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"A Review of Compensatory

System" at Emami Paper
Mills LTD
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“COMPENSATION SYSTEM”
IN
EMAMI PAPER MILLS LTD. AT BALASORE
This dissertation report submitted as a partial

fulfillment of the reuirement of the !urri!ulum of
MBA pro"ram of #a$ir Mohan %ni&ersit'.
Submitted B'
ALO( (%MAR PALAI
Roll No) * +,-+#M/0-,
DEPARTMENT O# B%SINESS MANA1EMENT

#A(IR MO2AN %NI3ERSIT4
34ASA 3I2AR5 BALASORE
-/*-++
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Preface
5he ;R is very coon thin) with $ncoon attit$de in

every or)ani<ation beca$se ana)in) h$an reso$rces is one of the top
8ob in present scenario of this )lobalised world# In India the trend of ;R
practices is chan)in) very fast as per the chan)in) the chan)in) b$siness
scenario#
&efore few decades ;R f$nctions were basically concentrated

with the a8or ob8ectives of the day to day f$nctionin) of the
or)ani<ation and the )eneral adinistrative wor(s li(e trainin),
recr$itent and selection, copensation, ind$strial relation etc#
=opensation bein) the sensitive part in the ;R practices

needs to be handled with $tost care# 5his can ens$re retainin),
attractin), and otivatin) diversified wor( force#
5he basic p$rpose of this research and preparin) report is to

have a well $nderstandin) in the copensatory str$ct$re of the
or)ani<ation and findin) sol$tion for different aspect of proble related
to copensation#
5he whole st$dy has been ephasi<ed in the st$dy of ;R

in &$siness Mana)eent Pro)ra#
Contents
Chapter-1
 Introd$ction
 Ob8ective
 Scope
 Liitation
Chapter-2
 =opany Profile
Chapter-3
 5heoretical 'raewor(
Chapter-4
 :ata Interpretation and Analysis

Chapter-5
 >$estionnaire, >$estion Analysis
Chapter-6
 =oncl$sion, &iblio)raphy
Chapter-1
Introduction
Introdction!
Ind$strial environent is chan)in) very fast owin) to copetitive

scenario in local and )lobal ar(ets# 5he or)ani<ation has therefore, to endeavor to
eet the )rowin) challen)es of technolo)ies, copetition and )rowth alon) with
eetin) the aspirations of its shareholders and prooters# 5he ana)eent of
strate)ic ;R by identifyin), developin), aintainin) and $tili<in) the f$ll
potentials of h$an reso$rces becoes of parao$nt iportance to provide the
$ch needed copetitive ed)e to )rowth of any or)ani<ation# 5his can only be
achieved by b$ildin) e6cellent copetencies aon) people to face )lobal
challen)es#
In or)ani<ation re%$ires vario$s achineries and aterials to achieve its

)oal side by side anpower plays a vital role in handlin) these#
5he or)ani<ations )oals are achieved by h$an reso$rces who $se the
achineries and aterials to achieve the )oals of any or)ani<ations# A so$nd
anpower ana)eent will a(e an or)ani<ation s$ccessf$l# 'or any
or)ani<ation, its eployees are its ost val$able assets and the ana)eent will
always by to retain its eployees# Unless ephasis is )iven on )ivin) the
eployees the healthiest wor(in) atosphere it will be diffic$lt to retain the and
it retained the ana)eent can not )et the desired res$lt fro the eployees#
5oday, the pro)ress of any nation is eas$red fro the e6tent of its
ind$striali<ation#On the other hand,ind$striali<ation )ives the birth to any
ha<ards, which pose dan)er to the safety of persons wor(in) in the ind$stry and to
the people livin) in the vicinity#In the after onth of &hopal 5ra)edy,?ovt#of
India, bro$)ht a n$ber of re)$lation, in so far as safety,health and environent
with special reference to cheical ind$stries#In the above conte6t, it has becoe
obli)ataroy on the part of the ind$stries especially that are ha<ardo$s in nat$re to
for$late their own eer)ency preparedness plan#
M@s#"#P#M# has ta(en all possible eas$res to prevent occ$rrence

of any incidence leadin) to an eer)ent sit$ation# In spite of the care ta(en, this
doc$ent sets forth for propt action to inii<e the daa)e and protect the
environent in the event of s$ch an occ$rrence# 5he an$fact$rer have envisa)ed
in S;" policy to protect the wor(ers for ha<ards enc$bered d$e to with
an$fact$rin) process#
"#$ecti%e of std&!
;$an reso$rces developent is a $ltip$rpose process#

It has the followin) ob8ectives#
+# 5o provide an opport$nity and coprehensive frae wor( for the
developent of ;$an reso$rces in the or)ani<ation for a6i$
e6pos$re of their talents and potentials#
-# 5o develop the constr$ctive ind and overall personality of each eployee
# 5o develop each individ$al capability to perfor the present 8ob and to
handle f$t$re li(ely r$les#
0# 5o develop and aintain hi)h otivation level of eployees#
# 5o stren)then s$perior s$bordinate relationship#
B# 5o develop the sense of tea spirit, tea wor( 2 inter tea collaboration
#
'C"P( ") *+( '*,D!
"ai paper ills ltd# is a lar)e Cscale private sector ind$stry# 5here is
separate section for each departent#Most of thin)s is bein) carried o$t in
personnel departent, ar(etin) 2finance departent#
At "ai paper ills, ost of the activities of adinistration, eployee

ana)eent, safety, health, environent 2welfare are bein) dealt by ;R
departent#;ence9 y scope of st$dy was done $nder ;R departent#
.imitations!
 5he process activities and the f$ctions in "ai paper ills are so vast it
was not possible to cover all the activities in detail in s$ch a short tie#
 "ployees were apprehensive of secrecy of data and therefore disclosin) the

data re)ardin) certain factors dealt in the st$dy#
 Soe e6ec$tives co$ld not )ive tie beca$se they are b$sy in official wor(s#
DDD
Chapter-II
Organizational
Background
"rgani/ational 0ackgrond!
eneral information a#ot the nit!
M@s# "ai paper Mills Ltd#was established in the year +/E- and
coercial prod$ction started in +/E at &al)opalp$r in the district of
balasore,Orissa#&al)opalp$r is the villa)e in 5ahasil of Re$na#It is the ind$strial
estate of &al)opalp$r where factory is sit$ated# 5he factory has obtained the
license *o# &L+-+#A no ob8ection certificate for an$fact$re of the papers with
respective %$antities has obtained fro the Ministry of "nvironent 2 'orest#
A.ocation
"ai paper Mills Ltd#

At7&al)opalp$r
Po7Ras$lp$r
:ist7&alasore
Pin7FB.-.1Orissa3
5el *o#71/+7BFE-3 -FF-@-B@F/
'a671/+7BFE-3 -FFFE
"7ailGbalasoreHeaipaper#in
0(D +"!
BEF anandap$r, e##bypass

Kol(ata F..+.F india
5elG/+77BB+B-B0
'a6G/+77BB+B0..
"7ailGeaipaperHeaipaper#in
'alient )eatre!
M@s#"ai paper Mills Ltd#was established in year +/E- in a specially

declared bac( ward district, &alasore in the state of Orissa# 5he total area bo$nded
by the factory is . acres 1incl$din) factory %$arters3#'actory is sit$ated in the
&al)opalp$r Ind$strial "state of ?P,*$apadhi#Accordin) to the cens$s -..+,there
are E,... to +.,... n$ber of pop$lation aro$nd the factory with a radi$s of 0K
to BK#5he plant prod$ces +,B,B.. M5 of writin) and printin) paper ann$ally by
$sin) waste paper as raw aterials#
5he factory has its own co)eneration plant to f$lfill the rises of
power prod$ction# 5here are two power plants in the factory i#e#1=PP7+ 2=PP7
-3#5he capacity of power )eneration of =pp7+ is M4 2 of =pp7- is +M4#5he
factory is sit$ated in the ind$strial estate of &al)opalp$r,towards the north of the
factory is M@s#Appolo "lectrodes1p3 Ltd# And the ref$)ee colony#On its north7east
direction is M@s#Modern Renin India1p3Ltd#,M@s#*il)iri =eraics1p3 Ltd#On the
east of the factory is &alasore Alloys Ltd#,in the so$th7east direction is costal
synthetic Ltd #2Universal vita Ltd#On the so$th direction of the factory is the
factoryJs colony# 5he cost of factory is appro6iately 0.crores as per present
assessent#
Ph&siograph&!
5he &alasore district consists of a lon) strip of all$vial land b# 5he elevation
of the factory is B# above the ean sea level 1MSL3#5he *il)iri ;ills, which
rise to a hei)ht of ore than .. is sit$ated to the so$th7west side of the factory#
5he )eneral slope of the area is fro north to so$th#S$varnare(ha and
&$dhabalan)a are the a8or rivers passin) thro$)h the district of &alasore#
'oil alit&!
5he soil of the factory area is all$vial, red loay and sandy loay type#
5he red loay soils are very fertile and reddish brown in soe area# 5hese soils
contain prof$se hi)hly an)$lar fra)ents of late rites and lionatised iron ores#
5he )eneral consistency of this soil is li(e M$ro#
5he soils are oderately plastic have )ran$lar to cre lect$re and
contain a si)nificant ao$nt of +7-  si<ed ferra)enised od$les#
etrological Information!
&alasore re)ion is not seisically active# So there is no

warrant for any nat$ral disaster to the factory# 5he paraeters of the etrolo)ical
data recorded are a6i$ in ini$ avera)e teperat$re# Avera)e relative
h$idity, avera)e rainfall and avera)e wind velocity are asG
+G Avera)e 5eperat$re7#.c 1a63, +E#B.c 1in3

-G Avera)e Rain fall7+.E#
G Avera)e ;$idity7BB#0+
0G Avera)e 4ind velocity7+.(@hr
5he above paraeters are recorded thro$)h o$t a year#
*he "rgani/ational 'et-p!
5he or)ani<ational set7$p of the factory is as follows# 5he senior

president of the factory is over all in char)e of
prod$ction@adinistration@R2:#&elow hi there is a 8oint president#Mr#M#&#S#
*air is the senior president and Mr#S#K#Khetan is the 8oint president#
7ame "f *he 'enior "fficers "f *he Compan&!
+GMr#M#&#S# *air Senior President

-GMr#S#K#Khetan oint president
GMr#K#R#=howdh$ry ?#M#1wor(3
0GMr#N#Mohan Senior :#?#M#1power plant 3
GMr##Srivastav :#?#M#1;R:3
BGMr#M#K#Padhi Mana)er 1P2PR3
FGMr#R##Nera 1=#S#O#3
EGMr#=ha88ar :#?#M#1Mechanical3
/GMr#&#Pradhan Mana)er 1Paper3
anpower (ngaged!
Manpower has been defined by soe as leasin) ri)ht n$ber of people

at ri)ht tie# Manpower also covers vario$s %$alitative aspects of wor( force a)e
i6 and scale i6# A proper anpower plannin) syste has been adopted by
"#P#M#
Manpower plannin) for (ey and critical area done by ta(in) into
consideration thro$)h re7eployent fro s$rpl$s areas# At present "#P#M#Ltd# is
havin) total of ,0E. peranent wor(ers 1s(illed, sei s(illed, hi)h s(illed3,0.
staffs 2 +.E. contractor wor(ers1operator helpers etc#3#
5he total n$ber of anpower en)a)ed in the factory aro$nd
-+..#5he process of wor( done by shift wise process# 5he factory has 0 shifts#
'hift *iming 7oof workers enga/ed
A B a to - p /
& - p to +. p /
= +. p to B a /
?eneral E a to  p +-
5he a6i$ no#of persons in the factory any point of tie is between
E#. a to #. p ie#)eneral shift#O$t of this the a6i$ no# of persons
are en)a<ed at the raw aterials site#
'trength "f Permanent 8orkers Department 8ise!
'i7o Department 'trength
+# "lectrical .
-# Mechanical F.
# ;eavy ?an) B
0# =arpentary -
# &oiler@Power plant 0
B# M#S#&#P# p$lp ill7+ +
F# Sotc( Preparation,p$lp ill7- +B
E# Rewinder -F
/# =$tter -
+.# 'inishin) F
++# =leanin) B
+-# :i)ester B
+# 5ie Office 0
+0# 4ater Line 0
+# Instr$entation B
In%entor& of aw aterials!

5he raw aterials $sed in the factory are )iven in tab$lar for#
7ame of the Annal Consmption a9imm of one
aw materials in tons time storage in tons
Rosin B.
Sodi$ Silicate -+.
Starch E..
=a$stic B.
Al$ ++..
;ydrochloric Acid -
Lie FEB
4aterin) A)ent /F
S#S# Powder 0+.
S$lph$ric Acid 0
=oal --E/ +.
4aste Papers B.. E.
Acetylene 7777 777
Profile of (mami rop Compan&!
?ro$pOver 777 Rs# -... illion

Indian *etwor( 777 . Locations spread over the =o$ntry
?lobal *etwor( 777 Middle "ast
So$th "ast Asia
U#K#
U#S#A#
;$an Reso$rces 777 Staffs 7777 0.

In &LS Unit Peranent 7777 0E.
4or(ers
=ontractor 77777 +.E.
4or(ers
?ro$p of =opanies77 "ai Ltd#
;ealth 2 &ea$tycare77 ;iani Ltd#
Paper 777777 "ai Paper ills Ltd# &ls#
777777 ?$loh$r Ltd# Kol(ata#
Others 77777 "ai 'ood Ltd#
77777 =lassic Plastic#
:ifferent 5ypes Of Prod$cts :one &y 5he "aiG
"ai s$n &rand

*avaratan Oil
"ai Savin) =rea
"ai ?olden &ea$ty 5eleco Power
"ai &oropl$s
"ai *at$rally 'air
"ai Nitain Rich =rea
;iai ?olden 5$reric
"ai &oropl$s Soap
;iani =hyabanprash
"ai Ala
"ai Moist$rin) =rea
"ai Madh$ri Shapoo
'ood Sanc(s In Medical Ran)e G
;iani &al)opal
;iani Sardi8a
;iani Liver 5onic
;iani ;iadi)est
;iani ;ipl$s
a$or Applications!
*ews papers
Ma)a<ines
&oo(s
"6ercise &oo(s
Acco$nt &oo(s
Posters
?ro$p =opaniesG
"ai ?ro$p
Paper divisions =osetic division
&alasore Pondichery
(ol(ata Kol(ata
?wahati
AMRI ;ospital =RI Ltd#
&rief :escription Abo$t 5he Man$fact$rin) ProcessG
P$lpin) And Stac(in) PreparationG
;ere the raw aterials $sed are +.. waste paper and )enerally
E.7E iported waste paper with +7-. indi)eno$s waste paper are $sed in
the process# 5here are two n$bers of hi)h consistency p$lpers with re8ect
screens#5he dein(in) cheicals are added in the p$lper and then ta(en to
retention to were#5he p$lp is then cleaned in hi)h density cleaners, screened in
spectro screen in( reoved in floatation dein(in) cell and a)ain fine cleanin)
in centric cleaners and screen rin) by .#- slot screens# 5he p$lp is washed
and thic(ened in washer and paper a(in) cheicals 1Al$ Rosen and other
cheicals3 are added in the blendin) chest# All the operation is controlled by
PL=#
Paper akingG
5he p$lp is a)ain cleaned thro$)h centri7cleaner screened in press$re

screen before passin) to the paper achine# 5he paper achine consists of
press$ri<ed head ban section dryers, si<e press and calendarin) achine# 5he
final paper is c$t in reels in a odern rewinder with PL= and a$to tension and
c$t into sheets on a odern sheet c$tter#
Prodcts of the )actor&!
5he prod$ct of the factory is wriclin) paper, Printin) paper and the news
printin) papers# 5he total %$antity of the prod$cts prod$ced is +, B,B..M5 per
ann$#
0& Prodct of the )actor&!
5he factory has no byprod$cts b$t the factory prod$cts are h$)e
ao$nt of waste and effl$ents#
Recr$itent Process Of "ai Paper Mills Ltd# G
Introd$ctionG
"MP Ltd# Is a contin$o$s process ind$stry with cople6
techonolo)y#5o operate this ind$stry,"PM needs hi)hly s(illed personal and
copetent ana)ers and adinistrator in order to eet the present and f$t$re
anpower needs in diverse discipline, $ltiple s(ills and different wor(
areas,"PM is coitted to a syste of selection and ens$re ind$ction of the nest
and ost copetent person to ta(e $p chan)in) assi)nent in the copany#5he
selection syste see(s to ephasis evol$tion of individ$al capabilities in ters of
their potentials for f$lfillent of copanyJs ob8ective#
So$rce Of Recr$itentG
5here will be two so$rces of recr$itent#

1+3Internal ie# fro with in the copany and
1-3"6ternal ie# 'ro open ar(et#
Aon) the internal so$rces, we ay incl$de
1a3 Response fro eployees to the notice of vacancy displayed into the notice
board#
1b3 Recoendation ade individ$al eployees, and
1c3 Recoendation ade by trade $nion#
5he e6ternal so$rces of recr$itent areG
1i3*otification of vacancies to the eployent e6chan)e#

1ii3 Advertiseents in newspapers and iportant periodicals#
Process Of Recr$itentG
All candidates those apply for,)ose on vario$s tests li(e

written test, scr$tini<ation and screenin) personal interview and
vivavoce#5hose are %$alified these tests, were )iven the recr$itent# 'or
helper cate)ory, the copany recr$its candidates thro$)h hirin) people fro
contractors# 5hose are reco)ni<ed by the copany, the wor(ers are hired on
seniority basis#
Ob8ectiveG
"very year the or)ani<ation is losin) s(illed eployees in different

departents fro tie to tie by way of resi)nation@retireent etc#&esides
d$e to oderni<ation@e6pansion of the plants, the re%$ired n$ber of s$itable
eployees a)ainst positional vacancies at s(illed and hi)h s(illed wor(er level
and s$pervisor@en)ineer 1technical@non technical3 staff level are not available
fro within#
ResponsibilityG
All activity pertainin) to recr$itent will be centrally

coordinated and ana)ed by the recr$itent section or corporate office as the
case ay be#
Identifyin) the so$rce of potential eployees and attractin) the

ost s$itable or %$alified of the as applicants for 8obs altho$)h iportant,
are 8$st initial steps of the process of the ac%$irin) of new eployees#
Selection of the best or the ri)ht type of persons fro aon) the applications
is also a whole process#
Mode of SelectionG
*orally there will be different hierarchical proced$re of selectin)

candidates held li(e scr$tini<ation, screenin) written, personal interview and
via vo$s#;owever, when selection is ade on the basis of any one of the above
tests or any cobination of tests in the sae se)ent, wei)ht a)e for different
test adinistered will be assi)ned as ay be prescribed or as decided by the
copetent a$thority#
Selections are based on erit basis and s$itability as assessed

thro$)h selection test# Selection test coprise of
1i34#5#@ @ 55 or any cobination there of
1ii3?ro$p interview or disc$ssion or
1iii3Any other test as ay be prescribed or as decided by the copetent#
After a person is recr$ited in the non7e6ec$tive ran(, he@she is )iven

ind$ction trainin)# :$rin) this period he@she is interacted with all officers and
is )ive a )eneral o$tloo( abo$t the copany as well as the 8ob to which he will
be recr$ited# =opanyJs r$le and re)$lations are a(in) (nown to hi# 5hen
he@she is interacted with all departental collea)$es#
;owever, with the end of ind$ction pro)ra, the new recr$iter is

placed in the s$itable 8ob# 5he recr$iter serves in the post for probation of one
year# After the probation period, if the wor( of the person is fo$nd to be
satisfactory then he is confired in the post#
'or e6ec$tives ind$ction pro)ras are carried o$t vario$s $nit levels#
5hey a(e visit to plant $nder concerned copany and )et ac%$ainted with the
f$nctionin) and wor( proced$res in different areas# After one year of trainin),
postin) in a certain scale of day is done if fo$nd satisfactory and s$itable to the
concern#
5o an at non7e6ec$tive post in the plant with copetent personal

havin) )rowth potential and to $tili<e their capabilities in wor(in)
environent has to be prooted# 5o otivate non7e6ec$tives and iprove 8ob
satisfaction thro$)h 8ob enrichent, enlar)eent and trainin)# 5o proote a
$ltiple s(ill approach res$ltin) in 8ob fle6ibility and opti$ $tili<ation of
anpower# 5his above r$les will be applicable for prootion to all the re)$lar
non e6ec$tive eployees in "PM Ltd#
Prootion in "PM Ltd# ta(es place only when there is any vacancy or
re%$ireent in the hi)her posts 1cl$sters3# 5here is no tie liit to )et a
prootion in "PM Ltd#
5he recoendation of prootion is ade by departental prootion
coittee after scr$tini<in) the relevant records to ascertain that the
eployees f$lfill the criteria prescribed for the p$rpose# Personal departent
obtain clearance fro vi)ilance departent and iss$e the prootion orders
with the approval of copetent a$thority#
'or e6ec$tives prootion will be )ranted if any vacancy in hi)her

cl$sters# Perforance appraisal syste is the ain eleent to )et a prootion#
Selection Proced$reG
5he interview board has to cond$ct the interview and finali<e

the list of candidates in order of erit# Selection of re%$ired n$ber of
candidates shall be ade o$t of the list after obtainin) final approval fro the
=hief "6ec$tive Officer of the or)ani<ation#
:eotionG
:eotion eans to lower down the order of wor(ers desi)nation# It ay

ta(e place for vario$s cases#
Soeties it is treated as p$nishent# It is $nder the disciplinary action to
a person to red$ce fro $pper post to lower post#
Soeties when two plant white, there is also a re%$ireent to adopt

deotion policy# &$t in "PM, no deotion has been ta(es place so far#
Prootion PolicyG
It is an inherent syste that vacancies in 8obs@ positions arise fro

tie to tie by virt$e of eployees leavin) service i#e# resi)nation,
retireent@terination etc# 5o fill $p the vacancies s$itable placeent@selection
are ade to aintain the hierarchy for sooth f$nctionin) of the
factory@process#
5he prootions are )overned by the ed$cation, ability, s(ill,

copetence, e6perience, erit and len)th of the service can be affected when
there is re%$ireent@ need@ vacancy and shall be decided on the individ$al
s$itability of the concerned eployees# 5he ri)ht an shall be p$t on the
s$itably ri)ht 8ob# 5he prootions cannot be a atter of ri)ht#
5he prootion can be classified in two broad cate)ories#
A# 'or 'illin) Of NacanciesG
In this sit$ation the prootions are affected when there is a

vacancy@ re%$ireent in a specific post@ 8ob d$e to e6it@ displaceent of
eployees for any reason what so ever#
&# 'or otivatin) eployees for o$tstandin) achieveentG
In this sit$ation the prootion is effected to otivate@reward

the eployee for a period of hard, sincere and dili)ent wor( perforances#
S$ch cases are very rare e6cl$sive and the prootions are done where there is
no opport$nity, aven$e, scope and vacancy for $p )radation# S$ch cases are
called “personal )rade prootions! and are basically done where
adinistrative participation of the eployee is also re%$ired over his
s$bordinate# 4hile ipleentin) s$ch prootions it $st be noted that in the

case of wor(ers that he has reached the a)e of . years or if the prootion is
)iven at a yo$n) a)e his f$t$re e6pectations@aspirations ay be a ne)ative
factor@breed fr$stration deisin) his wor( perforance# ;owever, this does
not apply in e6ceptionally o$tstandin) cases# "ven if a wor(er is )iven a
special prootion benefit in certain cases he ay be re%$ired to perfor the
wor( as he was doin) before prootion#
'election procedre for promotion!
5he departental head shall recoend the nae of the eployees to

be prooted and in case there are ore candidates of siilar e6perience@s(ill
coittee coprisin) of @officers@s$periors shall be appointed to select the best
s$itable candidates#
 =onfidential assessent of personJs e6perience achieveent@ ability shall be

ade and service records shall be ta(en into consideration by the concerned
shift s$periors@ in char)e#
 'or electrical trade positions electrical license is a stat$tory re%$ireent b$t
is not a criteria@reason for a$toatic prootion@increents#
 Prootions to all trade 8obs sho$ld be s$b8ect to vacancy and not by erely
lapse of tie#
 Nacancy@ placeent shall be deterined by the departent @ ana)eent
which ay chan)e @occ$r fro tie to tie on the basis of re%$ireent#
 All the prootions shall be effective only after finally approved by the chief
e6ec$tive of the factory#
 In case of non7availability of s$itable person to fill $p vacancy fro the
e6istin) wor(ers notification of vacancies shall be ade with the
eployent e6chan)e#
Prootion Sched$led 'or Process :epartentG
P$lp MillG
;elper II1US3 +yrs ;elper I 1SSII3
;elper I 1SSII3 +.yrs Attendent 1SSII3 Fyrs
r#Operator 1SSII3
r#Operator 1SII3 +-yrs# Operator 1SI3 F#yrs

Sr#Operator 1;S3 personal )rade#
Paper MachineG
;elper 1US3 +yrs# ;elper 1SSII3
;elper 1SSII3 +.yrs# Press@ 4ire boy 1SSI3
4ire boy@ Press boy 1SSI3 +yrs# - nd Assistant
-nd Assistant 1SII3 yrs +st Assistant 1SI3
+st Assistant 1SI3 #yrs Operator 1;S3 Fyrs#
Sr# Operator 1;S3 personal )rade#
'oran 1;IS3 Personal
'inishin)G
;elper 1US3 +.yrs ;elper1SSII3
;elper1SSII3 yrs 'inishers1SII3 +.yrs Sr#'inisher1SI3
Sr#'inisher1SI3 yrs#Line chec(er1SI 2 ;S3
Rewinder @ =$tterG
;elper1SSII3 yrs@ Fyrs Attendent1SSII3 yrs
Attendent1SSI3 +.yrs r#Operater1SII3 yrs

Operater1SI3
Operater1SI3 yrs Sr#Operater Personal )rade
Power PlantG
;elper 1US3 +yrs# ;elper1SSII3
5rainee 1*on I5I3 Mech#@"lect# Asst#5$rbine Operator1SII3
5rainee1I5I# Mech#@"lect#3 yrs# ;elper1SSII3

-yrs#Asst#5$rbine Operator#
Asst#5$rbine Operator1SII3 F#yrs 5$rbine Operator1SI3

+.yrs Sr#5$rbine Operator#
-nd class &oiler Attended1SII3 +.yrs + st class &oiler Attended
+st class &oiler Attended 1;S3 +yrs Sr#&oiler Attended1;SI3

Personal )rade 'orean 1;IS3 Personal )rade#
Mechanical@ "lectrical@ Instr$entation MaintenanceG
;elper 1US3 +yrs# ;elper 1SSII3
;elper1US3 yrs# Khalasi ;elper1SSII3 Fyrs#

Khalasi1SSI3 +.yrs# ;ead Khalasi Ri))er1SI3 Personal
?rade1;S3#
;elper1*on I5I Mech#@ "lect#3 +.yrs ;elper 1SSII3

yrs# r#'itter1SII3
5rainee 1I5I Mech#@ "lect#3 yrs# ;elper1SSII3 +.yrs#

r#'itter1SSII3
r#'itter@ r#"lectrician@ r#Mech#1Inst3@r#4elder@ r# 5$rner@r#=arpenter@ r#

P$p Operator 1SII3 F#yrs# 'itter@ "lectrician@Mech#1Inst3@
4elder@ 5$rner@=arpenter@ P$p Operator 1SI3 +.#yrs#@Senior@
'orean 1;S 2 ;IS3 personal )rade#
Ind$ction and PlaceentG
4hen a candidate 8oins a copany, he@she is in an $nfailiar

environent# ;e has to (now the copany if his potential is to be properly $sed#
;ence, in "ai paper Mills ind$ction pro)ra is )iven $ch iportance# A new
"ployee has to visit all the different departents to (now the process activities of
the concerned departent# It starts ri)ht fro sec$rity activity and all coercial
and technical departents so that he (nows the process as well as interacts with the
people and )ets failiar# ;e learns the r$les and re)$lations of the copany and
the obli)ations on his part# After this ind$ction trainin) which is for abo$t +@-.
days he@she is placed in his parent departent#
Scope of 5rainin)
5his recr$itent policy is for$lated to )ive opport$nities to

the yo$n) inc$bents havin) followin) %$alifications to prepare the for f$t$re
re%$ireent at s(illed and hi)h7s(illed 1wor(er3 level and s$pervisor and en)ineer
level 1staff3#
S(illed and ;i)h S(illed 4or(er =ate)oryG
5he trainees who have passed I5I@Apprenticeship co$rse on

trade 8obs fro reco)ni<ed instit$tions sec$rin) + st division ar(s#
5echnical S$pervisor 1process and "n)ineerin)3@*on 5echnical Staff =ate)oryG
5he inc$bents havin) :iploa@&"@AMI"@&#co sec$rin) +st

division ar(s#
A)eG 5he eployees to be recr$ited as per the aforesaid nors sho$ld be above +E
years of a)e#
5rainin) 'acilitiesG
A conference@trainin) roo with a sittin) capacity of 

persons with all facilities of a$dio@video facilities i#e# white broad, O; pro8ector
and L=: pro8ector with cop$ter is available for the trainin) p$rpose#
5ransferG
?enerally transfer ade in the intra7$nit level in "PM Ltd# 4hen a

power plant was established here, soe eployees were transferred fro paper
achine to power plant# 5ransfer of eployee is not forcible#
5here are two types of trainin)
A# Stat$tory
&# *on Stat$tory
A# Stat$toryG Stat$tory trainin) is a part of vocational trainin) Is iportant for
the areas li(e %$ality, s(ill, $p )radation etc#for this "PM Ltd# ;as started a
trainin) pro)ra in +/// by an o$tside a)ency# &#=#=#ho$dh$ry , a
reo$nted safety cons$ltant coes periodical interval to train abo$t wor(
c$lt$re, prod$ctivity and %$ality#
&# *on Stat$toryG As re)ards to non7 Stat$tory trainin), wor(ers are also
noinated to the pro)ra li(e basic en)ineerin) s(ill, operations for critical
e%$ipents etc# for this daily trainin) pro)ra# "ach departent is
cond$cted abo$t cleanliness, ho$se(eepin) by departent head#
RetireentG
All eployees have to retire fro the 8ob at the a)e of E years
and he@she will be liable to )et all benefits#
5heir is perforance appraisal syste for assessin) the

perforance of eployees and to plan for their developent# 5o increase
awareness of tas(@tar)et and the responsibility of the eployees at all level to
ens$re f$lfillent of copanyJs ob8ective#
Ratin) 'actor 'or 4or(ers P#A# SystesG
5here are five ratin) factors for wor(ers P#A#syste# 5hese are as
G Knowled)e
G >$ality of wor(
G Nol$e of wor(
G &ehavior
G P$nct$ality
5he )radation of P#A# is assi)ned s$ch as e6ceptional, very )ood, avera)e,
ea)er and inade%$ate# 5his P#A# is first recoended by departental head
and then by area ana)er#
Ratin) 'actor 'or StaffG
Ratin) factor for staffs are as
AG Knowled)e
&G Initiative and drive
=G Nol$e of wor(
:G >$ality of wor(
"G Reliability
'G &ehavior
?G =ost conscio$sness
;G P$nct$ality
IG Leave record
G Leadership
DDD
Chapter-3
Theoretical Framework
LITERATURE REVIEW
Meaning of compensaton:-
Compensaton refers o a wide range of nancia ! non-
nancia rewards o empo"ees for #eir ser$ice rendered
o #e oragani%aton&I is paid in #e form of wages' saaries
! empo"ee (enes s)c# as paid $acaton ins)rance '
maerni" ea$e 'free ra$e facii"' retremen (enes ec&
Monear" pa"mens are a direc form of compensatng #e
empo"ees and #a$e a grea impac in mot$atng
empo"ees* &T#e s"sem of compensaton s#o)d (e so
designed #a i ac#ie$es main" + #ings&
,.Capa(e empo"ees are a/raced owards #e
organi%aton
,0.T#e empo"ees are mot$aed for (e/er performance&
,+.T#e empo"ees do no ea$e #e empo"er fre1)en"&
MO5INA5IO*
=opensation
R"5"*5IO* A55RA=5IO*
"L"M"*5S O' =OMP"*SA5IO*

In or)ani<ation wor(ers are copensated in followin) ways
M23T4L5 wages and saar" or oa pa" inc)ding (asic wage'

#o)se ren aowance' dearness aowance' ci" compensaed&

 6on)s a #e end of #e "ear&
 Economic (enes s)c# as paid #oida"s ea$e ! ra$e concession&
 Conri()ton owards ins)rance premi)m&
 Conri()ton owards empo"ee pro$iden f)nd&
 Transpor ! medica facii"&
*&pes of compensation
 6ase compensaton
 7)ppemenar" compensaton
0ase Compensation! 8age and salar&

&ase copensation is the onetary benefits )iven to the eployees in
the for of wa)e or salary#
8age
4a)es ay be defined as a))re)ate earnin) of an eployee for a
)iven period of tie s$ch as day or a wee( or a onth# 4a)es are
basically price paid for the labor in the process of prod$ction#
Payent ade to the labor is )enerally referred to as wa)es# It is
coposed of two parts7the basic wa)e and the other allowances# 5he
allowance incl$des dearness allowance, city copensatory, overtie
pay, and edical allowance etc#
'alar&
It is copensation to an eployee for services rendered on a wee(ly,
onthly or ann$al leaves# It is ann$ally associated with office staff,
s$per7visors, researchers, ana)ers etc# whose perforance cannot be
eas$red directly#
A:MI*IS5RA5IO* O' 4A?"@SALARQ

4a)es and salaries represent a s$bstantial part of total
costs in ost of the or)ani<ations# 5he responsibility of wa)e and
salary adinistration $s$ally lies with the top ana)eent 1 i#e board
of directors3 or the ="O# 5he personnel ana)er plays an iportant
role in deliverin) the wa)e policies and proced$res# 5he )eneral
ob8ective of the wa)e and salary adinistration is as follows#
Conro of #e coss&

Esa(is#men of fair e1)ia(e rem)neraton


Uti%aton of wage and saaries as an incent$e o greaer


empo"ee prod)ct$i"&
 Mainenance of a satsfacor" p)(ic reaton image&
 A/rac and reain aen&
 Comp" wi# ega r)es formed (" go$ernmen&
'pplementar& compensation
S$ppleentary copensation involves 'rin)e benefitsJ offered
thro$)h several eployee services and benefits s$ch as ho$sin),
s$bsidi<ed food, edical aid, crche, etc#
5he basic p$rpose of the frin)e benefits or s$ppleentary
copensation is#
 To a/rac and mainain e8cien #)man reso)rce wi# #e
organi%aton&
 To mot$ae #e #)man reso)rces&
(:it& and Pa& ates

5he need for e%$ity is the ost iportant factor in deterinin) pay
rates# 5his is achieved thro$)h the followin) steps#
9ind #e wor# of eac# o( #ro)g# o( e$a)aton&

Cond)c a wage and saar" s)r$e" o nd w#a o#er empo"ers


are pa"ing for #e compara(e o(s&

 ;ro)p simiar o(s ino pa" grade&
 <rice eac# pa" grade (" )sing wage c)r$e&
 9ine )ne pa" raes&
;o# (%alation
5he worth of a 8ob to the or)ani<ation is deterined thro$)h 8ob
eval$ation# Since the whole process is lar)ely s$b8ective a coittee
is appointed to collect inforation and coe $p with a hierarchy of
8obs accordin) to their val$es#
8age and salar& sr%e&s
4hile 8ob eval$ation ens$res internal e%$ity# A wa)e salary s$rvey
provides inforation as to what other or)ani<ations that coplete for
eployees are payin)#
rop 'imilar $o#s into pa& grades
In this step siilar 8obs 1in ters of ra(in) or n$ber points as
ascertained by the 8ob eval$ation coittee3 are )ro$ped into )rades
for the pay p$rpose# 5he or)ani<ation can now foc$s on9 say +. to +-
pay )rades, instead of pay rates#
Price (ach Pa& rade-8age cr%e
In the ne6t step pay rates are assi)ned to pay )rades thro$)h a wa)e
c$rve# 5he wa)e c$rve shows )raphically the pay rates c$rrently paid
for 8obs in each pay )rade relative to the points or ran(in)s )iven to
each 8ob or )rade#
)ine *ne Pa& ates and Determine wage 'trctre
;ere the eployees fi6 a pay ran)e for each )rade# 5he wa)e str# Of a
copany is nothin) b$t a pay scale showin) ran)es of pay within
each )rade#
'trctre of 8age and 'alar&
&asic  :earness allowance  other allowances
0asic 8age
5he basic wa)e in India corresponds with what has been
recoended by the fair wa)e coittee 1+/0E3 and + th Indian
labor conference 1+/F3# 5he vario$s awards by wa)e trib$nal, wa)e
board, pay coission reports serve as )$idin) principle in
deterine basic wa)e# 4hile decidin) basic wa)e followin) criteria

ay be considered#
,. 7=i need of #e o(&
,0.E>perience need&
,+.?i8c)" of wor= ,maeria as we as p#"sica.&
,@.Training need&
,.Responsi(ii" needed&
,B.4a%ardo)s na)re of #e o(&
Dearness allowance <DA=

It is the allowance paid to the eployees in order to enable the to
face with the increasin) dearness of essential coodities# Instead of
increasin) the wa)e every tie, if there is a rise in price levels :A is
paid to ne$trali<e the effects of inflation# 4hen prices )o down :A
can also be c$t down#
:A is lin(ed to India to three factorsG 5he inde6 factor, the tie
factor, and point factor#
"ther Allowance
&eca$se of increasin) copetition in the 8ob ar(et and )rowin)
awareness on the part of the eployees the list of other allowances
)ranted by eployees is e6pandin)#
A list of the other allowance is )iven#
A/endance
6oo=s
Car
Card ,credi card.
Ci" compensaor"
C)( mem(ers#ip
Comp)er
?ri$er
Ed)caton
9ami"
;ro)p ins)rance
 Lease ra$e
 L)nc#
 Medica
 3ig#s#i
 2$ertme
 <aerni" and maerni"
 <ension
 <ro$iden f)nd
 7er$an
 Ti8n
 Transpor
 Teep#one
 Uniform
DDD
Chapter-4
Data Interpretation and
Analysis
(mplo&ees
5otal n$ber of eployees at "ai paper ills incl$din) peranent

and contract wor(ers are )iven in the followin) fi)$re#
Staff 0.
4or(ers 0E.
=ontract 4or(ers +.E.
5otal -+..
0ar chart shows strength of emplo&ees in different &ears!

ear >> ?? ?1 ?2 ?3 ?4 ?5 ?6 ?@ ? ?>
1164 1154 112? 1?@5 1?4@ 1?33 1?22 1?1 124@ 1@?2 21??
'trength
Altho$)h there had been red$ction in eployeeJs n$ber since +/// $p

to -..B now it has been considerably increased since-..F# 5he
followin) bar dia)ra shows the eployee stren)th in different years#
0asic 8ages!
)or Permanent 8orkers
?rade &asic ;i)hest &asic Lowest

*o# of Person
;i)h S(illed B+/ 0-+

B.
S(illed 0EE -+-.
-0.
Sei S(illed F -/FF
+E.
?radation wise hi)hest and lowest per onth wa)es of wor(ers as on

+#F#-../T
8orkers 8ages to contract
?enerally two types of contract wor(ers are there at "ai Paper Mills9
Old =ontract wor(ers C 0+.
*ew =ontract 4or(er7 BF.
5otal +.E.
"very old wor(er is entitled to )et Rs +-0 per day and every new wor(er
is )ettin) Rs F. per day#
0asic salar& for the consecti%e three &ears!

S(ill ;i)h S(illed Seis(illed
Qear s(illed
-..F /.. -FE. -+-
-..E 0.. .. -E..
-../ B+/ 0EE F
a& diagram shows the #asic wages gi%en in last three &ears
Series7+corresponds to hi)h s(illed,series7- corresponds to s(illed and

series7 corresponds to seis(illed wor(ersT
5he above )raph shows that there has been over . increase in basic
salary in -../ fro the year -..E for hi)h s(illed and s(illed wor(ers#
'or sei s(illed the increase is over -.#
Allowances
5he 4or(er )ets +- ;RA other allowance li(e welfare f$el and
petrol allowance prod$ction allowance ed$cation4ashin)
allowance#
'or hi)h s(illed Rs# +.@7 to+B.@7
'or s(illed Rs# +0.@7 to +0/@7
'or sei s(illed Rs# +EE@7 to +-0E@7
"ther Allowances
+# +- of basic of ;RA to those who are not accoodated in

copanyJs %$arter#
-# 4elfare allowance of Rs#+..@7 per onth to all wor(ers#
# 5ravellin) allowance of Rs# -.@7
0# Prod$ctivity allowance of Rs#E.@7
# *i)ht shift allowance of Rs#0@shift#
B# 4or(ers are )iven loan facility#
F# Attendance incentives -# days basic wa)e for wor(in) . days#
E# Actin) allowances is paid to the eployees when and where
re%$ired Rs#+.@7 per E ho$r wor(in)#
0ons
All the eployees are entitled to )et bon$s# ?enerally it is paid before
:asahara# Str$ct$re of bon$s is -. of basic salary#
8ages for "%ertime
:o$ble of the basic wa)es are paid to peranent copany wor(ers those
who are doin) over tie#
(mplo&ees Pro%ident )nd
+- of basic salary was paid by eployer fro which #BF of basic
)oes to the eployees provident f$nd and E# )oes to eployees
pension f$nd#
Pension )nd
+# E# of basic salary is paid by the eployer towards pension
f$nd#
-# +#+ of adinistrative char)es of basic )o to pension f$nd#
# .# of basic "#:#L#I 1eployees deposit lin(ed ins$rance3 )oes
to pension f$nd#
0# .#.+ "#:#L#I adinistrative char)es )o to pension f$nd#
ratit&
5he eployees who have been wor(in) for at least  years are entitled to
)et )rat$ity# It is calc$lated as
Last basic salary drawn

-B 6+ 6 Period of service
(mplo&ees 'tate Insrance 'cheme

0#F paid to "SI of as eployees share to each eployee#
 Sic(ness benefit
 Medical benefit
 Maternity
 Peranent disableent benefit
 '$neral benefit
.ife Co%er 'cheme
5his schee is only applicable to death case# In case of the death of an

eployee, the wife or children of concerned wor(er will )et a ini$
of Rs#F, ...@7 and also entitled to )et . of pension#
DDD
Chapter-5
Questionnaire
Question Analysis
A n$ber of %$estions were as(ed to vario$s eployees fro vario$s departents#

It incl$des e6ec$tive and non Ce6ec$tive# 5he %$estionnaire is as follows#
+# :o yo$ thin(, copensation is the only way that helps in boostin) the
orale and otivatin) the eployee
A# Qes &# *o =# =anJt say
-# Is the salary bein) )iven to yo$ satisfactory
A# satisfactory &# *ot satisfactory =# ;i)hly satisfactory
# 4hatJs abo$t copensatory syste is it eployee fevered or eployer

fevered
A# "ployee fevered &# "ployer fevered =# =anJt say
0# ;ave yo$ tho$)ht of leavin) the copany, in case copany ref$ses to hi(e
the salary in f$t$re
A# Qes &# *o c# *ot yet tho$)ht
# 4hether salary is paid in the ri)ht tie
A# Qes &# *o
B# Is yo$r salary bein) c$t down when yo$ ta(e a leave
A# Qes &# *o =# :ependin) $pon the n$ber

of days
F# Loo(in) at the provident f$nd and pension f$nd, do yo$ feel yo$r f$t$re is
sec$red
A# Qes &# *o =# =anJt say
E# 5a(in) into consideration of yo$r e6perience and e6pertise, do yo$ feel that had
yo$ been 8oined another copany in the ind$stry, yo$ wo$ld have )et ore salary
than the present one
A# More &# =oparatively ore =# *ot really :# :onJt (now
/# Sho$ld the concept of fle6i tiin) be introd$ced in the copany
A# At the eer)ency case &# "very tie =# *o not at all
+.# Is there any ipact of )lobal slowdown@recession on yo$r 8ob
A# *ot really &# A little bit =# =anJt say
++# In case soeone didnJt perfor $p to the e6pectation, copany red$ced its
salary# ;ow wo$ld yo$ loo( into this iss$e
A# =opany did the ri)ht thin) &# It sho$ld not have done
Anal&sis of the :estions
Anal&sis-1
:o yo$ thin(, better salary is the only way that helps in boostin) the orale and
otivatin) the eployees
)indings- Dring the std& it was fond that @?B emplo&ees said good salar&
is not the onl& wa& that helps in #oosting morale of the emplo&ees ;st 25B
%ote in fe%ered of this
'ggestion- As F. of eployees says )ood salary is not the only way
to boost the orale and otivate the eployees, apart fro )ivin) better
salary ana)eent need to add other facilities to have a well otivated
)ro$p of eployees#
Anal&sis-2
Is the salary bein) )iven to yo$ satisfactory
)indings! BE of eployees are satisfied with their salary# -. of

eployees are partly dissatisfied and +- are totally $nsatisfied#
'ggestion! 'i)$re shows that - of eployees are really a atter of

concern for the copany# So ana)eent need to treat the ri)ht at this
oent, otherwise it will haper the prod$ctivity#
Anal&sis-3
;ave yo$ tho$)ht of leavin) the copany, in case copany ref$ses to

hi(e the salary in near f$t$re
)indings! / of eployees )iven their nod to switch over to other

copany while - replied to (eep patient#
'ggestion! As a8ority of eployees needs better salary in f$t$re#
Mana)eent need to hi(e it periodically#
Anal&sis-4
4hatJs abo$t the copensatory syste
)indings! B replied, it is both eployer and eployees fevered# -.
says, it is eployer fevered, +. said it as eployees fevered, while 
co$ld not answer any thin)#
'ggestion! *o s$))estion#
Anal&sis-5
Is yo$r salary bein) c$t down when yo$ ta(e a leave
)indings! E of eployees said, it is not bein) c$t down# + replied
dependin) $pon the tie and period of leave it is decided#
S$))estionG Apart fro the le)al leave, copany need to )ive leave
those who need desperately witho$t c$ttin) down the salary#
Anal&sis-6
Loo(in) at the provident f$nd and pension f$nd, do yo$ feel that yo$r
f$t$re is sec$red
)indings!
'ggestion! B says their f$t$re is sec$red, =opany need to (eep

their faith in f$t$re#
Anal&sis-@
5a(in) into consideration of yo$r e6perience and e6pertise, do yo$ feel

that had yo$ been 8oined another copany in the ind$stry, yo$ wo$ld
have )et ore salary than the present one
)indings! -+ said ore, - said coparatively ore, -/ said not
really, - co$ld not say#
'ggestion! "ployees sho$ld be paid accordin) to their perforance

and e6pertise and these thin)s sho$ld be co$nicated to the#
Anal&sis-
Sho$ld the concept of fle6i tiin) be introd$ced in the copany

)indings! B replied they want to wor( accordin) to their own tie#
. want to wor( in a partic$lar tie every day# +0 said it sho$ld be
)iven at the tie of eer)ency#
'ggestion! As fle6i tiin) is a new concept in the ind$stry and it
enhances prod$ctivity and boost the orale of wor(in) sho$ld be
introd$ced caref$lly#
Anal&sis->
Is there any ipact of )lobal recession on the salary bein) paid to yo$
)indings! /. said a)ainst this and +. co$ld not able to answer abo$t
this#
'ggestion! It has been fo$nd in the st$dy that there has been no ipact
of )lobal recession on the copany#
Anal&sis-1?
Ma8ority of eployees said copany sho$ld not c$t down the salary#
5hey told %$oted as “we are perforin) better now, in f$t$re if we donJt
perfor o$r salary will be c$t down, this is not be fair!
DDD
Chapter-6
Conclusion
Bibliography
Conclsion
:$rin) y st$dy, analy<in) the copensation syste of the copany
and interro)ation to eployees followin) concl$sion has been drawn#
 4hen an eployee does not )et re$neration

accordin) to his service rendered to the copany,
ne6t tie his perforance level ay decline so there
sho$ld be proper pay to proper wor(#
 An eployee perforin) hi)h $p to the level sho$ld

be rewarded and sho$ld be )iven ore challen)in)
tas( and responsibility for his career advanceent#
 'or low perforer c$ttin) down salary is not the

sol$tion as it enhances fear aon) eployees and
ay leads to low perforance# =opany sho$ld first
find o$t ca$se of the low perforance and find the
way to convert hi as a )ood perforer#
 Incentives, bon$s, per(s, and other allowances boost

the orale and otivate to perfor better# So it
needs to be practiced properly#
 "very or)ani<ation is havin) considerable n$ber of

old eployees# 5hey are ore v$lnerable to stress
re)ardin) their f$t$re that $ltiately leads to lac( of
concentration and low perforance# So every
or)ani<ation needs to have well str$ct$red f$t$re

plan for every eployees that incl$des provident
f$nd, pension f$nd, and ins$rances#
 Perforance related pay and tea based pay
enhances the prod$ctivity of an individ$al so also of
the or)ani<ation# &$t it sho$ld be fair eno$)h to
avoid any (ind of biasness#
 Qo$n) eployees are hi)hly optiistic# 4herever
they )et ore copensation they switch over to
there# So retainin) e6perienced and talented yo$th is
a challen)e and better copensation syste can
really do a lot#
0i#liograph&
Personnel Mana)eent =#&# Maoria
;$an Reso$rce Mana)eent N#S#P# Rao
Or)ani<ational &ehavior L#M# Prasad
Arstron) Michael and

M$rlis ;elen Reward Mana)eent
=opany website 444#"PM#=O#I*

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"A Review of Compensatory

Uploaded by Jagadish Sahu

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This dissertation report submitted as a partial

DEPARTMENT O# B%SINESS MANA1EMENT

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I, Sri ALOK KUMAR PALAI do here

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Alo( K$ar Palai

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5he ;R is very coon thin) with $ncoon attit$de in

&efore few decades ;R f$nctions were basically concentrated

=opensation bein) the sensitive part in the ;R practices

5he basic p$rpose of this research and preparin) report is to

5he whole st$dy has been ephasi<ed in the st$dy of ;R

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 :ata Interpretation and Analysis

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Ind$strial environent is chan)in) very fast owin) to copetitive

In or)ani<ation re%$ires vario$s achineries and aterials to achieve its

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M@s#"#P#M# has ta(en all possible eas$res to prevent occ$rrence

;$an reso$rces developent is a $ltip$rpose process#

'C"P( ") *+( '*,D!

At "ai paper ills, ost of the activities of adinistration, eployee

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 "ployees were apprehensive of secrecy of data and therefore disclosin) the

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eneral information a#ot the nit!

"ai paper Mills Ltd#

BEF anandap$r, e##bypass

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M@s#"ai paper Mills Ltd#was established in year +/E- in a specially

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&alasore re)ion is not seisically active# So there is no

+G Avera)e 5eperat$re7#.c 1a63, +E#B.c 1in3

*he "rgani/ational 'et-p!

5he or)ani<ational set7$p of the factory is as follows# 5he senior

7ame "f *he 'enior "fficers "f *he Compan&!

+GMr#M#&#S# *air Senior President

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Manpower has been defined by soe as leasin) ri)ht n$ber of people

'hift *iming 7oof workers enga/ed

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'trength "f Permanent 8orkers Department 8ise!

'i7o Department 'trength

B# M#S#&#P# p$lp ill7+ +

'C"P( ") +( ',D!

7ame "f he 'enior "fficers "f he Compan&!