wages and salary maddi lakshmaiah

8/19/2019 Wages and Salary Maddi Lakshmaiah

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HUMAN RESOURCE MANAGEMENT

INTRODUCTION TO HRM

Human Resource Management refers to a set of programmes, functions and

activities designed and carried out in order to maximize both employees as well as

organizational effectiveness. It is the process of binding people and organizations of each are

achieved.

Human Resource Management involved the application of management function

and principle. The functions and principles are applied to acuisitioning, developing,

maintaining and remunerating employee in organizations.

Human Resource Management means employing people, developing their

resources, utilizing, maintaining and compensating their services in tune with !ob and

organizational reuirements. HR is the most significant factors of production every Human

being is born with tremendous potential. HR refers to the "nowledge, s"ills, and beliefs of an

organizations wor" place. #nhance their s"ills, abilities, "nowledge in accordance with the

changing reuirement of groups, organization and society is the essence of HR$.

%The management of Human Resource is viewed as a system in which

participants see"s to attain both individuals of group goals&

Human Resource Management function that helps manager recruit, selection,

train and develops members for an organization obviously Human Resource Management is

concern with the people's dimension in organization.

Human Resource $evelopment (HR$) is a continuous process ensures the

development of employee dynamism, effectiveness, competencies and motivation in a

systematic and planned manner.

Human Resource $evelopment (HR$) includes potential development, fast

achievement, s"ill development, ability to reach out system development understanding of

subordinates goals, greater commitment existing and creating clime, developing integration

etc* one of the important mechanisms of HR$ is training and development.

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Definition of HRM:

Human Resource Management involves all management decisions and

practices that directly affect or influence the people or Human Resource, who wor" for the

organization. n organization's employees enable an organization to achieve its goal and the

management of this Human Resource is critical to an organization's success.

ccording to process system view Human Resource Management means

Human Resource Management is the systematic planning, development, and

control of a networ" of inter related process affecting and involving all members of an

organization.

ccording to French-

Human Resource Management is the recruitment, selection, development,

utilization of an accommodation of HR by organization consists of all individuals regardless

of their role, who are engaged in any of the organization's activities.

ccording to Filippo-

Human Resource Management is %the planning, organization, directing and

controlling of the procurement development, compensation, integration maintenance and

reproduction of Human Resources to the end that individual organizational and societal

ob!ectives are accomplished&

ccording to Milkovich an !o"rean-

Human Resource Management is a series of the integrated decision that form

the employment relationship their uality contributes to the ability of the organizations and

the employees to achieve their ob!ectives.&

Human Resource Management is a management function that helps manager

plan, recruit, select, train, develop, remunerate and maintain members of an organization. It is

concerned with the people's dimension in organizations.

Human Resource Management is "nown by different names such as personnel

management, manpower management, staff management and "nowledge management etc*


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#ri$ar% O&'ective(:

HRM's main goal is the creation of a wor"force with the ability and motivation to

accomplish the basic organizational goals.

They related to the satisfaction of the personal ob!ectives of the members of an

organization through monetary and non/monetary devices. They relate to the satisfaction of community and social ob!ectives.

Seconar% O&'ective(:

The secondary ob!ectives aim at achieving the primary ob!ectives economically

efficiently and effectively.

Scope of H"$an Re(o"rce Mana)e$ent:

The scope of HRM is indeed vast. ll ma!or activities in the wor"ing life of a wor"er 0 from

the time of hisor her entry into an organization until he or she leaves the organizations comes

under the purview of HRM.The ma!or HRM activities include HR planning, !ob analysis, !ob

design, employee hiring, employee andexecutive remuneration, employee motivation,

employee maintenance, industrial relations and prospectsof HRM.

The scope of Human Resources Management extends to-

ll the decisions, strategies, factors, principles, operations, practices, functions,

activities andmethods related to the management of people as employees in any type

of organization. ll the dimensions related to people in their employment relationships, and all the

dynamics thatflow from it.

The scope of HRM is really vast. ll ma!or activities n the wor"ing life of a wor"er 0 from

the time of his or her entry into an organization until he or she leaves it comes under the

purview of HRM. merican1ociety for Training and $evelopment (1T$) conducted fairly

an exhaustive study in this field andidentified nine broad areas of activities of HRM.These

are given below-

*a)e an Salar% A$ini(tration

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Intro"ction:+

3age and salary administration is refers to the establishment and

implementation of sound policies and practices of employee compensation.It includes such

areas as !ob evaluation surveys of wage and salaries,analysis of relevant organizational

problems development and maintainance of wage structure,establishing rules for

administering wages,wage payments incentives,benefits including health insurance,profit

sharing ,control of compensation cost and other related items.

Meanin) an Definition:+

wage (or 4ay) is the remuneration paid, for the services of labor in production,

periodically to an employee5wor"er. %3ages& usually refer to the hourly rate paid to such

grouts as production and maintenance employee (%blue/collar wor"ers&). 6n the other hand,

7salary' normally refers to the monthly rates paid to clerical administrative and professional

employees (%white/collar wor"ers&).

Accorin) to ,oer an Hene$an:+

%3ages are the compensation of wage earners, the numerous employees who use the

tools and euipments for their employers to produce goods and services that are sold by their

employers&.

Accorin) to #-M- Stochank:+

%3age is that labor7s remuneration which creates the utility&.

Accorin) to !enha$:+

%3ages means the amount paid to the labor for his services to the employer&

Concept( of .a)e(

/0 Mini$"$ .a)e:

Minimum wage is the one which provides not merely for bare sustenance of

life, but also the preservations of the efficiency of the wor"er. 8or this purpose, a minimum

wage must also provide for some measure of education, medical reuirements and amenities.

Minimum wage may be tied by an agreement between the management and the

wor"er, but is usually determined through legislation. This is moir9 so in the unorganized

sector where labor is unionized. In the fixation of minimum wages, beside the needs of

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wor"ers, other factor li"e ability of the concern to pay, nature of !ob and so on, are also

considered.

10 Fair .a)e:

This is understood in two ways. In a narrow sense, wage is fair if it is eual tothe rate prevailing in the same trade and in neighborhood for similar wor". In a wider sense,

it will be fair if it is eual to predominant rate for similar wor" throughout the country and for

trader in general. Irrespective of the way in which fair wage is understood; it can be fixed

only by comparison with an accepted standards wage. 1uch a standard can be determined

with reference to those industries where labor is well organized and has been able to bargain

well with the employers.

20 3ivin) .a)e:


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2. ?et improved employee moral and productivity.

:. @eep labor cost within reasonable limits so as to safe guard the interests of

shareholders, competitive worth of the organization and its product and

profitability.

>. 4ay employee according to the importance and difficulty of the !ob.

A. Incorporate legal reuirements.

B. 8acilities payroll administration, budgeting and wage and salary control.

C. 1implicity collective bargaining.

D. #xplain to employees how and why they are paid.

+E. 8acilitate employee organizational flexibility.

F"nction( of *a)e( an Salar% A$ini(tration

To recommend changes in wage policies and in the salary of wage level.

+. To recommend top management specific raises for executives above a specified limit.

. To chec" all activities of salary administration group against the company policies.

2. To approve in a broad policy determining manner, the system of !ob description and !ob

evaluation.

:. To review wage and salary schemes department wise.

>. To recommend the top management about the wage policies of the administration wage

programmed.

E((ential Characteri(tic( of a Goo *a)e #a%$ent S%(te$

The system of wage payment should be such that it is acceptable and beneficial to

both management and wor"ers. 1uch a system must contain the following features.

/0 Motivation:+

good wage system should be providing an incentive to wor"ers to produce more.

This can be done by lin"ing wages with output. 3or"ers should be given a share in the gains

of higher productivity. Initiative and sound !udgment should be rewarded.

10 Sta&ilit%:+

The system of wage payment should be permanent and stable. 8luctuating system

may create a doubt in the mind of wor"ers. There should be no fear of rate cutting with

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increase in output. Fhanges in the wage plan should not be made unless there is a substantial

change in the methods of wor".

20 Fle5i&ilit%:+The wage plan must be capable of being ad!usted uic"ly to the changing

reuirements of the enterprise. It should permit an early detection and correction of mista"es.

60 E7"it%:+

The wages differentials should be based on some rational and ob!ective criteria. The

wage system should ensure eual pay for eual wor". The system should be fair, i.e., it

should not discriminate among individuals. Gariations in s"ill, responsibility !ob conditionsetc. must be ta"en care of. The wage rate should be based on an euitable evaluation of

contributions and performance. The wage system should be !ust and euitable to all types of

employees.

80 Re("lt Oriente:+

The wage plan should establish a direct relationship between effort and reward..

Incentive payments under the plan should be large enough to attract the wor"ers towardshigher productivity.

90 Si$plicit%:+

The system of wage payment should be easy to understand and simple to operate.

complicated system which can not be readily understood by wor"ers is of high value.

0 Econo$%:+The cost of designing and administering the system should be reasonable the wage

system should permit maximum efficiency and minimum labor cost of unit. The cost of

supervision should not be unreasonably high. enefits accruing from the wage plan should be

more than its costs.

;0 Rea(ona&le Stanar(:+

1tandards of wor" used in a wage plan should be reasonable and attainable. They

should be neither to easy or too difficult to achieve. Too easy standards would increase the

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costs and there by defeat the very purpose of the incentive wage plan. 1tandards beyond the

each of wor"ers will not be acceptable to them.


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O!>ECTI4ES OF THE STUD,

To study the wage and salary administration structure in the organization.

To "now the importance of management and employee aspects in wage and salary of this

organization.

To "now the HR department activities in the wage and salary administration.

To bring out the satisfaction level of the employees towards their wage and salary.

To give suitable suggestions for improving the effectiveness of the wage and salary.

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NEED FOR THE STUD,

In the Indian tobacco industry's the HR department plays an important role in giving

the wage and salary administration of the employee in his wor" in the organization. That

wage and salaries relates to both the organizational and personal aspects. These all aspects

relates to the study on wage and salary administration in %M.< ?R64 68 F6M4=I#1&.

*a)e an (alar% a$ini(tration i( neee in orer to-/

4rovide information about the wage and salary basing on which decision regarding salary

fixation, confirmation, promotion, transfer and demotion are ta"en.

4rovide feedbac" information about the level of achievement and behaviour of

subordinate. This information helps to review the performance of the subordinate,

rectifying performance deficiencies and to set new standards of wor", if necessary.

4rovide information which helps to counsel the subordinate.

4rovide information to diagnose deficiency in employee regarding s"ill, "nowledge,

determine training and developmental needs and to prescribe the means for employee

growth.

To prevent grievances and in disciplinary activities.

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SCO#E OF THE STUD,

1cope of the study tends to the limits of the study. The scope is the study on the scale

of employees wage and salaries in the organization. That is on what basis of fixing the wage

and salaries of ta"es place. nd this study on training and development of employee after his

!ob evaluation, if he5she needs. 1tudy on the feedbac" of the employees about the wage and

salary administration.

The scope of the wage and salary administration study is as follows. In HRM areas

only.

+. 3age and salary administration.

. Initial amount of salary of employees.

2. =on/monitory benefits of the employees.

:. 1atisfaction about coming salaries of the employees.

>. 3age and salary structure.

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IM#ORTANCE OF THE STUD,

The researcher is of the opinion that the present study is of vital important and

immense use. The researcher has decided to support his opinion by giving the reasons insupport of his opinion.

In my opinion the study on !ob satisfaction of employee of M$$I


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METHODO3OG, OF THE STUD,:

3hile deciding about the method of data collection to be used for the study, we have

to consider two types of data, one is primary and the other is secondary data. I had used both

types of data.

4rimary data are those which are collected a fresh and for the first time and thus

happen to be original in character.

3hereas secondary data are those which have already been collected by someone else

and which have already been passed through the statistical process.

The methods of collecting primary and secondary data differ since primary data is to

originally collected, while in case of secondary data the nature of data collection wor" is

merely that of compilation.

#RIMAR, DATA:

4rimary data is collected through administering the Luestionnaire by direct contact and

also involved in personal discussions to obtain insights of the information.

SECONDAR, DATA:

1econdary data has been collected from the following-

3eb sites

rochures

+2

$ata Follection

4rimary $ata 1econdary $ata

Luestionnaire

Informal Tal"

Records

Manuals

Reports

$iscussion


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=ecessary information from HR department has been collected through

records and manuals.

nnual reports of the company

Re(earch approach:

S"rve% Metho:

The uestionnaire was administered through contacts with respondents.

?"e(tionnaire:

structured uestionnaire is designed which consists of closes ended uestions with

>/point scale and the respondents were made personally to get their responses. The >/point is

named as strongly agree, gree, =o 6pinion, $isagree, and strongly disagree.

In preparing the results analysis, the report generator has examined all uestions in

pairs to see if there are any correlations between answers. 3henever a significant correlation

is found, it is noted. This information can be valuable in determining what demographic or

experience characteristics tend to drive "ey measures such as overall satisfaction.

Data So"rce(:

$ata is collected from primary and secondary sources Follection of data of primary

importance in the research 4rocess. $ata which is collected for the purpose of research helps

in proper analysis to develop the finding which is helpful to conduct research effectively. The

data source, which is very important in the collection of data, is 4rimary data and the

1econdary data. oth primary and secondary data are ta"en into Fonsideration for the study

of employee participation in management

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3IMITATIONS OF THE STUD,

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INDUSTR, #ROFI3E

INTRODUCTION

Tobacco is a plant that grows natively in north and 1outh merica. It is in the samefamily as the potato, pepper and the poisonous nightshade on very dead plant. The seed of a

tobacco plant is very small. %+& ounce sample contains about 2, EE,EEE seeds.

It is a believed that tobacco began growing in the merica about A,EEE .F.,

merican Indians began using tobacco in many different ways. 1uch as in religious and

medicinal practices. Tobacco was believed to be a cure all and was used to dress wounds, as

well as a pain "iller. Fhewing tobacco was believed to relieve the pain of a toothache.

1oon after, sailors brought tobacco bac" to #urope and the plant was being grown all

over #urope. The ma!or reason for tobaccos growing popularity in #urope was its supposed

healing properties. #uropeans believed that tobacco could cure almost anything, from bad

breath.

In +>B+, a 1panish doctor named =icolas Monardes wrote a boo" about the history

of medicinal plants of the new world. In this he claimed that tobacco could cure 2A health

problems.

In +>CC, a Girginian named Thomas Harriet prompted smo"ing tobacco as a viable

way to get ones dose of tobacco. nfortunately, he died nose cancer (because it was popular

them to breath the smo"e out through the nose.)

$uring the +AEE's, tobacco was so popular that it was freuently used as money

Tobacco was literally %as good as gold& This was also a time when some of the dangerous

effects of smo"ing tobacco were being realized by some individuals. In +A+E 1ir 8rancis

ercon noted that trying to uit the bad habit was really hard.

In +A2, + years after the mayflower arrived on 4lymouth Roc", it was illegal to

smo"e publicly in Massachusetts This had more to do with moral benefits of the day than

health cancers about smo"ing tobacco.

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In +BAE, 4ierre


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*AR @ CIGARETTES: A DEAD3, COM!O:

The cigarette exploded during world war (+D+:/+D+C), where cigarettes were called

%soldiers smo"e&. y +D2, camel controls :>P of the .1. mar"et In +D:, 4hillip Morris

began to mar"et Marlboro as a woman's cigarette that is a %Mild as May&

To battle this, merican tobacco company, ma"er of the luc"y stri"e brand, began to

mar"et its cigarettes to women and gains 2CP of the mar"et. 1mo"ing rates among female

teenagers soon tripled during the years between +D>/+D2>. In +D2D, merican Tobacco

Fompany introduced a new brand, 4all Mall, which allowed merican to become the largest

tobacco company in the .1.$uring 3orld 3ar II (+D2D/+D:>), cigarette rates were at an all

time high. Figarettes were included in soldiers F/Rations (li"e food). Tobacco companies

sent millions of cigarettes to the soldiers for free, and when these soldiers came home, the

companies had steady stream of loyal customers. $uring the +D>E's, more and more evidence

was surfacing the smo"ing lin"ed to lung cancer

In +D>, 4.:, RN Reynolds

introduced the 1alem brand, which was the first filter tripped menthol cigarette.

HEA3TH HAARDS RE4EA3ED

I= +DA:, the surgeon ?enerals Report on %smo"ing and health& came out. This report

assisted in allowing the government to regulate the advertisement and sales of cigarettes.

The +DAE's in general was a time when much of health hazards of smo"ing were reported.

In +DA>, television cigarette ads were ta"en off the air in ?reat ritain. In +DAA, those

health warnings on cigarette pac"s began propping up. In +DAC, ravo a non tobacco

cigarette brand was mar"eted made primarily of


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It also began to buy into other products, such as aluminum. merican Tobacco

Fompany also drops %tobacco& from its name, becoming merican brands, Inc. In +DB+,

television ads for cigarettes are finally ta"en off the air in the .1.cigarettes. However, was

still the most heavily advertised product second to automobilesO In +DBB, the first national

great merican smo"e art too" place.

In +DBD, the surgeon general reported on the health conseuences of smo"ing for

women. This is in light to the increasing number o women who were ta"ing up the bad

habit. 1ome attribute is to slic" and campaign of the Girginia slims brand, %you7ve come a

long way baby&.

THE RECENT #ASTB

$uring the +DCE's there were many lawsuits failed against the tobacco industry

because of the harmful effects of its products. 1mo"ing became politically in correct, with

more public places forbidding smo"ing. In +DC, the surgeon general reported that second

hand smo"e may cause lung cancer. 1mo"ing in public areas was soon restricted, especially

at the wor" place. In +DC>, lung cancer became the =o.+ "iller of women, beating out breast

cancer 4hillip Morris continued to diversity into other products, buying into general foods

corporation and @raft Inc in +DC>. R Reynolds also diversified, buying =abisco and

becoming RNR5=I1F6.

In +DCB, congress banned smo"ing on all domestic flights lasting less than two hours.

In +DDE, smo"ing is banned, expect to las"a and Hawaii. In +DDE, en J Nerry's (of ice

cream fame) boy cots RNR5 =I1F6, and dropped 6reos from its ice cream products.

$uring the CE's and DE's the tobacco started mar"eting heavily in areas outside the

.1, especially developing countries in sia. Marlboro is considered the worlds =o+ most

valuable brand of any product with a value over Q 2E billion 6ver this period, there is a

battle between coca cola and Marlboro as the =o+ brand in the world.

In the recent years there is growing evidence that the tobacco industry has "nown all

along that cigarettes are harmful, but continue to mar"et and sell them.

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There is also evidence that they "now that nicotine was addictive and exploited this

hidden "nowledge to get millions of people hoo"ed on this dangerous habit.

Tobacco industry is an agro based industry. Tobacco is cultivated mainly in the states of

ndhra 4radesh and @arnata"a. Most of the tobacco used for the manufacture of cigarettes

and for exports (is produced from these two states).Tobacco is also grown in Tamilnadu,

3estbengal, ttar 4radesh, ?u!arath, Madhyapradesh, Maharashtra and 6rissa also.

However the tobacco grown in these states is of very less uantity and is not used for

manufacture of cigarettes and exports. 1everal varieties of tobacco such as Girginia flue

cured, Girginia air cured, light soil burly, sun cured Girginia, nature, chewing tobacco,

H$R?, 3rapper tobacco, idi tobacco and Hoo"ah tobacco etc., are grown in India.

Girginia flue cured is a ma!or variety grown in India. More than CEP of Indian tobacco crop

belongs to this variety.

The tobacco cultivation exports and some other industrial activities are regulated by

central government (Ministry of commerce) through tobacco board. Tobacco board is headed

by I..1 officer of senior category generally from the central government. The board consists

of several Fentral government officers, state government officers, political leaders,representatives of farmers and reputed Industrialists. 6ne of the directors of M< ?roup is

always representing the industrialists in the tobacco board.

Tobacco board issues licenses to the farmers who are permitted to grow tobacco. The

license regulates the cultivation area. The farmers have to restrict the cultivation to the given

area and must sell the grown tobacco through tobacco board auctions only. ny violation is

an offence and is punishable.

In Girginia flue cured variety the tobacco leaves are separated from the plant and are

cured in tobacco barns are li"e a furnace when the fumes are used to cure the green leaves of

tobacco plant. Tobacco barns appear li"e small godowns with firing chambers at the bottom

fixed to the walls. The green tobacco leaves of the plant will be arranged in the form of rows

inside the barns. The temperature inside the barn will be regulated by means of flow of hot air

through the firing chambers.

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This is a simple technical process by which the green leaf exposed to hot air at high

temperature and cooled slowly over a period of time. fter the curing process, the primary

leaf tobacco turns into leman yellow colour, gold colour, brownish yellow colour, brown

colour and dar" brown colour. This tobacco is called "atcha tobacco leaf and is ready for sale.

The formers pac" different colours in different pac"ages as each colour generally will be

classified as a separate grade which will have a separate price in the mar"etO

Tobacco must be sold only through tobacco board auction platforms under strict rules

and regulations. 8ormer or buyer as permitted to transact in tobacco board auction platforms.

Fentral ?overnment has also established several tobacco research institutes for betterment of

uality of tobacco in India. The other varieties of tobacco are not regulated by tobacco board.

The tobacco purchased from the tobacco board auction platforms will be graded

further whenever reuired. ?rading is a process of manual separation of one variety of leaf

from the other and is done mainly on the basis of colour. #ach grade will generally have

uniue uality parameters.

The graded tobacco is further processed either manually or on machines. The

processing is called $#TTI=? and 1RRI44I=?. 3or"ers separate the butt of the tobacco

leaf from the leaf. This process can also be done on machines. The machine processing is

called THR#1HI=?.

fter stripping5 threshing, the tobacco will be further processed for stabilization of

moisture. The process is called %R#$RKI=?&. In the process the tobacco first of all will be

derived completely then it will be given stream at the reuired temperature.

fter re/drying process, the tobacco will be pac"ed in the reuired pac"ing say bale

pac"ing5 case pac"ing etc. The pac"ed tobacco is ready for export. In India, the first threshing

plant which is wor"ing uninterruptedly for the last >52E years an imported one by Maddi


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The central ?overnment is announcing several restrictions on advertisement and

consumption of cigarettes in the country. It is encouraging the formers by providing several

subsidized fertilizers and by supporting through tobacco board.

The ma!or players in tobacco industry in India are as under

Na$e of the co$pan% Occ"pation #ercenta)e of

&"(ine(( in Inia

ITF EP

G1T I=$1TRI#1 P

! 46P

C 6MI$


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E 6TH#R #46RT#1 Figarette manufacturing and un/

manufacturing tobacco exports CP

6ur M< Fompany has developed strong relationship with overseas manufacturing in

#urope, Russian and Middle #ast. Through there is very good demand from Russian mar"et.

6ur company is not exporting much because of poor economic conditions of the country.

M.


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COM#AN, #ROFI3E

HISTOR,:

The highly competitive tobacco mar"et represented tremendous growth potential toMr. Maddi


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M< group of companies (M< group) was founded by Mr.Maddi


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#xpecting F46< which is engaged in edible oils all are engaged in tobacco industry.

M


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#olicie(:

4olicies can be considered a guide to action it is desirable that persons responsible for

implementation of policies use discretion and !udgment in appraising and deciding among

alternative courses of action.

• The company has well defined policies for exports the uality tobacco.

• To conduct its operation with honesty integrity and transparency.

• #mployment policy is formulation and adoption.

•

This company shall maintain uality leadership by providing products and servicesthat completely and consistently meet the agreed.

• Reuirements of all customs and unsure fitness for use of all products there by

ensuring total confidence to every customer.

• #mployment policy formulation and adoption.

•

Fanteen, cleaning, security maintenance of good industrial relation.

F"t"re plan(-/

The company (Maddi EEE tones every year.

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Achieve$ent( a.ar(:/

Maddi


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3AND MARS:/

Maddi


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M< group was a multifaceted corporate leader of which the group consists of five

concerns namely.

Maddi


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S S"&&iah #illai @ Co Inia0 lt:

@.1.1.4 J Fo


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INCOR#ORTATION:

M< Fompany is a limited company (m5s Maddi standards is at around Rs

CEE million. The net earnings after taxes of the group have been maintained at Rs +>E5EE

million per annum.

The group has sound assets base having assets spread in most of the prime centers J

ports of 1outh India.

The group has developed excellent infrastructure during the past 2E years which has

been yielding a promising regular income of more than Rs > million every year.

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TURNO4ER OF THE COM#AN,:

The turnover of M< Fompany for the following years of EED/E+> is as follows-

S NO NO OF ,EARS AMOUNT IN RS IN 3AHS

+ EED 2BE

E+E +AD2

2 E++ :CC

: E+ 2B

> E+2 22>C

A E+: +BBC

B E+> +EEE

#rofit after ta5-

SNO NO OF ,EARS AMOUNT IN RS IN 3AHS

+ EEC +ED

EED BE

2 E+E E2

: E++ 2+

> E+ A

A E+2 +2:

B E+: +E2

C E+> +2

The above table represents the profit for the following years after paying all the taxes.

The pro"ct( of the M-3 Co$pan% @their $ain "(e(:

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The various products of the Fompany and their economic uses are as follows.

arnataka li)ht (oil+M%(ore:

This tobacco is preferred for low nicotine content, high filling capacity and suitabilityto blend well with any tobacco.

Mon(oon &"rle%:

sed in .1. blended cigarettes

Traitional &"rle%:

sed for pipe mixture, chewing plugs and hoo"ah tobacco paste.

"rnool an Telan)ana Nat"0:

4rimarily used for cigarette blending and for hoo"ah tobacco paste ma"ing.

El"r" Nat" to&acco0:

Mainly used for cheroots, snuff pipe tobacco, cigarette blending and for hoo"ah paste

ma"ing.

Oriental: sed for cigarette blending.

Cent"r% fire c"re to&acco:

sed in pipe mixtures and hoo"ah tobacco paste

!ii to&acco:

sed in the manufacture of bidis, a hand rolled smo"ing products made by wrapping

tobacco with natured bony leaves.

Ci)ar .rapper to&acco:

Mainly used for wrapping the cigars.

Ci)ar filler to&acco:

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Mainly used in the manufacture of cigars Jexported to some countries for use in

hoo"ah tobacco paste.

Cheroot to&acco:

sed for the manufacture of cheroots and hoo"ah tobacco paste.

3anka to&acco:

sed for the manufacture of cigars J cheroots

Ta$ilna":

sed for chewing J cheroot.

!lack Chopaia:

sed as chewing tobacco.

Re Chopaia:

Mostly used for chewing also called lat Fhopadia and safna. The export pac"ing

ranges from >Egms/+EEEgms and is available in bales of up to +EE"g.

R"(tic to&acco:

sed as chewing tobacco, hoo"ah tobacco for tobacco sheet ma"ing, for "rete"s in

Indonesia, pipe mixersJ cigarette blending to some extent

Motihari:

sed in manufacture of various tobacco products such as chewing tobacco, hoo"ah

paste, bidis etc.

So"thern li)ht (oil:

lends with any tobacco.

!lack (oil traitional0:

lends well with any tobacco.

Northern li)ht (oil nl(0:

This tobacco is flavoured to semi flavoured with excellent ageing properties.

O&'ective( of the co$pan%:

To serve the nation's vital interest in the tobacco related sectors.

To earn a reasonable return on investment.

To wor" towards achievement of self reliance in the field of tobacco, threshing

formulationJ distribution system.

To create strong researchJ development in the field of tobacco and stimulate

RJ$ of exports.

2>


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To maximize utilization of the existing facilities in order to improve efficient

and increased productivity.

To import training, conduct seminars, wor"shops and educational courses on

computers, computer maintenance software development and software exports

and to develop and design software in India.

broad and to start software technology part in India or abroad and to offer

relationship management solutions for individuals and organizations both

individually and through strategic alliances with others companies.

To employ experts to investigate and examine into the conditions, prospects,

value character and circumstance of any business concern and underta"ing and

generally of any assets property or right.

To carry on all "inds of agency business.

To carry on business as merchants in all "inds of goods.

!OARD OF DIRECTORS:

Managing $irector - 1ri Maddi


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$irector - M.


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Re(pon(i&ilitie(:

2C


39/86

The M.< Fompany managing director M.Gen"ateswara Rao is under the complete

administrative control of the managing direction and he is reported by the director and he is

reported by general manager

The general manager of M< Fompany is M. Ram Mohan Rao assisted by fine general

manager i.e., personal manager, leaf manager or department manager, finance manager,

exports manager and production manager.

The personal department manager . abu Rao is headed by who reports directly to

?.M. he loo"s after the areas of personnel J administration under there may be a personal

offices welfare officer and a safely officer.

The finance manager M.1he"har is assisted by a team of experienced management

and non management staff who te"es care of the finance is accounts activities of the

organization.

The export manager M.1ha"har deals all the matters regarding the export departments

and directly reports to managing director.

The production manager @.1.Rami Reddy is headed by the ?.M. is assisted by a plant

engineer and staff of the production department.

FUNCTIONS OF THE COM#AN,:

The group has the following different departments.

#ERSONNE3 DE#ARTMENT:

This department deals with the matters of industrial relations, HR$, welfare activities,

labour legislations, recruitment and issues of wages etc. which is the main department in the

organization.

3EAF DE#ARTMENT:

This department deals with the matters of tobacco leaf. It loo"s after buying tobacco

from the farmers for the processing of tobacco.

E#ORT DE#ARTMENT:

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It loo"s after the export matters of the organization. This organization exports tobacco

leaf to Fhina, angladesh J @.

#RODUCTION DE#ARTMENT:

This department ta"es care to produce uality tobacco to customers.

MARETING DE#ARTMENT:

This department ta"es care of mar"eting the company tobacco to other countries such

as Russia, #urope, Middle #ast, angladesh, frican countries etc. They sell varieties of

tobacco in mar"et and maintain good relationship with the customers. This is one of the

main5important departments in this organization.

M-3 group was concentrating on domestic mar"et.

It ties up with Indian strongest cigarette manufacturing company, ITF.

Metho(:+

In M< Fompany the methods of purchasing tobacco is of various types i.e.

3ith tenders raised in mar"et, documents will be filled up by various companies or

merchants can purchase them.

They have good contacts with various merchants (mediators between manufacture J

exporters) in reputed companies at ?untur.

#very year they are procuring +EEE tons of various varieties 5grades of tobacco.

They usually do their business with the international reputed companies li"e.

o niversal

o $emon

o 1tandard commercial

The company has some direct contacts with other countries and they directly as" themat the time of reuirement.

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Marketin) channel(-/

=ormally they send samples5verities.

t the time of reuirement, they send samples through couriers.

4articipating in exhibitions/ every year M< Fompany was ta"ing participation in >/A

exhibitions.

The people who have connection in tobacco visit tobacco stalls usually, even from

#urope, Russia J china.

4eople li"e manufactures, dealers, ban"ers, merchants of tobacco may visit the

tobacco exhibitions.

They display the samples of the company and sell the samples.

Another $oe-/

The other mode of mar"eting (channel) is through business delegations of Tobacco

oard of Fentral government, Ministry of Fommerce. ?overnment. of India, ?untur. The

tobacco board usually-

Regularize crop.

Register of foreigners.

8ixing the crop size.

The board explore mar"eting possibilities with the help of exporters.

nother type of business mode is tobacco trade delegations from different countries

(usually every year >/A delegations may ta"es place).

The tobacco delegations meet exporters and inspect all the tobacco.

They get the business through reputation.

Fustomers usually approach them because of the good will of the company.

:+


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Moe of pa%$ent-/

#xporters normally receive payment from their buyers through


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FINANCE DE#ARTMENT-

In this department

Fash payments will be chec"ed by cashiers.

Fash bills and credit bills may be received from trashing factory and engineering

department.

Foncerned accounts may be generalized by the accountants and may be sent to

concerned heads.

Fredit bills payment will be given in the form of cheese's or $$'s.

S*OT ANA3,SIS

Stren)th(

• #ffective communication

• 6nline growth

•


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• cuisitions

• 8inancial mar"ets (raise money through debt, etc)

• 6nline

• 4roduct and services expansion

• Ta"eovers

Threat(

• Fompetition

• Fheaper technology

• #xternal changes (government, politics, taxes, etc)

::


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THEORETICA3 FRAME*OR

*a)e an Salar% A$ini(tration

Meanin) an Definition:+

wage (or 4ay) is the remuneration paid, for the services of labor in production,

periodically to an employee5wor"er. %3ages& usually refer to the hourly rate paid to such

grouts as production and maintenance employee (%blue/collar wor"ers&). 6n the other hand,

7salary' normally refers to the wee"ly or monthly rates paid to clerical administrative and

professional employees (%white/collar wor"ers&).

Accorin) to ,oer an Hene$an:+

%3ages are the compensation of wage earners, the numerous employees who use the

tools and euipments for their employers to produce goods and services that are sold by their

employers&.

Accorin) to #-M- Stochank:+

%3age is that labor7s remuneration which creates the utility&.

Accorin) to !enha$:+

%3ages means the amount paid to the labor for his services to the employer&

Concept( of .a)e(

/0 Mini$"$ .a)e:

Minimum wage is the one which provides not merely for bare sustenance of

life, but also the preservations of the efficiency of the wor"er. 8or this purpose, a minimum

wage must also provide for some measure of education, medical reuirements and amenities.

Minimum wage may be tied by an agreement between the management and the wor"er, but is

usually determined through legislation. This is moir9 so in the unorganized sector where

labor is unionized. In the fixation of minimum wages, beside the needs of wor"ers, other

factor li"e ability of the concern to pay, nature of !ob and so on, are also considered.

:>


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10 Fair .a)e:

This is understood in two wages. In a narrow sense, wage is fair if it is eual

to the rate prevailing in the same trade and in eh neighborhood for similar wor". In a wider

sense, it will be fair if it is eual to predominant rate for similar wor" throughout the country

and for trader in general. Irrespective of the way in which fair wage is understood; it can be

fixed only by comparison with an accepted standards wage. 1uch a standard can be

determined with reference to those industries where labor is well organized and has been able

to bargain well with the employers.

20 3ivin) .a)e:


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/0 O&'ective( of the *a)e an Salar% A$ini(tration

+. Reward employees according to effect and merit.

. ttract and retain the services of desirable employees.

2. ?et improved employee moral and productivity.

:. @eep labor cost within reasonable limits so as to safe guard the interests

shareholders, competitive worth of the organization and its product and

profitability.

>. 4ay employee according to the importance and difficulty of the !ob.

A. Incorporate legal reuirements.

B. 8acilities payroll administration, budgeting and wage and salary control.

C. 1implicity collective bargaining.

D. #xplain to employees how and why they are paid.

+E. 8acilitate employee organizational flexibility.

F"nction( of So"n *a)e( an Salar% A$ini(tration

To recommend changes in wage policies and in the salary of wage level.

A. To recommend top management specific raises for executives above a specified limit.

B. To chec" all activities of salary administration group against the company policies.

C. To approve in a broad policy determining manner, the system of !b description and !ob

evaluation.

D. To review wage and salary schemes department wire.

>. To recommend to top management the wage policies of the administration wage

programmed.

E((ential Characteri(tic( of a Goo *a)e #a%$ent S%(te$

The system of wage payment should be such that it is acceptable and beneficial to

both management and wor"ers. 1uch a system must contain the following features.

/0 Motivation:+

good wage system should be providing an incentive to wordier s to produce more.

This can be done by lin"ing wages with output. 3or"ers should be given a share in the gains

of higher productivity. Initiative and sound !udgment should be rewarded.

:B


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10 Sta&ilit%:+

The system of wage payment should be permanent and stable. 8luctuating system

may create a doubt in the mind of wor"ers. There should be no fear of rate cutting with

increase in output. Fhanges in the wage plan should not be made unless there is a substantial

change in the methods of wor".

20 Fle5i&ilit%:+

The wage plan must be capable of being ad!usted uic"ly to the changing

reuirements of the enterprise. It should permit an early detection and correction of mista"es.

60 E7"it%:+

The wages differentials should be based on some rational and ob!ective criteria. The

wage system should ensure eual pay for eual wor". The system should be fair, i.e., it

should not discriminate among individuals. Gariations in s"ill, responsibility !ob conditions

etc. must be ta"en care of. The wage rate should be based on an euitable evaluation of

contributions and performance. The wage system should be !ust and euitable to all types of

employees.

80 Re("lt Oriente:+

The wage plan should establish a direct relationship between effort and reward. It

should provide for higher wages to more efficient wor"ers. Incentive payments under the plan

should be large enough to attract the wor"ers towards higher productivity.

90 Si$plicit%:+

The system of wage payment should be easy to understand and simple to operate.

complicated system which can not be readily understood by wor"ers is of little value.

0 Econo$%:+

The cost of designing and administering the system should be reasonable the wage

system should permit maximum efficiency and minimum labor cost of unit. The cost of

supervision should not be unreasonably high. enefits accruing from the wage plan should be

more than its costs.

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;0 Rea(ona&le Stanar(:+

1tandards of wor" used in a wage plan should be reasonable and attainable. They

should be neither two easy or too difficult to achieve. Too easy standards would increase the

costs and there by defeat the very purpose of the incentive wage plan. 1tandards beyond the

reach of wor"ers will not be acceptable to them.


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:. $ue to the slow and steady pace of the wor"er, there is no rough handling of

machinery, which is a distinct advantage for the employer.

>. It is the only system that can be used profitably where the output of an individual

wor"man or groups of employees cannot be readily measured.

A. trade union accepts this form of wage payment uite willingly because it does

not create any distinctions on the ran" of wor"ers of account of differences

inefficiency.

Di(avanta)e( of Ti$e .a)e (%(te$:+

+. It does not ta"e into account the fat that men are of different abilities and that if allthe persons are paid eually, better wor"men will have no incentive to wor"

harder and better.

. s there is no specific demand on the wor"er that a piece of wor" needs to

incomplete in a given period of time, there is always the possibility ofr systematic

evasion of wor" by wor"men.

2. s the employer does not "now the amount of wor" that will be put in by eachwor"er, the total expenditure on wages for turning out a certain piece of wor"

cannot he adeuately assessed.

:. s no record of individual wor"er's output is maintained, it becomes difficult for

the employer to determine his relative efficient wor"ers are either driven out or

their efficiency is pulled down to the level of inefficient wor"ers.

S"ita&ilit% of Ti$e .a)e (%(te$:+

+. 3here supervision is close as in small concerns,

. 3here uality is more important than uantity, e.g., tool ma"ing,

2. 3here measurement of wor" is not simple or not possible,

:. 3here specializes s"ills are reuired to perform the !ob,

>. 3here wor" is not repetitive and standardizes,

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A. 3here collective efforts of a group of a group of wor"er are reuired for the

performance of wor",

B. 3here wor" is machine paced and an individual wor"er has no control over the

number of units produced.

10 #iece *a)e (%(te$:+

nder this system, wor"ers are paid according to the amount of wor" done or the

number of units completed, the rate of each unit being settled in advance, irrespective of the

time ta"en to do the tas". nder this system, wage payable to an employee are related

directly to uantity of wor" done by him. The wor" may be measured in terms of units of

output. The units are called piece and payment is made so much per piece.

*a)e *0 No- of piece( pro"ce N0 5 rate per piece R0

The piece wage system is sometimes called incentive system because the piece rate is

directly related to the efforts put in by the wor"er.

Avanta)e( of piece .a)e (%(te$:+

+. It pays the wor"man according to his efficiency as reflected in the amount of

worth turned out by him. It satisfies an industrious and efficient wor"er, for he

finds that his efficiency is adeuately rewarded. This gives him a direct stimulus

to increase his production,

. s the direct labor cost per unit of production remains fixed and constant,

calculation of costs while filling tenders and estimates becomes easier,

2. The total unit cost of production comes down with a larger output because thefixed overhead burden can be distributed over a grater number of units,

:. It avoid freuent industrial disputes which otherwise are inevitable.

>+


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Di(avanta)e( of piece .a)e (%(te$:+

+. 4ayment under this system is irregular and uncertain for wor"er's point of view,

and thus creates uncertainty in the life of wor"ers as well as he feels unable to

maintain desirable standard of life because of the uncertainty of the amount of

wages.

. $uring the periods of illness, or disability, the wor"er in not paid any amount,

whereas in fact, during these periods monetary need becomes more pressing.

2. Too much emphasis on the uantity of production may lower the uality of

products.

:. The establishment of piece rates is difficult and often becomes a source of

grievances on the part of wor"ers. 3ithout underta"ing time and motion study and

having past experience, piece rate may be set at so low a level that it exercises a

demoralizing effect on the wor"ers.

>. There is a greater chance of dete2rioration in the uality of wor" owing to over/

zealousness on the part of wor"ers to increase production. This over zealousness

may tell upon their health, resulting in a loss of efficiency.

S"ita&ilit%:+

+. 3here specialized artistic s"ills of craftsmanship is not reuired for the

performance of the !ob, i.e., where wor" is not art based or craft man oriented,

. 3here uantity of output is more important than its uality,

2. 3here the wor" is of standardize and repetitive character,

:. 3here units of output are measurable.

>


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Co$pari(on &et.een Ti$e rate (%(te$ an #iece rate (%(te$:+

+. In time wages, time is the basis of payment whereas in piece wage uantity of

wor" is the basis of payment,

. Time rate system does not ma"e a distinction between efficient and inefficient

wor"ers whereas piece rate system gives a premium of efficiency.

2. Time rate system provides security of wages to wor"er while piece rate does not.

:. Time rage system may be used where uality is more important than uantity

whereas piece rate system is used where uantity is more important than uality.

>.


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O&'ective( of co$pen(ation:+

The ob!ectives of a fair compensation pac"age are-

+. reward system that seems euitable to both employer and the employee, and

. That the employee will be motivated to continue to wor" more effectively for the

compensation received.

Factor( eter$inin) fair co$pen(ation:+

The amount of compensation is determined by the following factors are-

/0 E$plo%ee .orth:+

The amount of compensation received by a given employee reflects the worth of the

employee in an organization

10 *orth of the 'o&:+

Nobs vary significantly in their difficulty, complexity, and challenge. 1ome !obs

reuire high levels of "nowledge and s"ills, while others can be done by almost anyone.

20 *orth of e$plo%ee perfor$ance:+

The uality of an employee's wor" affects that person's worth to an employer. lmost

all organizations endorse the concept of %pay for performance&.

60 E$plo%ee ("ppl%:+

$emand and supply of labor influence wage and salary fixation. low wage may be

fixed when the supply of labor exceeds the demand for it

3ages far the payment made to the employees as compensation for the services

rendered by them to an enterprise. 3ages include salaries also. =o organization can expect to

attract and retain ualified and motivated employees unless it pays them fair compensation.

#mployee compensation, therefore, influences vitally the growth and profitability of the

enterprise.

>:


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#mployee compensation may be classified into two categories-

+. ase or primary compensation, and

. 1upplementary compensation

ase or primary compensation refers to basic pay the form of wages and salaries. It is a

fixed and non/incentive payment on the basis of time expended on the !ob. 1upplementary

compensation consists of incentives and variable payment, based on either individual output,

or output of the group as a whole. #mployee compensation is a vital part of human resource

management.

*a)e an Salar% A$ini(tration:+

dministration of employee compensation is called %compensation management& or

remuneration management or reward management or wage and salary administration.

The basic purpose of wage and salary administration is to establish and maintain an

euitable wage and salary structure, and an euitable labor cost structure.

sound wage and salary administration tries to achieve the following ob!ectives are-

/0 To e(ta&li(h a fair an e7"ita&le re$"neration:+

There should be internal and external euity in remuneration paid to employees.

Internal euity means similar pa for similar wor".

10 To attract co$petent per(onnel:+

sound wage and salary administration helps to attract ualified and competent

people by ensuring an adeuate payment for all !obs.

20 To retain the pre(ent e$plo%ee(:+

If the salary level does not compare favorably with that of other similar organizations,

employees uit one and !oin other organization.

>>


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60 To i$prove pro"ctivit%:+

1ound wage and salary administration helps to improve the motivation and morale of

employees, which in turn lead to higher productivity.

80 To control co(t(:+

Through sound wage and salary administration, labor and administrative costs can be

"ept in line with the ability of the organization to pay.

90 To e(ta&li(h 'o& (e7"ence( an line( of pro$otion:+

1ound wage and salary administration helps to establish !ob seuences and lines of

promotion wherever applicable.

0 To i$prove "nion+$ana)e$ent relation(:+

3ages and salaries based on systematic analysis of !obs and prevailing pay levels are

most acceptable to trade unions.

;0 To i$prove p"&lic i$a)e of the or)aniJation:+

3age and salary programme also see"s to pro!ect the image of a progressive employer

and to comply with legal reuirements relating to wages and salaries.

S%(te$( to achieve the o&'ective(:+

The above mentioned ob!ectives can be achieved by the use of the following systems

are-

/0 >o& eval"ation:+

ll !obs will be analyzed and graded to establish the pattern of internal relationships.

Nob evaluation is the process of determining the relative worth of !obs.

10 *a)e an (alar% ran)e(:+

6verall salary range for all !obs in an organization is arranged. #ach !ob, grade will be

assigned a salary range. These salary ranges will be fitted into an overall range.

>A


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20 *a)e an (alar% a'"(t$ent(:+

6verall salary grades of the organization may be ad!usted based on the data and

information collected about the salary levels of similar organizations.

#rinciple( of .a)e an (alar% a$ini(tration:+

Fompensation management influences the survival and growth of an organization to

the greatest extent. The following principles or guidelines should be followed in the

administration of wages and salaries-

+. 3age policy should be carefully developed "eeping in view the interests of the

employer, the employee, the consumers and community.

. 3age policy should be stated clearly in writing to ensure uniformity and stability.

2. 3age and salary plans should be consistent with the overall plans of the company.

Fompensation planning should be an integral part of financial planning.

:. 3age and salary plans should be sufficiently flexible or responsive to changes in

internal and external conditions of the organization.

3ages are the payment made to the employees as compensation for the services rendered

by them to an enterprise. 3ages include salaries also. ut there is a slight difference between

two.

#roce(( of .a)e eter$ination:+

The wage determination process consists of the following seuential steps-

/0 >o& anal%(i(:+

The persons responsible for determining wages are advised to conduct !ob analysis.

10 >o& eval"ation:+

The relative value of every !ob is determined though !ob evaluation. The relative !ob

value is then converted into money value so as to fix basic wage for the !ob.

>B


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20 *a)e ("rve%:+

3age or salary surveys are conducted to find out wage or salary levels prevailing in

the region or industry for similar !obs.

60 Developin) .a)e (tr"ct"re:+

6n the basis of the above steps, an euitable wage structure is prepared. 3hile

determining such a structure, the following points need to be considered-

a) 4ayments eual to, more or less than prevailing wages.

b) =umber and width of pay grades.

c) Nobs to be placed in each pay grade.

d) 4rovision for merit increases.

80 *a)e a$ini(tration r"le(:+

Rules are reuired to determine the degree to which advance will be based on length

of service rather than merit.

90 E$plo%ee apprai(al:+

In order to reward merit and performance, it is necessary to evaluate the performance

of employees. 1ome differentials in pay are maintained on the basis of employee's

performance.

#ssentials of a sound wage and salary structure- The main reuirements of a sound

wage and salary structure are as follows-

/0 Internal e7"it%:+

Internal euity means similar pay for similar wor". In other words, wage differentials

or variations between !obs should be in proportion of differences in the worth of !obs.

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10 E5ternal co$petitivene((:+

3ages and salaries in the organization should be in line with wages and salaries for

comparable !obs in other organizations.

20 !"ilt+in incentive:+

3age or salary plan should contain a %built/in incentive& so as to motivate employees

to perform better. 1uch an incentive can be developed through performance/based payment.

60 3ink .ith pro"ctivit%:+

1ome part of the toted pay should be lin"ed with productivity. 1uch lin"age is

necessary because wor"ers expect a share in productivity gains.

80 Maintain real .a)e(:+

t least a part of the increase in the cost of living should be neutralized so as to

protect the real wages of labor. $eamess allowance is uses in India for this purpose

90 Incre$ent(:+

Fompensation policy can be good motivator if pay increases are lin"ed with merit.

ut annual increments should partly be lin"ed to seniority or years of service

>D


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DATA ANA3,SIS AND INTER#RETATION

/- A)e of re(ponent(:

S-No- A)e No- of

Re(ponent(

#ercenta)e

+ 2E Kears +2 +2

2+/:E years >C >C

2 :+/>E years > >

: bove >+ years : :

Total +EE +EE

Interpretation:

8rom the above table it is found that +2P of the employees respondents there age

2E years, >CP of employees respondents there age 2+ to :E years, >P of employees

respondents there age :+ to >E years and only :P of employees are respondents there age are

above >+ years.

AE


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1- Gener of re(ponent(:

S-No- Gener No- of

Re(ponent(

#ercenta)e

+ Male B> B>

8emale > >

Total +EE +EE

Interpretation:

8rom the above table it is observe that B>P of the respondents are male and >P

respondents are female.

A+


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2 Ann"al inco$e of re(ponent(:

S-No- Opinion No- of

Re(ponent(

#ercenta)e

+ >EEEE E E

>EEEE to +EEEEE AB AB

2 +EEEEE to +>EEEE B B

: U+>EEEE A A

Total +EE +EE

Interpretation:

8rom the above table it is found that EP of the respondents are earning an annualincome of less than >EEEE. nd AB P f the respondents are having annual income between

>EEEE to +EEEEE and BP between +EEEEE to +>EEEE and AP of the earning greater than

+>EEEE.

A


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6 De(i)nation of re(ponent(:

S-No- Opinion No- of Re(ponent(

#ercenta)e

+ Top level +B +B

Middle level >E >E

2 EPof respondents middle level designation, 22P of

respondent's low level and +BP of respondent's top level-

A2


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8 ?"alification of re(ponent(:

S-No- Opinion No- of

Re(ponent(

#ercenta)e

+ degree +B +B

Udegree A A

2 6thers + +

Total +EE +EE

Interpretation:

8rom the above table it is observe that APof respondents more than degree, +BP of

respondents less than degree and +P of respondents others-

A:


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A. Kou are coordinate with this company till how many years.

S-no #artic"lar( No- of Re(ponent( #ercenta)e

+ +/2 years E E

2/> years E E

2 >/+E years 2E 2E

: +E/+> years 2E 2E

8 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, EE no of persons

responded to + to 2 years, E no of persons responded to 2 to > years, 2E no of persons

responded to > to +E years, 2E no of persons responded to +E to +> years, to the coordinate

this company.

B. How much salary you are gettingO

A>


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S-no #artic"lar( No- of -Re(ponent( #ercenta)e

+ BEEE E E

+E,EEE E E

2 U+>,EEE 2E 2E

: UE,EEE 2E 2E

8 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, E no of persons

responded to below BEEE, E no of persons responded to below +E,EEE, 2E no of persons

responded to above +>EEE, 2E no of persons responded to above EEEE, to getting the salary

in this company.

AA


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C. re you satisfied with the present wage that is paid to youO


+ 1atisfied CE CE

4artially satisfied E E

2 $issatisfied E E

6 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, CE no of persons

responded to satisfied, E no of persons responded to partially satisfied, about to satisfy to

present wage policy of this company.

AB


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+E. re you satisfied with the present House Rent llowance that is paid to youO

(Mentioned the present HR percentage)


+ 1atisfied BE BE

4artially satisfied 2E 2E

2 $issatisfied E E

6 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, BE no of persons

responded to satisfied, 2E no of persons responded to partially satisfied, about to satisfy about

to HR (House Rent llowance) of this company.

AD


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++. re you satisfied with the date of paymentsO


+ 1atisfied D: D:

4artially satisfied A A

2 $issatisfied EE EE

6 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, D: no of persons

responded to satisfied, A no of persons responded to partially satisfied, about to with the date

of payment of this company.

BE


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+2. 3hat is your basic amount of salaryO


+ >EEE : :

+E,EEE BE BE

2 U+>EEE A A

: +>,EEE E E

8 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, : no of persons

responded to below >EEE, BE no of persons responded to below +EEEE, A no of persons

responded to above +>EEE to get the basic salary in this company.

B


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+:. re you getting any non/monetary benefits from this organizationO


+ Kes DA DA

=o : :

2 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, DA no of persons

responded to Kes, and : no of persons responded to =o, about to getting non/monitory

benefits from this company.

+>. $oes your company offer any insurance policiesO

B2


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+ Kes +EE +EE

=o E E

2 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, +EE no of persons

responded to Kes, and no persons responded to =o, about to company offered insurance policies of this company.

+A. $o you agree that experience play a vital role in fixing wage and salaryO


B:


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+ 1trongly gree DE DE

gree +E +E

2 1trongly $isagree E E

: $isagree E E

8 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, D> no of persons

responded to strongly agree, +E no of persons responded to agree, and no persons are

strongly disagree and disagree about to experience play a vital role in fixing in wage and

salary of this company.

+B. re you satisfied with the present bonus that is paid to youO


B>


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+ 1atisfied DA DA

4artially satisfied : :

2 $issatisfied E E

6 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, DA no of persons

responded to satisfied, : no of persons responded to partially satisfied, about to present bonus

paid to this company.

+C. $o you satisfied with the yearly increments of your salaryO


+ 1atisfied D: D:

4artially satisfied A A

BA


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2 $issatisfied EE EE

6 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, DB no of persons

responded to satisfied, A no of persons responded to partially satisfied, about to added yearly

increments of salaries of this company.

+D. How much present of 4.8 (4rovident 8und) deducted from your salaryO


+ +EP AE AE

+P E E

BB


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2 DP EE EE

: ++P E E

8 TOTA3 /== /==

Interpretation:

8rom the above table it is clear that out of +EE persons, AE no of persons

responded to +EP, E no of persons responded to +P, and E no of persons are ++P about

to deducted the 4.8 from their salaries of this company.

E. re you getting any incentives or notO


+ Kes CE CE

=o E E

2 TOTA3 /== /==

BC


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Interpretation:

8rom the above table it is clear that out of +EE persons, CE no of persons

responded to yes, and E no of persons responded to no, about to getting incentives of this

company.

+. 6n overall view how do you rate the wage and salary departmentO


+ #xcellent DE DE

?ood +E +E

2 4oor EE EE

2 TOTA3 /== /==

BD


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Interpretation:

8rom the above table it is clear that out of +EE persons, DE no of personsresponded to say excellent, +E no of persons responded to good, and nobody didn't says poor

about to on overall view of wage and salary department of this company.

CE


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FINDINGS

73age and salary dministration' is the study where we could find the

importance of employee and his service to the organization and organization

providing all the facilities to the employee in order to retain them and to reach

its goals through the employees in the organization.

8rom the above study it is identified that management of M.


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CONC3USION

The study is done to "now the satisfaction level of employee's wage and salaries of

their present !ob. 3age and salaries is the evolution of employee's performance at his present !ob and also process by which the employee's high level and low level are

identified to improve the performance on the present !obs. To find out this is a detailed

study has been conducted at M.


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) 1trongly gree ) gree F) 1trongly $isagree $) $isagree

+A. re you satisfied with the present bonus that is paid to youO ( )

) 1atisfied ) 4artially 1atisfied F) $issatisfied

+B. $o you satisfied with the yearly increments of your salaryO ( )

) 1atisfied ) 4artially 1atisfied F) $issatisfied

+C. How much present of 4.8 (4rovident 8und) deducted from your salaryO( )

) +EP ) +P F) DP $) ++P

+D. re you getting any incentives or notO ( )

) Kes ) =o

E. 6n overall view how do you rate the wage and salary departmentO ( )

) #xcellent ) ?ood F) 4oor

Than"ing you

4lace

$ate 1ignature

C>


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!I!3IOGRA#H,

S-no Title A"thor Eition #"&li(her

+

Human Resource

Management

@.swathappa Millennium

#dition

Himalaya

4ublishers Human Resource

Management

4.1ubbarao nd #dition EE: Himalaya

4ublishers

2 Human Resource

Management

Nohn

M.Ivancevich

Dth #dition Tata Mc/?raw

Hill

: Human Resource

Management

?ary $essler +Eth #dition 4erson

#ducation Inc.

> 4ersonal Management run Monappa nd #dition EE> Tata Mc/?raw

Hill

*E!SITES REFERED:

www.mlcompany.com

www.hr site.com
http://www.mlcompany.com/http://www.hr/http://www.mlcompany.com/http://www.hr/

wages and salary maddi lakshmaiah

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