Compensation Management

The importance of job satisfaction as an antecedent to employees’ productivity and firm outcomes cannot be overrated in the world of business, especially in the service industry. This paper adds to the understanding of job satisfaction in insurance business by investigating the structural causes of task fulfilment. The mutual influences of compensation administration and employees’ motivation on job satisfaction was assessed using multivariate analysis. This research embraced a quantitative method and 212 employees were drawn using a convenience sampling technique. Three propositions were tested employing inferential statistical analyses run through SPSS statistics version 23 and SPSS Analysis of Moment Structures (AMOS) version 23. AMOS was used to structurally determine job satisfaction through structural equation modelling (SEM). SPSS statistics version 23 was instrumental in assessing the psychometric properties via exploratory factor analysis and Cronbach’s alpha coeffici...

The importance of job satisfaction as an antecedent to employees’ productivity and firm outcomes cannot be overrated in the world of business, especially in the service industry. This paper adds to the understanding of job satisfaction in insurance business by investigating the structural causes of task fulfilment. The mutual influences of compensation administration and employees’ motivation on job satisfaction was assessed using multivariate analysis. This research embraced a quantitative method and 212 employees were drawn using a convenience sampling technique. Three propositions were tested employing inferential statistical analyses run through SPSS statistics version 23 and SPSS Analysis of Moment Structures (AMOS) version 23. AMOS was used to structurally determine job satisfaction through structural equation modelling (SEM). SPSS statistics version 23 was instrumental in assessing the psychometric properties via exploratory factor analysis and Cronbach’s alpha coeffici...

The purpose of this study was to investigate the impact of work-from-home (WFH) human resource (HR) practices on the performance of faculty under the drastic circumstances of coronavirus disease 2019 (COVID-19). The population of the study included faculty members of the higher education institutions in Sialkot, Pakistan. The study filled the gap of scarce literature on the impact of various HR practices by HR officials while working from home during lockdown observed to reduce the spread of COVID-19. Based on reinforcement theory, this article proves that there is a significant relationship between HR practices (including training, performance appraisal, career planning, employee participation, job definition, compensation, and selection) and faculty performance. It also proves that there is a strong positive relationship between the two variables. The findings of this study provide a blueprint to improve HR practices for high performance by faculty in the higher education sector d...

Engagement necessitates compensation in forms of wages and salaries is ideally expected to be an outcome of negotiation between employer and employee. In Nigeria, compensation for labour engagement has always been a source of controversy especially for public sector workers; which has resulted into industrial strikes in the past. In both preand post-independence Nigeria, wage determination was burdened on ad-hoc wage commissions whose reports and recommendations have always led to improved financial compensation for workers. This paper traces the history of wage determination in Nigeria to the Hunts Commission of 1934 and reviews the roles played by various wage commissions in determining wages and salaries of public sector workers with its ripple effects on compensation in the private sector. The major motivation for this historical review is to draw insights and lessons of experience that can assist in putting an end to the constant agitations by trade unions for improved pay, lea...

A method is presented in this paper for the design of a high frequency CMOS operational amplifier (Op-Amp) which operates at 3V power supply using tsmc 0.18 micron CMOS technology. The OPAMP designed is a two-stage CMOS OPAMP followed by an output buffer. This Operational Transconductance Amplifier (OTA) employs a Miller capacitor and is compensated with a current buffer compensation technique. The unique behaviour of the MOS transistors in saturation region not only allows a designer to work at a low voltage, but also at a high frequency. Designing of two-stage op-amps is a multi-dimensional-optimization problem where optimization of one or more parameters may easily result into degradation of others. The OPAMP is designed to exhibit a unity gain frequency of 2.02GHz and exhibits a gain of 49.02dB with a 60.5 0 phase margin. As compared to the conventional approach, the proposed compensation method results in a higher unity gain frequency under the same load condition. Design has been carried out in Tanner tools. Simulation results are verified using S-edit and W-edit.

Most scholars hold the view that organisations cannot survive in the ever changing and turbulent environment in which they operate without human resource. The reason being that employees' attitudes can have adverse effects on the achievement and the realisation of the strategic goals of MNCs and eventual failure of its mission when a new technology is introduced without proper cognisance of the attitudes of employees to innovation. Against this background, this article adopts the tri-component theory of attitudes and Technology Acceptance Model (TAM) to explain employees' attitudes towards innovation in workplace, and examines the impact of new technology on MNCs. Consequently, the article recommends among others, green-HRM management processes.

The devastating floods in Jammu and Kashmir in September 2014 exposed the fault lines in India's strategically important Border State Disaster Response Strategy. This made the Supreme Court intervene to ensure prompt relief and rescue of thousands of flood victims. The delay in providing relief and rehabilitation measures leads us to an important question: Should victims of natural disasters be given a Right to Compensation?

Pay secrecy or the human resources practice of concealing compensation information from employees and the wider public has become increasingly common among private firms, as well as some state-related institutions. However, the practice has also been widely criticized. Besides demonstrating that it reduces employee motivation, productivity and organizational effectiveness, human resources scholars and organizational psychologists have also argued that pay secrecy is morally wrong. Applied ethicists and moral philosophers have been relatively silent on the ethical status of pay secrecy practices. This paper aims to correct this lacuna in the literature. In a previous paper I offered a philosophical analysis of whether pay secrecy constitutes lying and deception. In this paper the most commonly given reason for sustaining the practice is examined: namely, that pay is private, the personal business of the employee him- or herself.

As I have an interest on private sector, I was forwarded to Dushtha Shasthya Kendra (DSK) , a renowned NGO in Bangladesh. I started the internship there from June, 2019 under the faculty-supervision of Professor Dr. A. K. M. Moniruzzaman, Department of Management Studies, Jagannath University.
As per my Supervisor’s direction the topic of the report has been chosen as “Compensation and Benefit Systems of Dushtha Shasthya Kendra (DSK).”

I did my internship in Dushtha Shasthya Kendra, which work for increasing livelihood of low income community people. Though I am an employee of Dushtha Shasthya Kendra, but this internship gave me the opportunity to know the organization from different aspects. Currently I involved with “LIC Project under the framework of Saidabad Phase-III” which is funded by European Union, AFD and DWASA. Apart from regular activities I had some specific job duties and responsibilities due to my Internship. I performed those job duties and responsibilities perfectly and enrich my professional knowledge regarding compensation and benefit systems in NGOs.

At the dawn of the third Republic in Nigeria in 1999 after the infamous military misadventures into succeeding military rule in Nigeria, the challenges that faced the Army as an institution were multifaceted. Particularly the image of the army was brushed, battered and as low as it could get in the public opinion within and outside Nigeria while the men and women in the Army were demoralized and the institution was in decay. The coup history that brought the succeeding military governments demonstrates the important shaping factor played by military coups, not only on the Nigerian Army's structure and capabilities but also the country's psyche. The omnipresent threat of military coups has hung like a cloud of paranoia in the halls of government and the army. While coups d'état are certainly not a phenomenon known only to Nigerians, coups have come to be seen as routine events in the lifespan of the average Nigeria citizen. They have decimated the ranks of the military, with Nigeria losing many of her brilliant officers to coups and countercoups. The losses came in many forms, from casualties during the initial fighting, execution by firing squad, imprisonment, or the less severe mandatory retirements. Part of the challenges of post military rule was how to build a Nigerian Arm Forces that imbibed professional ethics and subordinated to a civilian regime. It was in the light of this that the Obasanjo led government conceived the attitudinal change project. The change dimensions therefore become an interesting subject, which was keenly followed by the general public as a means to sustain the nascent democracy and keep the army in their barracks. The ongoing armed conflict with the Boko Haram, which openly dramatized the decays and professionalism level in the Army, makes this study timely and relevant. The basic question was not whether the attitudinal change was necessary or not but what dimension of change was conceived by the political class and the top military officers that led the change project but what does change actually represented to the men and women in the armed forces? This is largely an area that has not received much attention in the commentaries

This paper investigates the effect of relational compensation on employee retention in hospitality industry. For this purpose, a quantitative study was done, for which data was collected from five-star hotels of Rawalpindi and Islamabad, Pakistan and a sample of 260 respondents was selected from a population of 800 employees through non-probability sampling technique. The data were analyzed using descriptive statistics, correlation and regression analysis. The results showed that there is a strong relationship between relational compensation and employee retention. The regression results indicate that responsibility and autonomy are more influential in retention and recognition and respect were found to be insignificant. The results provide directions to management of hotels that they should focus on relational aspect in addition to providing monetary benefits. Future directions are also provided.

— Human resource management is a set quantity of work in an organization that focuses on the management of staffing, giving direction to the people who work in the organization and issues related to the people such as hiring, employee motivation, remuneration, communication, wellness, safety administration and training. Human resource management also focuses on the personal management and organizational development. This paper is concerned with the HRM and focus on the efficient and effective use of human resources so that the set goals are achieved. Human resource management is management function that helps manager to recruit, select, train and develop organization members.

Compensation of employees for their services is important responsibility of human resource management. Every organization must offer good wages and fringe benefits to attract and retain talented employees with the organization. If at any time, the wages offered by a firm are not competitive as compared to other firms, the efficient workers may leave the firm. Therefore, workers must be remunerated adequately for their services. Compensation to workers will vary depending upon the nature of job, skills required, risk involved, nature of working conditions, paying capacity of the employer, bargaining power of the trade union wages and benefits offered by the other units in the region or industry etc., Considering that the current trend in many sectors (particularly the knowledge intensive sectors like IT and Services) is to treat the employees as “creators and drivers of value” rather than one more factor of production, companies around the world are paying close attention to how much they pay, the kind of components that this pay includes and whether they are offering competitive compensation to attract the best talent.

A Term Paper on Performance Appraisal & Compensation System of
U.S. Office of Personnel Management, Harvard University, Massachusetts Institute of Technology (MIT), the World Bank, National Aeronautics and Space Administration (NASA), United Nation (UN)

There is no satisfactory legal remedy for farmers whose farm has been contaminated by genetically modified (GM) material. This is a deficiency of Australia’s Gene Technology Act 2000 and it has not been remedied. In the Marsh v Baxter case (2010-2016) an organic farm in Western Australia (WA) was contaminated with GM canola from a neighbouring farm. The organic farm lost its certification (along with the price premium for organic produce). The organic farmer (Marsh) sued the GM farmer (Baxter) for the agreed damages of A$85,000. The case was lost in the WA Supreme Court, then in the Court of Appeal, and finally it was rejected by the High Court of Australia. The legal fees were in the order of A$2,000,000, which is quite disproportionate to the agreed loss. A Parliamentary Inquiry (2017-2019) in WA examined “Mechanisms for compensation for economic loss to farmers in Western Australia caused by contamination by genetically modified material”. There were 121 submissions to the Inquiry and 22 public hearings. Seven ‘mechanisms’ were considered: (i) Do nothing; (ii) a GM Levy; (iii) a GM Technology Licence Bond; (iv) Non-GM farmer Insurance; (v) GM farmer Insurance; (vi) a Compulsory Third Party (CTP) GM Scheme; and, (vii) the Government pays. After its deliberations, the Standing Committee on Environment and Public Affairs did not recommend any change from the present unsatisfactory state of affairs where reliance on the common law offers no effective protection for non-GM farmers against contamination by genetically modified organisms (GMOs) (as witnessed in the Marsh v Baxter case). The ‘Do nothing’ option, which was supported by Monsanto and pro-GM farmer groups, prevailed. This paper explores the context and content of the Parliamentary Inquiry, presents the six proposed proactive options for compensation (of which only four appeared in the Inquiry Report), and the twelve findings of the Inquiry. Ultimately the Committee was timid where it might have been bold. The Inquiry was a lost opportunity for righting a known wrong. The Inquiry outcome will ensure that GM-farming remains a very contentious issue in WA and continues to lack any semblance of a social licence. However, the WA Parliamentary Inquiry (in toto, viz. the submissions, the hearings, and the Report) provides a rich trove of views and material for legislators and regulators in other jurisdictions who face the exact same issue of GM contaminations.

To improve performance, organizational leaders employ a host of methods; merit pay and incentive pay are two such methods.  However, both terms are often used interchangeably, causing confusion. The purpose of this short paper is to compare and contrast each reward system in order to provide greater clarity.

The purpose of this study was to investigate the impact of work-from-home (WFH) human resource (HR) practices on the performance of faculty under the drastic circumstances of coronavirus disease 2019 (COVID-19). The population of the study included faculty members of the higher education institutions in Sialkot, Pakistan. The study filled the gap of scarce literature on the impact of various HR practices by HR officials while working from home during lockdown observed to reduce the spread of COVID-19. Based on reinforcement theory, this article proves that there is a significant relationship between HR practices (including training, performance appraisal, career planning, employee participation, job definition, compensation, and selection) and faculty performance. It also proves that there is a strong positive relationship between the two variables. The findings of this study provide a blueprint to improve HR practices for high performance by faculty in the higher education sector d...

Success or failure of the organization depends up on employees of the organization. Employees are vital for meeting organizational goals. Employees are the assets to develop the organization growth in the world. Compensation management plays a vital role because it is the heart beat of Human Resource Management. It refers to all forms of financial benefits employees receive for the exchange of their contribution of work. Compensation is at the core of any employment trade. Compensation packages helps to motivate employee's that to perform better for the given tasks related to their work and improves organization effectiveness. It is very important for the performance of employees and for the organization too. It is a systematic approach for providing monetary and non-monetary benefits to the employees. Compensation may achieve various purposes assisting in recruitment, work performance and satisfaction. An ideal compensation management system will help significantly boost the performance of employees and create more interest that is willing to do effective work by the employees. With effective compensation system the employees will enjoy the engaged work for them. The compensation system built the competitive strategy for attracting and retaining suitable staff as well as maintaining peak performance. The management has to set up compensation system in the organization in pursuit of increased performance and general growth to ensure. This study focuses on the total compensation factors explores that which organization is providing the incentives to the staff and explains the relationship between compensation and productivity.

This paper presents the occasion for organizations to investigate the need to transition towards a team-based approach of employee recognition. A theoretical framework of employee recognition is presented. Employee recognition is largely recognized as a managerial practice, and have been in practice in terms of individual-based recognition within organizations. Many organizations are looking for a way forward to approach this matter in a strategic manner, and understand the implications of team-based recognition on employees and the organization itself. Employee recognition has placed major impact on work performance, team effectiveness and organizational success. The paper explores motivational theories linked to employee recognition and elaborates on the effective utilization of recognition programs. Subsequently, the impact of employee recognition on employees are reviewed. The consequences and implications of team-based employee recognition are further evaluated. The paper is a qualitative study based on utilizing secondary data and presents a conceptual paper. The
current study has reviewed various literature on remuneration, compensation, employee recognition, motivation and teamwork.
This paper further suggests that organizations needs to be cognizant of the implications and consequences of team-based
recognition on employees, work outcomes and employee behaviour.

This research work adopts cross sectional survey method to investigate the impact of compensation and reward system on the performance of a bank organization. Primary data were collected through the instruments of questionnaires and interview. Structured questionnaires were designed to collect data from randomly sampled respondents from 5 banks which form the sample for the study. The study thus adopted simple random sampling technique to select 100 employees from 5 deposit money banks (DMBs) in Birnin Kebbi. Bank performance was the dependent variable, while other variables like wellbeing; compensation structure; staff promotion; incentive/ rewards were the independent variables for this investigation. Analytical techniques like Pearson correlation and regression analysis were applied to analyze the data collected for the study. The findings revealed that poor staff wellbeing in the banking industry is counter-productive to the banks. The finding also revealed that the present compensation system is detrimental to the banks’ improved performance. It was found however, that staff promotion has positive effect on bank performance. The finding also revealed that incentives/reward systems in the banks promote improved performance of banks. It was also revealed that the BSC model adopted by some of the banks is inadequate. Based on the findings of this study, it was recommended that banks should evolve a compensation structure that is developed from a performance management model that is deeply dedicated to identifying and rewarding performance. The banks should redesign the BSC model to correct the inadequacies identified. There should be regular promotions as at when due in order to further encourage staff to put in their very bests to their jobs. Also, Banks should emphasize rewarding and encouraging peak performance.

"The research looks into the relationship between corporate governance and organizational performance., through the processes of research, multiple variables are  examined; the complex set of relationships between a Corporation and its board of directors, management, shareholders, stakeholders, customers, creditors and how effective Corporate Governance can improve the productivity of a firm.
Due to the nature of the research, the methodology used was focused on extensive interview, textbooks, journals and articles. Interview questions were focused on the variables that could affect the performance of a firm; textbooks, journals and articles were used as secondary data to have a past insight on how organizational performance affects a firm.
The research demonstrates that high governance risk correlates with lower performance, and robust governance is associated with more sustained performance. Companies with higher standards of governance were discovered to have higher performance). Further findings indicated that one of the more difficult things in assessing the influence of corporate governance upon firm performance is to take into account the impact of changes in the market: at times of rapid expansion many companies will perform well, in times of recession most companies will find it more difficult to perform.
Recommendations made focuses on improving the relationship between an organization, as a wholes and shareholders, stakeholders, management, creditors, and customers, through proper Corporate Governance. Once this is achieved to a certain degree, it will positively affect the level of performance of a firm, directly or indirectly.
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The procurement, development and retaining of employees have never been so important than today in most of the organizations worldwide. Companies are relentlessly searching for ways to retain their core employees. Understanding the interlinkages between peljormance management strategy, training and development strategy. compensation strategy. and deployment of employees has become very vital for attracting, motivating and retaining good employees. In this era of restructuring and downsizing, much needs to be done by the employers to motivate their employees. The companies who are restructuring themselves are finding it difficult to keep up the morale of their employees. In many cases. the huge incentive and performance related pay systems have failed, and the psychological contract between employees and employers is under the process of redefinition. To sustain the motivational level of employees. organizations must demonstrate to them a close link between performance and rewards. This is the rationale which is advocated for the Lise of merit pay. But in spite of its attractiveness. the PRP and ESOP sometimes bring about results precisely the opposite from the desired ones. The role of HR manager has to be a facilitator's one to encourage line managers in creating such an environment. The communication level between the different st'akeholders is also required to be high to dispel any misunderstanding and then a right kind of performance based work culture can be nurtured.