QUESTION: “IF EMPLOYEES UNDERVALUE THE COST OF BENEFITS, WHY SHOULD

A COMPANY NOT DROP BENEFITS AND SIMPLY ADD MORE DIRECT

COMPENSATION”.

DO YOU AGREE OR DISAGREE WITH THIS STATEMENT? EXPLAIN USING RELEVANT

ORGANISATIONAL EXAMPLES.

TABLE OF CONTENT

INTRODUCTION

TYPES OF COMPENSATION

INDIRECT AND DIRECT COMPENSATION

COMPONENTS OF COMPENSATION

EMPLOYEE BENEFITS

EMPLOYER BENEFITS

MOTIVATION THEORIES

DATA ANALYSIS

CONCLUSION

REFERENCES

INTRODUCTION

During the beginning of the century, very few employees received compensation from their

employers other than direct wages for the time they have worked. These employees were

therefore responsible to cater for their needs of old age, poor health and even death. If

vacations were allowed, it was usually endorsed but without pay. Fortunately for employees,

employees benefit, made its debut in the 1940’s and 1950’s where it was agreed to be used as

a form of compensation in addition to direct wages. This system has definitely accelerated

during the past two decades, and has paved the way for several types of benefits to be

introduced and the existing benefit system, expanded or modified. Furthermore, while

employee benefits were once fairly standardized and free of government regulation,

employers must now make their decisions and verdicts complex in respect to the provision of

benefits and methods with which these benefits will be funded.

Employees in all companies are seen to be its priority and most cherished asset, taking in

consideration that without them the company cannot be functional. This high value placed

therefore on employees gives them with the privilege to enjoy certain benefits and

compensation provided to them by their managers which will definitely play the magic to

encourage, boost and elevate their morals which helps to enhance productivity. Despite their

eligibility or qualifications for these privileges and rare opportunities, it is becoming

increasingly expensive and pains-taking for most employers and companies to run the

management that is putting up with the cost of such benefits. Therefore, since they cannot

provide for these benefits they are only left with one option which is taking into consideration

alternative means of reducing benefits. One of such plans put in place, is providing benefit

plans that are flexible. Employee benefits could include life insurance, health life insurance,

vacation, and disability insurance, retirement plans, domestic partner benefit, paid time off,

and maybe fringe benefits. In a situation where an employee performs well, he/she needs to

be appreciated and rewarded which makes the emergence of compensation very glaring.

Compensation therefore includes aspects such as salary, wage, salary structure and programs

which will be in relation or in accordance with the job description, bonuses, commission and

merit related programs. Benefits and compensation maybe different sides of the same coin,

but they virtually mean the same thing and basically express the same meaning, ideas and

characteristics.

Benefits

Benefits may be defined as forms of values which are different from or separate from

payments and are provided to the employee by the employer as a form of recognition and

appreciation for their relentless efforts and contribution to the attainment of organizational

objectives. Although benefits are viewed as illustrated, some of them are requirements from

the state recommended for employees from their employers which may sometimes include

both workers and unemployment compensation. Mindful of the definition of employee

benefits, we are told that benefits are sub-categorized into Tangible and Intangible benefits.

Employee Benefits

This is a form of compensation or benefit provided by the employer in case of death, an

accident, sickness retirement or unemployment. With this approach put in place, there is still

confusion on whether the definition should include those benefits that are financed by

employer contributions but provided under social insurance, social security and Medicare.

On the other hand, the broadest definition of employee benefit includes all benefits and

services, other than wages for time worked that are provided to employees in whole or in part

by their employers. Some examples are social security, Medicare, temporary disability

insurance, workers compensation insurance etc.

Intangible benefits are considered to be less direct and will include benefits such as a boss’s

reward and appreciation, possibility for promotion, and a comfortable office. Sometimes we

could have a fringe benefit which practically refers to both forms of benefits.

Tangible benefits are considered or referred to as direct benefit which can be seen in the form

of health life insurance, life insurance disability insurance, vacation retirement plans and

many more.

Compensation

Compensation is defined as payment made by an employer to an employee as recognition for

their skilful contribution and extra efforts in achieving the company’s goals, in a nut shell for

executing their job excellently. The widely known forms of compensation are salaries, wages

and tips. It should be noted that employers must be competitive and avoid too much

generosity. Benefits that are given are known as entitlements. These can’t be earned because

they require no effort on the recipient’s part. Entitlements destroy a work ethic, because

people have no incentive to work for something they virtually take for granted. Benefits that

must be earned are incentives; they help to build a work ethic. Employees only reap this

benefit from hard work.

Compensation is equally sub-categorized into two different categories through which it could

be transferred onto some other person as variable pay, and base pay.

Variable pay on the other hand throws light on how well the person executing the job does it

and some relative examples could be setting up a time scale, like a year and taking note of

when the targeted goals and objectives are achieved. Furthermore, we can also classify

incentives as bonus plans which can be seen as an example of variable pay.

Base pay lays emphasis on the company and the market for the knowledge required on how

to perform the role or task.

TYPES OF COMPENSATION

Combining compensation packages is no longer an abnormality that is combining pay with

the actual job specification to be executed by an employee. In such a situation, it will include

the minimum as well as the maximum amount of money that can be gotten at the end of the

year in that particular role. When the employees work, part of their salary or payroll is

withheld and it is used as a contribution towards the federal income tax, state income tax

social security contribution, and finally employee contributions to the costs of some benefits

which mostly includes retirement and medical insurance. Organisational jobs are classified

into two main forms, the exempt and non-exempt.

Non-exempt jobs will usually consist of unskilled or entry-level jobs which is usually

rewarded hourly. Employees can as well get paid for overtime worked such as public

holidays, and certain days of the week. A very important point worthy of note is the fact that

both jobs will receive equal pay range for anyone involved in that same particular form of

task, implying that no one is entitled to receive more money for performing that same task.

With jobs that include the management, professionals and the other skilled jobs, all these can

be classified under one group known as exempt jobs. Here, the salary ranges are fixed with

particular amounts of money expected within a time frame and it’s normally a stated amount

during the end of the month. Once here, it is not a surprise to start receiving certain

compensations and benefits much higher than that of non-exempt jobs. Even though they

obtain this extra compensation and benefits, it is not bizarre to find out that those at non-

exempt jobs can receive or earn more money due to the fact that they are capable of putting in

extra hours of work.

Diagram 1. Types of Direct compensation.

Direct Compensation

Direct compensation is defined as monetary benefit which employees earn or receive, that is

provided by employers in return for the work and services they have rendered to the

organisation. These monetary benefits will therefore include salary, conveyance, leave and

travel allowance, house rent allowance, medical reimbursement, bonuses and special

allowances which are only given at specific time period. Direct compensation is also defined

as what a service provider receives for services rendered to an organisation or an individual

on behalf of the organisation. An example of this type of compensation will consist of loan

fees, expenses put on forfeited account that will have to be linked to specific participant’s

accounts.

Studying the diagram above, basic salary is money an employee receives at the end of the day

week or month for the tasks or jobs he’s performed and also money he will receive from his

employer for services rendered. Conveyance will entail the provision of a transportation

medium, be it a car or a cab, for the employees to facilitate their arrival at work. To retain its

best, cherished and most productive employees, an organisation schedule leaves and travel

allowance to these group. The organisation gives them allowance to visit any destination of

their choice with their families but this is relative and dependent with the employee’s position

in the organisation. To provide social security and motivate its employees, house rent

allowance is allocated to employees who are nationals as well as foreigners. During festivity

periods, organisations motivate their employees with bonuses and also provide them social

security. A healthy body means a perfect job done, and mindful of this principle,

organisations provide their employees with medic-claim for them and their entire families. It

could include treatment bills and health-insurance reimbursement. Finally, organisations are

bound to provide social security and motivate their employee that is through the provision of

benefit programs or plans such as, special allowances in the forms of overtime, mobile

allowances, insurance, club membership, meals and travel expenses.

An example of such benefit program can be seen in MTN Cameroon (mobile telephone

Network Company). The management of this organisation is aware of the fact that without

human resource, the organisation cannot reach its target nor achieve its goal. Therefore based

on the company’s engagement and demands, special compensation packages are being

arranged for employees, believing it will boost their morals to work hard, deliver and lead the

organisation to its target. Most of the employees are given allowances for their housing, risks

in certain operations, out station allowances if you are on a mission and what have you. For

those employees who adore going on trips, paid holiday schemes are available for them after

a hard and tiring session of work which definitely yielded positive results to the company’s

credit. Besides their wages, other allowances like transportation, breakfast and launch are

also part of this benefit program all in the name of motivation.

Indirect Compensation

Indirect compensation is defined as non-monetary benefits apportioned to employees as

appreciation for their services offered to the organisation. These include overtime policy,

hospitalization, car policy and insurance; leave policy and travel assistance limits, holiday

homes and retirement benefits. It can also be defined as ‘any payment a service provider will

receive which is not direct compensation but from another source either which could be the

organisation or its various branches’. This will only be possible if the reward received is

linked to the services provided and also to the organisation or the individual connected to the

organisation. Some examples of indirect compensation will be discussed below.

Making sure their employees give in their very best performances, organisations need to

provide them with their basic facilities (Maslow’s hierarchy of needs), security, value and

allowances during overtime periods. These could be in the form of overtime pay as well as

travel facilities and relaxation parties just to show them how much you value them and

respect their comfort. Managers and CEO’s should bear in mind that, ‘All work without play,

makes Jack a dull guy’. Too much work load and thoughts of deadlines could hinder the time

laid aside for rest. Caught in such a circumstance, the employee will might just become dull

and it might also lead to brain fatigue. Hospitalisation will include employees given

allowances for yearly check-ups. It should equally be extended to the families thus assuring

them of social and emotional security. To ensure employee emotional security and life,

organisations provide life and accident insurance and this goes along to make employees to

have the feeling of belonging in the organisation. Organisations as well provide employees

with leaves and travel allowances to go for holidays with their families and some

organisations go an extra mile to arrange for tours for their employees. This will go a long

way to relief them of work stress and acting as a refresher for any task when they resume

work. Holiday homes are provided by organisations to their employees and these are mostly

in highly wanted holiday locations. Lastly organisations make sure they take care of their

retiring employees by providing them with pension and benefit plans which assist them when

they retire.

A vivid example of indirect compensation is Orange Cameroon another mobile telephone

company. This company is known to be of French origin and therefore it runs under the

French cultural system just like any other organisation will have their own culture. The

Frenchman is known to be a holiday fan that is moving from on continent, island, or beach

just to catch fun and see new places. Thus this organisation does everything to make sure

their employees (mostly the senior staff from France and a few from Cameroon) are entitled

to a holiday trip to any destination of their choice. For such holiday trips, the company offers

accommodation in a classy four star hotel of the employee’s choice and their meals for the

duration of this holiday. Added to this, they still receive their monthly pay and might come

back to a big promotion if they actually performed well throughout that business year. With

such forms of motivation, many employees will wish to join such a company or organisation

in order to be accorded so much value and return for what you have put in. When they are

sick, they visit the doctor with their families on the organisations account, they are also being

covered by insurance that is both their property and life’s

They are further assured of retirement benefits just in case they retire forcefully maybe due to

a defect or disability that might hinder them from working for life.

Diagram 1.1 below will show how they are positioned.

Diagram 1.1 Types of Indirect Compensation

Components of Compensation

Job-Analysis

Job analysis is a systematic approach used in defining the job task, its requirements,

responsibilities and evaluation. It is also used in discovering if the applicant or the potential

employee has the required level of education, skills, and knowledge and training that will suit

the job position to insure competency and performance. Through this, the job worth is also

revealed that is measurable effectiveness of the job and the contribution of the job to the

organization. In a nut shell, this basically sets up the compensation package.

Its importance is that it enables resources to be analysed while establishing strategies to

accomplish the business objectives. It has as its base demand – supply analysis, recruitment,

compensation management and training need assessment and performance appraisal.

A good example of job analysis can be drawn from one of the biggest supermarket in

Cameroon SKT. This supermarket has virtually all the products you can think of. From house

hold equipment’s to clothing’s for male, female and children. Therefore to recruit a staff or

an employee for such and Organisation, the management has to be sure if they are the right

people for the job. Consequently, job description will help in the pre- selection process. The

assistant manager of SKT and his team will have to evaluate the applicants one by each to

test if they have the required skill, knowledge and attitude which suits the job position, then

the role and responsibilities will come to play which is a link to the job description and

finally their educational background and work experience to see if they meet the criteria for

the job which is job worth. This we can tell are very important points worthy to note when

running a successful organisation. You need to maintain the standards and also the

performance level especially in the domain of customer services. Sometimes illiterate, lazy

and rude employees are selected due to negligence on the part of the selection team which

will later cost the organisation its customers and will consequently paint a bad image of it.

More so, the organisations goals and long term objectives cannot be met. In this light SKT

ensures humility, respect for clients, trust and hard work, are a hallmark of all staffs besides

their educational achievements and relevant work experiences.

Pay Structure

When organisations sort out job analysis, they now move on to the next decision which is the

pay structure for employees. Pay structure is known as the process whereby the pay load of

jobs in an organisation is determined. This takes into account internal and external analysis in

order to build up a compensation package for any job within the organisation. Internal,

external and individual equities are the most important and well known pay structures

practised by most organizations. The job description goes further to give a vivid

understanding of a job and its worth. Pay structure is very important in an organisation

because it determines employee value within the company and goes further to analyse and

create a good and fair treatment of employees within the organisation. It is also used to know

what incentives, to be apportioned to which employee according to their placement in the

organisation. We will look at pay structure in two different ways, which are examined below.

External equity on the other hand is concerned with what happens out of the organisation to

determine the compensation strategy to be adopted which is by using the market pricing

analysis and assessing competitors. By doing so, employee compensation is created alongside

the prevailing market compensation package. This paves way for a fair treatment of

employees and also goes an extra mile to commit organisations in organising attractive

compensation packages to their employees in order to motivate and retain the best talents in

the organisation.

An example of external equity is the UBA (United Bank of Africa), branch in Cameroon. It is

known for its excellent customer service and excellent interest rates with which it lends out

money to its clients. Employees in this organisation work tirelessly to ensure they leave a

trade mark in the banking sector. With this in mind, the management is not taking the efforts

of its staff for granted. They have a team created specially to investigate the market rates that

is the salaries and other forms of benefits being offered by rival banks in the area such as

Ecobank and even Afriland first bank. This team brings data that is later developed and

evaluated. When proven worthy, it is then implemented to restructure and ameliorate

employee benefits by boosting their morals via the introduction of some promotional

programs, research and development programs, and why not training workshops to enable

them develop their skills in areas they are found lacking.

Internal equity looks at the job positions within the organisation taking note of the hierarchy

that exist therein. In this level, the senior management level’s primary objective, is how to

create, develop, evaluate and implement a balance on compensation packages that will be

provided to employees in relation to their job profile, their level in the organisation, and their

status in relation to job

Classification.

Examples of internal equity can be drawn from a micro-finance agency in Cameroon called

express Union. This organisation is a micro –finance that enables national to send money

throughout the national territory and even to neighbouring countries such as Chad, Gabon,

Congo Brazzaville and Equatorial Guinea. Since the introduction of this organisation, so

many monetary problems have been terminated. People used to travel just to go and give

money to family members in some remote areas where big banking institutions cannot reach.

This made it easier even to people without bank accounts to send and receive money even

from overseas.

The benefits and profits of this business now attracted so much attention as entrepreneurs and

other rich business people now came together to and opened up their own agencies. Therefore

there was competition in the market and for Express Union to continue the lead; it has to set

standards, which involved serious pay packages to their employees in respect to status and

profile. The senior management made sure managers, assistant managers, and all cashiers

were to work overtime, transfer rates were slashed, pay rates and overtime benefits were

increased. In this regard, services were improved to attract more customers and maintain

status. This could not happen with the emerging agencies, they cannot bear the cost of

implementing such motivation packages to their staff, and therefore they had to crumble.

Salary Survey

In our contemporary society, if you want the best for your staff and also wish to maintain a

certain standard within the market rate compensation, you have to be able to arrange

compensation package that should not fall below the organisation’s standard, since

organisations use salary survey to set up compensation plans. Salary surveys can be seen as

findings carried out in order to set up the company’s compensation strategy. This can be

carried out either by the management or alternatively, they might go in for an already

established report on compensation strategies by a reputable research organisation. This

report will be able to portray or illustrate the compensation plan of a particular company that

was drawn about 2 to 5 years back. The analysis will be carried out in relation to secured and

well defined objectives in research. Organisations conduct salary survey to achieve certain

objectives such as, the need to know the level of their competitors in the market and what

they have in stock for their employees in relation to the market rate. In order to be well

informed and stay updated about the industry’s standard, you have to make sure every

employee is contented with the compensation they get proportionate to their performance. Its

also advantageous to create and implement a good and attractive reward or compensation

strategy. Two types of compensation surveys exist which organisations undertake.

Diagram 1.2

Components of Compensation

Job-Analysis

Job analysis is a well organised way of outlining the job role, requirement, evaluation,

description, and responsibility. It can be used to gain information on an individual’s skills,

level of education, training and knowledge for a job position. It also lays out what needs to be

done effectively and helps gives an exact amount of compensation package for every job

position. Job analysis gives an overall summary of the company available resources and puts

out plans to attain its set goals and objectives. It lays the route for recruitment, training needs

and assessment, demand supply analysis and performance appraisal. We can further break

down job analysis into three sub components.

Job position will be the first and defines various jobs and employees in the organisation. It is

very important when it comes to compensation as it gives an insight of the job in the

organisation. For instance, higher level employees say managers will receive higher pay as

compared to their junior employees. Equally their non -monetary benefits will vary as their

responsibilities are different.

Job description is the next and here it is the requirements for a particular job position that an

organisation looks for in any applicant or employee. Here the level of education, level of

experience needed, skills requirement are clearly spelled out. Having in mind that the roles

and responsibilities attached with the job are a key determinant of a person’s level of

education, experience, skills it is not left out. It also helps in giving an understanding of

employee performance standard.

Job worth or evaluation is there to determine how much a particular job position contributes

to the organisation attaining its goals and objectives. It helps to determine what is expected

from every particular job profile and by so doing can easily determine what the compensation

strategy to be used for the job profile in question.

In all, job analysis is a very important component in determining the compensation strategy

for any organisation. It should be regularly used in organisations to determine compensation

packages, to determine which employees need training and also those who are lacking some

particular skills as well as to have knowledge if current employee performance is in

accordance with what the organisation requires or has as its standard level of performance.

Pay Structure

When organisations do sort out job analysis, they move to the next decision which is the pay

structure for employees. Pay structure is known as a process whereby the pay load of jobs in

an organisation is determined and takes into account internal and external analysis to draw up

the compensation package for all internal jobs. Internal, external and individual equities are

the most important and renowned pay structures used. The job description goes further to

give a vivid understanding of a job and its worth. Pay structure is very important in an

organisation because it determines employee value within the company and goes further to

analyse and make for good and fair treatment of employees within the organisation. It is also

needed to determine which incentive should be allocated to which employee according to

their placement in the organisation. Pay structure will be assessed in two dimensions, which

are examined below.

Internal equity looks at the job positions within the organisation taking note of the hierarchy

that exist and it is mainly concerned with putting a balance on compensation provided to

employees in relation to their job profile, their level in the organisation, level of status and

job classification

External equity on the other hand is concerned with what happens out of the organisation to

determine the compensation strategy to use by using the market pricing analysis and

assessing their competitors. By doing so, employee compensation is formulated alongside the

prevailing market compensation package. This gives way for fair treatment of employees and

also goes a long way to make organisations to give very attractive compensation packages to

their employees so as to motivate and retain the best talents in the organisation.

DATA ANALYSIS

A company’s success and failure depends on the treatments, employees obtain. If they must

be satisfied, in order to enhance productivity, they must be valued and well compensated for

their efforts. As such, companies have developed benefit schemes as a means of appreciating

their employees for their contribution in the company’s success. Some employees are

retained and spaces are also created for experts leaving other rival companies. The benefits

act as incentives and encourage hard work which builds job satisfaction. Several advantages

are derived from instituting employee benefit schemes which is not only limited to the

employee who gets an additional non cash benefit but stretches to the employers who can cut

a part of their salary and rather provide their employees with additional benefits.

Employer Benefit

Employers believe benefits schemes offered to their employees will ease their flow of cash. It

will be evident in a situation where an employer uses a salary sacrifice system, meaning the

employee gives up part of their salary in return for benefits.

Considering a situation where there exist a large work force, negotiations could be made for

discounts with benefit providers since the provision of non-cash benefits will be cheaper and

less costly for the employer, other than providing part of the salary which would have been

given to the employee.

The provision of benefits is also profitable to employers given that when more benefits are

offered to employees, the company gets a number of tax evictions which will secure the

company some money an increase its relation with its employees. Though it is subject to

barriers and taking its complex nature into consideration, it saves money that can back up the

company’s finances

Employee Benefits or Advantages

Quite a number of merits are obtained for accepting employee benefits such as a company

car, pension schemes which does not need the employee to do them in person. Therefore, in

case certain activities and utilities an employee pays for are inclusive and provided as

benefits e.g. mobile handsets, it will be better placed and have a clear picture of their cash

flow, relieving them of stress to always set aside money to cater for these items. This will

increase their savings and expenditure on other things of interest.

Via negotiation and cooperation with employers, employees do obtain benefit packages

which provides them with tax advantages as this is not just limited to the employee but

stretches to the employer, implying both parties are favoured. An example could be if an

employee gets benefit from the employer which pays for their mobile phone it will be treated

as a non–taxable benefit. After a yearly period, items like this will indicate a significant tax

saving.

MOTIVATION THEORIES

Expectancy Theory.

These theories are sometimes classified in opposing camps, because psychologists consider

human behaviour to be reflexive and instinctive governed by stimulus – response. This

explains how individuals are basically rational and purposive in choosing their objectives and

also how their behaviour can change at any time. An American psychologist named Edward

C. Tolman is credited with formulating it first in the 1930’s and he stipulated that human

behaviour is motivated by conscious expectations more than response to stimuli.

This means action in prospect will lead to a desired goal or outcome, hence the term

expectancy theory. An example is an employee in need of cash for his sons fee, will work

very hard if he is promised to receive an increment in salary.

MASLOW’S Hierarchy of Needs

Abraham Maslow’s hierarchy of needs renders the theory of motivation so important which

has given managers an idea on how they could influence their employees. Maslow suggests

that people are motivated not by desires such as rewards but by their personal needs. In all

Maslow is talking about employee benefit as they are given in relation to what humans need

and desire. Below is an illustration of Maslow’s hierarchy of needs.

Looking at the diagram, we discover that each set of needs gives rise to the next, implying

when a particular need is met, the individual automatically starts craving for the next set of

needs up the ladder. The basic needs of mankind which are found at the bottom of the table

are known as physiological needs which when satisfied, the need for safety gradually crops

up. The next is the need for social belonging, and love. With the love, safety and

physiological needs are obtained. Humans ill then take a step towards esteem needs and

when that has been achieved, they will head for the final stage which is self-actualisation.

Maslow in his hierarchy of needs lays out the ground route for benefits to be made available

to every person entitled to one, given that once a person attains a certain level and fills

confident with , he will want to move forward to satisfy other desires which at that stage in

time they cannot provide.

CONCLUSION.

While money is not a primary long- term motivator, poorly structured compensation

packages will demotivate employees. Money will also heavily impact your ability to attract

and keep good employees. Its beneficial to examine your company’s compensation package

to determine if it helps or hurts your efforts to manage. Therefore, most employees will prefer

to go in for packages with more benefits than direct payments, due to its privileges and

security especially when you are a hard worker, skilled, educated, dedicated, flexible and

above all trust –worthy.

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