1. Made By:
Imran Khan Saurabh Gupta
Shreshtha Jaiswal Subash Kumar
COMPENSATION &
BENEFITS MANAGEMENT

2. OUR ASSETS WALK OUT OF THE DOOR
EACH EVENING. WE HAVE TO MAKE
SURE THAT THEY COME BACK THE
NEXT MORNING.
--NARAYANA MURTHY
Executive Chairman – INFOSYS

3. Barter Exchange System
Prior to the introduction of
money, trade was carried
out by barter i.e. exchange
of goods for goods.
Due to the wasteful nature
of barter, the amount of
trade that could be carried
out by this method of
exchange was limited.
HISTORY OF COMPENSATION

4. • SALARY
• WAGES
• COMPENSATION
WHAT IS THE MEANING OF

5. • Regular money received by
an employee from an
employer on a weekly,
biweekly or monthly basis.
• It includes employee
benefits such as health
and life insurance, saving
plans and Social Security.
SALARY

6. Payment for a labour or a worker, especially
remuneration on an hourly, daily or weekly basis
or by the piece rate.
WAGES

7. COMPENSATION
The sum of all forms of payments or rewards
provided to employees for performing tasks to
achieve organizational objectives.
Compensation is the process of providing adequate,
equitable and fair remuneration to the employees.
It is a comprehensive term which includes pay,
incentives and benefits offered to the employees.
Compensation is a systematic approach to providing
monetary value to employees in exchange for work
performed.

8. Motivate &
Retain Staff
Attract Talent Efficient
Administration
Effective
Compensation
Ensure Equity
PURPOSE OF COMPENSATION
Contribution based
Remuneration
Reward Valued
Behaviour

9. Supportive Corporate Culture
Executive Sponsorship
Salary
• Pay
• Overtime (if in non-
exempt classification –
Fair Labor Standards Act)
Benefits
• Health Plans
• Retirement Plans
• Vacation/ time off
• Paid Training
• Working Hours
Employee Satisfaction
TOTAL COMPENSATION
Rewards
• Bonus
• Salary Increases
• Promotions
• Equity Offerings
• Awards
• Recognition
• New job assignments

10. COMPENSATION STRATEGY
Business
Strategy
Compensation
Strategy
Contingent
Factors
Defines the intentions of the organization on reward
policies, processes and practices required to ensure that it
has the skilled, competent and well-motivated workforce it
needs to achieve business goals.

11. Business Strategy:
• The direction in which organization is going in relation to
its environment in order to achieve its objectives.
Compensation Strategy:
• The intentions of the organization on reward policies,
processes and practices required to ensure that it has the
skilled, competent and well-motivated workforce it needs
to achieve its business goals.
Contingent Factors:
• Legal requirements or Government Policies, Strength of
Trade Union, Labour Market conditions and Capacity to Pay.
(cont.)

12. COMPONENTS OF COMPENSATION
& BENEFITS
C&B
Incentives
Benefits
Perquisites
Basic Pay
Allowances
(Taxable)
Reimbursement
(Tax Free)

13. TOTAL COMPENSATION
Financial
(Extrinsic Rewards)
Non-Financial
(Intrinsic Rewards)
Direct Indirect Satisfaction
derived from Job
Praise &
Rewards
CLASSIFICATION OF REWARDS

14. COMPONETS OF FINANCIAL COMPENSATION
COMPONENTS of FINANCIAL
COMPENSATION
Direct Indirect
Base Pay
• Wages
• Salaries
Variable Pay
Incentives
• Individual
• Group/Team
• Organizational
Benefits
Mandatory
• Provident Fund
• Gratuity Leave
• Health Plans
• Medical Leave
Voluntary
• Vacations
• Breaks
• Holidays
Security Plans
• Pension

15. The direct financial compensation an individual receives based on the
time Worked.
 Bases of calculation:
• Hourly/wage: payment for the number of hours worked.
• Salaried: receive consistent payments at the end of specific period
regardless of number of hours worked Nature.
 Generally Market Driven:
(Demand > Supply = Increase in Pay)
 Job Evaluation:
• The formal systematic means used to identify the relative worth of
jobs within an organization.
BASE PAY

16.  Variable Pay/ Incentives
• Any plan that ties pay to productivity or profitability (i.e.) the
standard by which managers tie compensation to employee effort and
performance.
• It is linked to individual, group, or organizational performance and not
to time worked.
• Establish a performance “threshold” to qualify for incentive payments.
• Emphasize a shared focus on organizational objectives.
• Create shared commitment in that every individual contributes to
organizational performance and success.
VARIABLE

17. • Link the incentive with your strategy.
• Make sure effort and rewards are directly related.
• Make the plan easy for employees to understand.
• Get employees’ support for the plan.
• Use good measurement systems.
• Emphasize long-term as well as short-term success.
• Adopt a comprehensive, commitment-oriented approach.
IMPLEMENTING EFFECTIVE INCENTIVE PLAN

18.  Are most effective as motivators when the award is
combined with a meaningful employee recognition program.
• Intrinsic motivators are worthwhile as financial package
• Organization reward high performing employees
• Psychological rewards that employees receive in
recognition of their skills and contributions
NON FINANCIAL COMPENSATION

19. Awards
• Often used to recognize productivity gains, special contributions or
achievements, and service to the organization.
• Employees feel appreciated when employers tie awards to performance and
deliver awards in a timely, sincere and specific way.
 Recognition awards
• Recognition has a positive impact on performance, either alone or in
conjunction with financial rewards.
• Combining financial rewards with nonfinancial ones produces performance
improvement in service firms almost twice the effect of using each reward
alone.
• Day-to-day recognition from supervisors, peers, and team members is
important.
• Best performer of the month awards in Blue Dart, ALACTEL,XANSA etc.,
 Service awards
• Award for the length of service and exactly not on performance
• IBM: thanks award
• IDEA: appreciation card
TYPES of NON FINANCIAL COMPENSATION

20.  Pay Equity (also Distributive Fairness)
• An employee’s perception that compensation received is equal to the
value of the work performed.
• A motivation theory that explains how people respond to situations in
which they feel they have received less (or more) than they deserve.
• Individuals form a ratio of their inputs to outcomes in their job and
then compare the value of that ratio with the value of the ratio for
other individuals in similar jobs.
EQUITY AND MOTIVATION OF EMPLOYEES

21. RELATIONSHIP BETWEEN PAY EQUITY AND
MOTIVATION

22. DETERMINANTS OF COMPENSATION

24. INDIAN ARMY PAY SCALE STRUCTURE
RANK PAY BANDS/SCALE GRADE PAY MSP
LIEUTENANT PB-3/15600-39100 5400 6000
CAPTAIN PB-3/15600-39100 6100 6000
MAJOR PB-3/15600-39100 6600 6000
LT COLONEL PB-4/37400-67000 8000 6000
COLONEL PB-4/37400-67000 8700 6000
BRIGADIER PB-4/37400-67000 8900 6000
MAJOR GENERAL PB-4/37400-67000 10000 NIL
LT GENERAL /
HAG SCALE
67000 - (annual
increment @ 3%) -
79000
NIL NIL
HAG + Scale *
*Admissible to
1/3rd of total
strength of Lt Gens
75500 - (annual
increment @ 3%) -
80000
NIL NIL
VCOAS / Army
Cdr / Lt Gen (NFSG)
80000 (fixed) NIL NIL
COAS 90000 (fixed) NIL NIL

25. Allowances To Whom Applicable Rates
Field Area Allowance Officers Posted to Fd Area Rs. 4200/-PM
High Altitude/ Uncongenial
Climate Siachen
Officers Posted in High
Attitude/Uncongenial
Climate
Officers Posted in Siachen
Rs. 11200
Rs.14000/-PM
Flying Pay Officers Posted as Army
Aviators
9000PM
Parachute Pay Officers Posted in Active Parachute BNs/Regt 1200PM
Special Forces Allowance Officers posted in Special Forces 9000PM
Transport Allowance Officers Posted in
Peace Stations
Rs3200/-+DA PM in A1/A
cities and
Rs 1600+DA PM at other
places
House Rent Allowance To officers not provided
Govt. Accommodation
10-30% of Basic Pay (Pay
Band + Grade Pay + MSP)
Kit Maintenance Allowance All officers 400/-PM
Uniform Allowance
(Outfit Allowance)
All officers Initial 14000/- and
3000/- every Three Years
Qualification Pay/ Grant for Service
Courses
All officers undergoing specified courses Rs 6000 to 20000/-
Instructional Allowance All Officers Posted as
Instructors
1800/-

29. THANK YOU!!!