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Posted By: bharath sudar Member Level: Platinum Posted Date: 13 May 2008
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2007 Indira Gandhi National Open University (IGNOU) M.B.A Business Administration WAGE AND SALARY ADMINISTRATION Question paper
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1. Discuss the main features of reward system. How do the behavioural science theories influence reward management?
2. What is the rationale for job evaluation ? Discuss the various methods of job evaluation.
3. What are the requirements of the Payment of Wages Act, 1936 in respect of payment of wages ? Give an account of various deductions under the Act .
4. Discuss the various components of a compensation structure. What are the factors that are usually taken into consideration in determining compensation structure ?
5. Attempt any two of the following: (a) Corporate compensation policy (b) Compensation survey (c) Minimum wage, fair wage and living wage
6. Discuss various allowances and fringe benefits paid to industrial employees as an integral part of their compensation package. Give examples.
7. Write short notes on any three of the following: (a) Tax implications of compensation to employees (b) Equal Remuneration Act , 1976 (c) Downsizing and VRS (d) Collective bargaining as a method of wage fixation (e) Emerging issues and trends in compensation
8. Read the following case and answer the questions given at the end. The National Manufacturing Company reached an agreement with the Union on a production incentive scheme to increase production. The company had an unprecedented demand for its goods and the Union agreed for the incentive scheme. The management was pleased. with the assurance of the Union leader to personally undertake the task of implementing the scheme. The management promised to give him a free hand if he could assist in increasing production. The Union did increase production to alrnost double the original level. As a result, the Union gained importance. Any problem could be sorted out by the Union by its direct access to the Chief Executive. The incentive scheme benefitted primarily the Union members. The scheme was inequitable some workers got disproportionately large incentives, some low and some no incentive at all. The second feature was that as the incentive was linked to the Consumer Price Index (CPI), the distortion got further accentuated. However, when the Union tried to misuse its new found powers, the management struck back one day by taking disciplinary actions against all the leaders and the Union found all of a sudden that it was without a leader. Another Union arrived on the scene and the leader had established a rapport with the Chief Executive, and this new Union faithfully followed the tenets of the management but as a price extracted some benefits for its members exclusively. The Union saw to it that production became its exclusive responsibility and it had a hot-line with the Chief Executive for any problem resolution. As the years passed, the Union started agitating for improvement in the wage scales. Because of the incentive scheme, the company found that any improvement in the basic wage would pose greater problems and the primary question before the management was to delink the CPI from the incentive scheme. The Union refused to delink the CPI from the incentive scheme as some of its members were earning an amount equal to, if not more than the salary, as an incentive itself. At the same time workmen with no incentive and being grade barred began to lose. And this resulted in discontentment amongst the workmen. But the dilemma could not be resolved and this led to an explosive situation. A third union emerged on the scene and this led to intense inter-union rivalry resulting in indiscipline, loss of production, and violence within the factory premises, as a result of which the company declared a lockout. When the plant reopened after four months, the Union in power lost its creditility and th; new Union had the complete support of the workmen. The new Union leader could develop a rapport not only with the workmen bui also with the managementa nd expected the management to solve the problem of not having revised the wage scales for a long period. But this was not an easy task as there were a lot of inequalities that the management wanted to set right. The union, though agreeing with the management, would not agree for a cut in the wage in any manner to set right the inequalities. The Union not only wanted to cling to the beneficial aspects of the incentive scheme but also insisted that the management somehow give an increase in the basic wages. The management was being drawn into a vicious circle of the incentive scheme being inequitable but when the Union attention was being brought to the high incentivec ategories, it reverted to the low basic wage theme. The management remained in a quandry as regards how to convince the workmen, to win over the constituency of workmen and make managers effectlve and regain supremacy in production. Questions : (a) Identify the problems and their causes in this case. (b) Under the given situation, how are the problems to be remedied ? (c) Suggest various principles and strategies the management has to keep in mind while formulating a wage incentive scheme for the employees
9. What are the objectives and principles of job evaluation? What are its advantages?
10. What are the main featuers of the Payment of Bonus Act, 1965? The Act has no relevancein the present economic situation of the country. Critically examine.
11. Give an account of the various types of wage differentials. They are necessary both in the interests of efficiency and in the interests of justice. Discuss.
12. What are the well-known wage incentive systems? When incentive schemes are applied in a particular undertaking, the interests of employers and workers may be seriously affected if provision is not made for suitable safeguards. Discuss.
13. The industrial wage structure in India consists of various components such as a basic wage, a dearness allowance, annual statutory bonus and a host of incentives and fringe benefits. Discuss.
14. Attempt any two of the following : (a) Main features of The Minimum Wages Act, 1948 (b) Gain-sharing and Profit-sharing schemes (c) Compensation planning
15. Write short notes on any three of the following: (a) Compensation policy at macro and micro level (b) Managerial compensation (c) Issues revolving around reward systems (d) Time and Plece rate system of wage payment (e) V.R.S.
16. Read the following case and answer ths questions given at the end : CASE The United National Bank has just decided to open a branch in a town "X", which is an exclusive resort located about 40 km away from a large city "Y". There is no bank in that town at present. The United National Bank is anxious to determine the appropriate salary for the clerical staff it expects to recruit. Clerks in the bank offices in the neighbouring city "Y" receive a starting salary of Rs. 3,000 a month. As a matter of company policy, pay scales have been fixed on a par with other banks in the city. A survey of local establishments at the town "X", primarily insurance offices and other comparable concerns, indicates that the salary for qualified clerical personnel is Rs. 3,500 a month. The higher salary in town "X" may be attributed in part to the substantial higher cost of living, the limited number of people seeking employment, and the fact that there are no other banks. Banks in city "Y" have traditionally paid lesser salaries than other establishments, on the ground that banks offer better working conditions and higher dignity. Questions : (a) What should be the salary structure for the clerical staff in the United National Bank? (b) If there is difference in pay scales in two different locations, how could the bank justify the same? (c) What would be the legal implications of different salary structures? (d) Give details of dat a/information to be collected from the comparable concerns, as a part of compensation survey.
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