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HUMAN RESOURCE MANAGEMENT

REWARD SYSTEM
Submitted to: Dr. RAJNI JAIN Submitted by: ANURODH KUMAR (3) DEEPANSHU OHLAN(5) KUMAR ANKUR(10) UTTAM KUMAR(26)

INTRODUCTION
Employees dont work for free. Most businesses are not volunteer services, so you have to compensate them in some way for their time and effort. What used to be called pay and then became remuneration is today often termed reward. It refers to all of the monetary, non-monetary, and psychological payments that an organisation provides for its employees. How can you put all this together? There is no magic, one-size-fits-all solution: it should vary in different organisations.

Objectives
Reward systems have three main objectives: (a) To attract new employees to the organisation. (b) To elicit good work performance.

Reward Systems
Intrinsic Rewards Status Growth
Responsibility

Extrinsic Rewards Non-financial (office, staff, title, etc.) Financial (direct and indirect compensation)

Financial Rewards: Indirect Compensation


Protection Programs
Examples: pensions, health coverage, life insurance, social welfare programs

Public Private
Mandatory versus Voluntary Contributory versus Non-contributory

Financial Rewards: Indirect Compensation


Pay for Time Not Worked (at work and off work)
Examples: breaks, meal time, transit time, medical leave, military leave, education leave, vacation

Services and Perquisites


General
(Examples: financial services, counseling, dining discounts) Limited (Examples: automobile, cellular phone, clothing allowance, gym membership)

Financial Rewards: Direct Compensation


Base Pay

Incentives
Cost-of-Living Adjustments (COLAs) Merit Pay

Compensation System Objectives


External Competitiveness Internal Equity Legal Compliance Motivational Soundness Linkages to Performance Cost Effectiveness Culture Creating

Compensation Laws & Regs


Wages Wage Controls Payment Schedules Pay Increases Overtime Incentive Pay Wage Adjustments (longevity, education, etc.) Bonuses Contracts Work Agreements Child Labor Benefits

External Influences on Compensation


Supply of Labor Demand for Labor Org Location Economic State Competition Union Influence Product/Service Demand

Internal Influences on Compensation


Organization Size Willingness to Pay Ability to Pay Tradition Unionization Job Itself Employer Prestige Work Force Character Desired Employee Quality Ratio of Labor Costs to Total Costs

Organizational Compensation System Requirements


Maximize ability to attract and retain qualified employees Be within ability to pay Allow organization to remain competitive

Basic Compensation Decisions


Wage level decisions compared to other organizations Wage structure decisions comparing job to job Individual wage decisions comparing individuals in same jobs

Pay Adjustments
Fixed Rate Increases
step increases, flat dollar increases

Percentage Increases
across the board, competitive percent

Incentives

Levels of Incentives
Individual
Group Company-wide Executive

Individual Incentive Plans


Piecework Payment
(Straight and Differential) Standard Hour Commissions Bonuses Skills-based Pay Non-financial Awards

Group Incentive Plans


Piece-rate Systems
Standard Hour Plans Group Bonuses Profit Sharing

Company-wide Incentives
Profit Sharing
(Cash Plan or Deferred Plan)

Gainsharing

Stock Ownership Plans (ESOP)

Executive Incentives
Salaries Stock Options

Long-term Incentive Plan Payouts


Directors Fees Perquisites

Executive Pay Decisions

Daily Dilbert, 29 October, 2005

HRM Crises of Finances: HRM Implications


Bankruptcies Acquisitions and Mergers Scandals with officers/managers Private & Corporate Lawsuits Government investigations and charges Arrests and convictions Tragedies

Evaluation of Incentives
Attention getter? Understandable? Establishes culture through values? Improves communication? Pays when it should?
(achievements versus failures)

Improves individual performance? Improves organizational performance?

THANK YOU

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