnaire to
respondents is the most e4tensi"ely employed in "arious economic and business
sur"eys. Ruestionnaires are prepared and distributed to all the selected employees
with a re/uest to return after completing the same. Dichotomous 9yes or no answer:&
multiple chouse 9alternati"e answer listed: and upon /uestion ha"e been used in the
/uestionnaires.
Hollowing ma0or characteristics were 'ept in mind to prepare the
/uestionnaire?
Ruestionnaire should be short and simple.
Ruestionnaire should proceed in logical se/uences mo"ing from easy mo"e
difficult /uestions.
Ruestionnaire affecting the sentiments of the respondents should be a"oided.
(de/uate space for answer should be pro"ided to help editing and tabulations
8larity of /uestions.
ANALYHING THE COLLECTED DATA
C1"((ifi")ion of 0")"2 Data ha"ing common characteristics are placed in one class
and in this way the enter data get di"ided into a number of group and classes. (fter
collection of data + ha"e classified in the form of table of related facts. Hacts in one
class differ from those of classification and summary from is obtained.
T"741")ion2 when the data has been classified it is arranged in the form of the table.
The tabulation is dependent upon classification. The purpose is to simplify the
presentation and facilitate comparison.
The data& which are collected& are arranged in columns and rows for
summariing and meaningful from. Table in"ol"es orderly and systematic
presentation of numerical data to ma'e it easy to analye.
Hor presenting the data we used simple table. This sample table enables full
information to be incorporated and facilities a proper consideration of all related
facts.
Gr"/!i"1 r$/r$($n)")ion2 the tabulated data has also been represented in the
form of graphs and charts to ma'e it more understandable and help in drawing
conclusions.
Hinally conclusions are drawn from the collected data to accomplish the ob0ecti"es.
,EST ASPECT OF JO,
28
10
12
0
5
10
15
20
25
30
GOOD PACKAGE GOOD PROFILE CONDUCIVE WORKING
ENVIRONMENT
3O . OH
61S7O3D13TS
1mployees belie"e that their pac'age is the best aspect of their 0ob. They are
con"inced with the remuneration being offered. 1# out of BJ respondents belie"e that
it is the wor' culture and the conduci"e wor'ing en"ironment that seems to be the
most attracti"e aspect of the 0ob. Only 1J respondents howe"er belie"e that their
profile is good and for a good career /uality matters.
,EST WAY TO APPRECIATE WOR-
16
4
3
27
0
5
10
15
20
25
30
PROMOTIONS INCREMENTS PUBLIC
ACCLAMATION
EMPLOYEE REWARDS
NO . OF
RESPONDENTS
2ost of the respondents belie"e that employee rewards is the best way to appreciate
wor' because employee rewards may be the best moti"ation factor to appreciate
wor' in further also. Some employees belie"e in promotions because if employees
will get promotion soon& this will directly affect the wor' efficiency. (nd some
employees thin' that the increments! public acclamation may also be best way to
appreciate wor'.
SATISFACTION OF E.ECUTI/ES WITH
WAGE0SALARY ADMINISTRATION CELL

1G respondents are "ery satisfied out of BJ respondents& #G are satisfied and only #
respondents are not satisfied& with wage$salary administration cell at
5(Q711. 2ostly respondents are satisfied& due to many reasons such as good
pac'age which is paid to correctly and promptly. Therefore& according
to this analysis the satisfaction of employees towards the wage$salary is high.
RE/ISION OF PAY STRUCTURE
(s can be seen from the analysis& most of respondents belie"e that the personal
department is in"ol"ed in the process of re"ision of pay structure- some also belie"e
in finance department& few howe"er belie"ed management consultant ! sur"eys
conducted by professional organiation are also useful in re"ising of pay structure.
SATISFACTION FROM PAY STRUCTURE WITH
RESPECT TO OTHER COMPANIES
32
16
2
0
5
10
15
20
25
30
35
NO. OF
RESPONDENTS
VERY SATISFIED SATISFIED NOT SATISFIED
2ost of the employees at 5(Q711 are "ery satisfied from pay structure in
comparison to other companies because the pac'age offered here is lucrati"e.
1mployees can fulfill their needs. Other benefits li'e medical& bonus& D6(& etc. are
paid to employees correctly and promptly. Therefore& it can be said with additional
benefits co"ering all important aspects& 5(Q711 ta'es good care if its employees
further leading to high satisfaction.
6
44
0
5
10
15
20
25
30
35
40
45
NO. OF
RESPONDENTS
YES NO
RESPONSES
2a4imum numbers of employees don.t want impro"ements in company.s pay
structure it implies that they are fully satisfied from company.s pay structure and
also satisfied with the profile ! wor'ing en"ironment.
MEANS OF IMPRO/EMENT IN COMPANY1S PAY STRUCTURE2
IF ANY
IMPROVEMENTS, 6
NOT
IMPROVEMENTS,
44
2
1 1
2
0
05
1
15
2
25
TIME SPAN OF
RECEIVED
AMOUNT
RECEIVED LESS
T!AN
E"EPECTED
MODE OF
PAYMENT
ANY OT!ER
RESPONSES
RESPONDENTS
WHO NEED
IMPROVEMENTS
C respondents want impro"ements in different form C out of BJ belie"e in time span
of recei"ed. (ccording to them time span of recei"ed should be reduced. Some want
impro"ements in form of others li'e management of pay structure some respondents
are not satisfied with their pay structure so& they want impro"ement in amount
recei"ed. (ccording to analysis FFL employees don.t want impro"ements in any
form.
WILLINGNESS TO CHANGE ORGANI3ATION
YES, 4
NO, 46
+f company does not impro"e its pay ! incenti"e policies& most of the e4ecuti"es say
that they are not willing to change the organiation because& they are satisfied with
the organiation in form of pay structure& profile& conduci"e wor'ing en"ironment&
ac'nowledgement& employee.s rewards etc. (fter this analysis& we can say that the
satisfaction of e4ecuti"es from pay structure at 5(Q711 is "ery high.

PAY STRUCTURE RE/ISION
3
6
4
37
0
5
10
15
20
25
30
35
40
ALL INDIA
INDUSTRY LEVEL
REGIONAL LEVEL COMPANY LEVEL UNIT#PLANT
LEVEL
NO. OF
RESPONDENTS
2ostly respondents belie"e that the company.s pay structure re"ision should ta'e
place at the unit$plant le"el& because the production of cement in 5(Q711 is high in
comparison to other cement plant and in the share mar'et this company ta'es place
always at good position and the company.s economic condition is so good. Some
respondents also belie"e that all +ndia industry le"el& because according to them&
e"ery things regulate so& e"ery one gets benefit from that& if pay structure re"ision at
al +ndia industry le"el.
Data Presentation & Analysis
1. )hat is your Gross salaryV
a. Below # la'h b. # la'h to A la'h. c. A la'h to C la'h.
d. (bo"e C la'h.
25$
35$
22$
18$
0$
5$
10$
15$
20$
25$
30$
35$
40$
B%&'( 2 L)*+ 2 &)*+ ,' 4 L)*+ 4 &)*+ ,' 6 L)*+ )-'.% 6 L)*+
#. )hat is the best aspect of your 0obV
a. Good pac'age.
b. Good profile.
c. 8onduci"e wor'ing en"ironment.
42$
38$
20$
0$
5$
10$
15$
20$
25$
30$
35$
40$
45$
G''/ 0)1*)2% G''/ 03'45&% C'6/715.% ('3*562
%6.53'68%6,
@. )hat according to you is the best way to (ppreciate your 0obV
a. 7romotions.
b. +ncrWments.
c. 7ublic (cclamations.
d. 1mployee 6ewards.
25$
30$
24$
21$
0$
5$
10$
15$
20$
25$
30$
35$
P3'8',5'69 I613:8%6,9 P7-&51
A11&)8),5'69
E80&';%%
R%()3/9

A. Dow satisfied are you with the wage$salary administration cell in your
organiationV
a. *ery satisfied
b. Satisfied
c. 3ot satisfied.
25$
60$
15$
0$
10$
20$
30$
40$
50$
60$
70$
V%3; 9),5945%/ S),5945%/ N', 9),5945%/

B. )ho& out of the following is in"ol"ed in the process of formulating$re"ising
your pay structureV
a. 1mployee of your organiation.
b. 7ersonal department.
c. Hinance Department.
d. 8ompensation sur"eys conducted by professional
Organiation.
e. 2anagement consultant.
f. (ny other 9please specify:TTTTTTT
30$
10$
15$
30$
15$
0$
5$
10$
15$
20$
25$
30$
35$
E
8
0
&
'
;
%
%

'
4
;
'
7
3
'
3
2
)
6
5
<
)
,
5
'
6

F
5
6
)
6
1
%
D
%
0
)
3
,
8
%
6
,

M
)
6
)
2
%
8
%
6
,
1
'
6
9
7
&
,
)
6
,

C. (re you satisfied with the pay structure of the employees in terms of those of
other comparable organiationV
a. *ery satisfied
b. satisfied
c. 3ot satisfied.
30$
50$
20$
0$
10$
20$
30$
40$
50$
60$
V%3; 9),5945%/ S),5945%/ N', 9),5945%/
E. Do you want impro"ement in your company.s pay structure.
Qes$3o

+f yes& in what form%
a. Time span of recei"ed.
b. (mount recei"ed less than e4pected.
c. 2ode of payment.
d. +f any other& specifyTTTTTTT.
25$
30$
24$
21$
0$
5$
10$
15$
20$
25$
30$
35$
T58% 90)6 '4
3%1%5.%/
A8'76, 3%1%5.%/
&%99 ,+)6
%=0%1,%/
M'/% '4 0);8%6, I4 )6; ',+%3>
90%154;
F. +f your company does not impro"e its pay ! incenti"e policies& would
Qou li'e to change your organiationV
a. Qes
b. 3o
60$
40$
0$
10$
20$
30$
40$
50$
60$
70$
Y%9 N'
G. (t what le"el wage negotiation$re"ision ta'e place in your companyV
a. (ll +ndia industry le"el.
b. 6egional le"el.
c. 8ompany le"el.
d. Unit$7lant le"el.
e. (ny other 9please specify:.
10$
20$
30$ 30$
10$
0$
5$
10$
15$
20$
25$
30$
35$
A&& I6/5)
56/79,3; &%.%&
R%25'6)& &%.%& C'80)6;
&%.%&
U65,#P&)6,
&%.%&
A6; ',+%3
S&GGESTION
1. 2ost employees are belong to "illage ! bac'ward area so organied the
meeting to aware the profit ! loss organiation which employee are
understand the organiationPs his profit ! loss.
#. )hen employee is an absent without information then gi"e punishment.
@. 7ro"ide lea"e which employee are not absent in the duty.
A. 7ro"ide better wor'ing condition which employee are wor' in properly
in the organiation.
)hich employee are regular present in the duty so pro"ide rewards& promotion
! other benefits& so absent employee are attract him.
L!(!tat!n& ' t$e &t4)y
During the whole pro0ect& + faced certain limitations which are as a follows?
1. 2ost of the wor'ers were inter"iewed at wor' spot.
#. The time duration allowed to the researchers is only one month. Due to short span
of time& the researcher was unable to conduct an e4tensi"e study.
@. The respondents always had a feeling that the researcher is sent by the
management& they refused to answer first. So it was "ery difficult to the researcher to
con"ince and get answer from them.
A. Some respondents were not fran' and original enough to pro"ide ade/uate answer
to me& but any how this problem was o"ercome by means. + re0ected incomplete&
in"alid and dull answered /uestionnaire and too' into account only genuine and
clearly answered /uestionnaire.
B. +n the /uestionnaire neither the opened /uestion nor the descripti"e /uestion were
enforced because the employee were not cable of answering as well as enough time
to thin' of those. Dence the /uestionnaire had to be restricted to be multiple choice
and dichotomous& rating and ran'ing /uestion only.
C. ;oo'ing towards time and cost constrain& only wal'%in employees are inter"iewed
during the sur"ey.
E. The research could ta'e only a small sample sampling sie of BJ for the study. But
for understanding the satisfaction le"els of employees& this sample sie is enough
loo'ing towards time constrain and cost.
Conclusion
There has been a great deal of effort put into defining the different classes in
the +ndia. One of the most popular ways by which the country tries to ma'e this
distinction is based upon the salary information that it collects each year. The idea is
that with this salary information& there can be conclusions reached as to what e4actly
is lower class& middle class& and the upper class. Then by further dissecting the salary
and wage information& there will be an attempt to see who falls within these class
brac'ets. To date& the salary information that has been collected& has arguably
allowed the upper class& as well as the lower class groups to be defined& but based on
the salary information that has been tabulated& it is often /uite difficult to reach an
agreement as to who the middle class are. There are so many instances in which the
salary and wage information of the country ha"e been studied& but there is no solid
conclusion that is agreed upon. The salary and wage information shows such a gap
between those that are considered to be of the lower and upper income raising
brac'et& that is hard to decipher what the middle class is& based on the salary
information that is re"iewed.
The salary and wage information that has been tabulated has indicated what is
considered to be legally impo"erished in the +ndia. The salary and wage information
shows that those that are considered to be legally poor ha"e an a"erage income of
about X1B&AJJ.JJ The salary and wage information shows that for the one person
household earning an income of X1J&JJJ or less& the household is considered to be
impo"erished. The salary and wage information indicates that for a two person
household& an income of X1@&JJJ or less& is deemed impo"erished. The salary and
wage information states that if a three person household recei"es an income of
X1C&JJJ or less& they are considered to be impo"erished. The salary and wage
information also indicates that for a household of four that has an income of X#1&JJJ
or less& they are considered to be impo"erished.
The salary information has made its attempt at creating a class income grouping for
those that are belie"ed to fall within the middle class. The salary information
considers the middle class to be anywhere from X#B&JJJ to X1JJ&JJJ. Due to the
large gap in the findings of the salary information& there are some that ha"e ta'en on
their own opinions as to what is considered to be middle class& based on the figures
that ha"e been drawn. The salary and wage information also made its reporting on
those that are considered to be in the upper tier of the economic food chain. The
salary information has indicated an a"erage figure for those that are deemed to fall
within this ran' is more than X1J1&JJJ& on a"erage
BIBLIOGRAPHY
S.NO. BOOC NAME. WRITER NAME.
1. PERSONNEL MANAGEMENT C.B MAMORIA.
2. H&MAN RESO&RCE DE6ELOPMENT P.C. TRIPATHI.
3. H&MAN RESO&RCE MANAGEMENT L.M.PRASAD.
9. PERSONNEL MANAGEMENT C S 6ENCATA
AND H&MAN RESO&RCES RATNAM 5 B C SRI6ASTA6A.

:. RESEARCH METHODOLOGY DR. C.G.C.NAIR
W$7(i)$ D
+++.#oo#1$.o,
+++.G"1in0i".o.in
+++.+i>i/$0i".o,
I&ESTIONNAIRE
Ruestionnaire about =wage and salary administration>
3ame 9optional:TTTTTTTT.&
(ddress TTTTTTTTT.............
1. )hat is your Gross salaryV
a. Below # la'h b. # la'h to A la'h. c. A la'h to C la'h. d. (bo"e C la'h.
#. )hat is the best aspect of your 0obV
a. Good pac'age. b. Good profile. c. 8onduci"e wor'ing en"ironment.
@. )hat according to you is the best way to (ppreciate your 0obV
a. 7romotions. b. +ncrements. c. 7ublic (cclamations. d. 1mployee 6ewards.
A. Dow satisfied are you with the wage$salary administration cell in your
organiationV
a. *ery satisfied b. Satisfied c. 3ot satisfied.
B. )ho& out of the following is in"ol"ed in the process of formulating$re"ising
your pay structureV
a. 1mployee of your organiation.
b. 7ersonal department.
c. Hinance Department.
d. 8ompensation sur"eys conducted by professional Organiation.
e. 2anagement consultant.
f. (ny other 9please specify:TTTTTTT
C. (re you satisfied with the pay structure of the employees in terms of those of
other comparable organiationV
a. *ery satisfied b. satisfied c. 3ot satisfied.
E. Do you want impro"ement in your company.s pay structure. Qes$3o
+f yes& in what form%
a. Time span of recei"ed b. (mount recei"ed less than e4pected.
c. 2ode of payment. d. +f any other& specifyTTTTT
F. +f your company does not impro"e its pay ! incenti"e policies& would
Qou li'e to change your organiationV
a. Qes b. 3o
G. (t what le"el wage negotiation$re"ision ta'e place in your companyV
a. (ll +ndia industry le"el. b. 6egional le"el.
c. 8ompany le"el. d. Unit$7lant le"el.
e. (ny other 9please specify:.
ACCNOWLEDGEMENT
+ would li'e to ta'e this golden opportunity to e4press deep sense of
gratitude indebtedness to the management of U5(Q76(N(SD (SSO8+(T1S
;+2+T1D. for pro"iding me opportunity to undergo practical training in their
esteemed organiation for A wee's. + e4press my sincere gratitude toward Mr.
A.C. N"n0i 9G2 O TTG: for pro"iding me all necessary support to undergo
this pro0ect wor'.
+ e4press my heartfelt gratitude to Mr. Mri)*4nG"* C4,"r& 9personnel
Officer: 5aypee Sidhi 8ement 7lant Baghwar& who was always willing to help.
)ithout her ideas ! timely suggestion this report would ne"er ha"e reached its
destination.
! ta"e opportunity to pla#e on re#ord my grateful than"s to my $%D Dr.
Rajeev Dubey and sin#ere gratitude to Dr. Atul Pandey Prof-in-chare of
DBA! A.P.". #niver$ity Re%a who gave me valuable advi#e and inputs for
my study. My study #ould not have been #ompleted if ! had not been able to get
the referen#e material from the respondents
R4/$(! A#r"+"1
MBA III S$,$()$r
D$/"r),$n) of B4(in$(( A0,ini()r")ion
A.P.S. &ni'$r(i)* R$+" -M.P..
(s a student of 2B( 99D6::& + got this opportunity to under go my
training in 5aypee Sidhi 8ement 7lant Baghwar& as a part of completion of this
training& + ha"e to prepare a pro0ect report on study of )(G1 ! S(;(6Q
(D2+3+ST6(T+O3 in 5aypee Sidhi 8ement 7lant Baghwar Sidhi 92.7.:
The complete pro0ect gradually starts from 5aipra'ash (ssociate ;imited
and at the recommendation and suggestion made by analying the data
collected from primary and secondary sources.
+ ha"e made an effort to gi"e a brief +ntroduction of 5aipra'ash (ssociate
;imited& ne4t in se/uence& + ha"e gi"en and +dea about the wage ! salary and
tried to ma'e it clear with the help of chart and different graphs.
DECLARATION
2yself R4/$(! A#r"+"1& a student of 2B( 9D6: DB(& (.7.S. Uni"ersity
6ewa 92.7.:& hereby declare that this 7ro0ect 6eport =)(G1 (3D S(;(6Q
(D2+3+ST6(T+O3> at 7ersonnel and administration& ( Unit of 5aipra'ash
(ssociates ;imited is my original wor' based upon obser"ations& study and
analysis at 7ersonnel and administration& 5aypee Sidhi 8ement 7lant and not
ta'en or copied from any other source.
R4/$(! A#r"+"1
MBA -HR. II S$,$()$r
DBA% A.P.S. &ni'$r(i)* R$+" -M.P..

CONTENTS
C!"/)$r No. P"r)i41"r P"#$ No.
8hapter O 1 +ntroduction of the Topic 1%#J
8hapter O # 8ompany 7rofile #1%@J
8hapter O @ 6esearch 2ethodology @1%A@
8hapter %A Data (nalysis AA%B#
8hapter O B 8onclusion ! Suggestion
Bibliography
Ruestionnaire
B@%BB
BC%BE