The employees are given wage and salary as remuneration against their mental or physical work they have given for the production or for the completion of any process. There are number of theories for determination of wage and salary for the labour. The old concept of wage and salary payment was very tough and rigid as there was no flexibility on wage and salary payment.
INTRODUCTION
There has been rapid change in this, concept in recent years and there has been social and human resource inputs in the wage and salary theories. It is now, understood that the labour must be given adequate salary so that, he could be able to perform his duties perfectly and he could be able to manage his family responsibility in a nice way. This is only possible when he is paid sufficient amount for the work he has done.
Globalisation has brought significant change alomost every field and particularly the industrial process has obtained dynamic changes. Big or small organisations has been widely effected on wage and salary factors. Today, there are two broad segments of industires or corporate units. one is Public Sector Under Taking and second is Private Sector. With the induction of multinational companies in the countries the pay package has also been changed from lower very higher level. The pay package scenario is also facing the national and international competitions. These elements has direct relationship with the status of the labour.
It has been evaluated based on number of studies that the level of satisfaction of the employees who has been paid satisfactory level of pay or even higher pay packages are highly satisfied and they are also highly motivated and become more productive and the best contributors to the organisation.
The wage and salary package or pay structure is framed as per the stability importance, profit and loss, grade and fortune of the organisation.
Most of the PSU’s have there own pay structure which are scientifically structured by the top officers so that the equilibrium between the production and labour is maintained. There has been process of wage revision and change in pay structure as per there time scheduled.
Almost in all the sectors whether it is public or private there are different grades for the executives and non-executives, skill, semi-skilled and un-skilled labourers.
Owing to the rapid environmental change and economic discrimination in market the level of satisfaction of the labours are fluctuating. However, it will be accountable to notice that there is regular demand for pay hike almost from all the catagories of the employees’ which includes the private and corporate sector also.
BSP, as we know, is the biggest public undertaking and it has been identified as the Heavy Steel Industry. It would be prominently to notice the infrastructure BSP where about 34,000 employees are working and there are about 55 different factories functioning together for the production of steel. BSP is the one and only producer of some of the industrial products, such as 260 meter long Rail, Pig Iron, Plates for Defence and shipyard, Merchant items (Wire Rod, Beam, Channel etc), Tar, Sulpher, Benzene, Benzol, are some of the products of Bhilai Steel Plant. The existing production capacity of BSP is 4 MT. It is also providing the best medical, educational and housing facilities to the employees.
The successful and glorious record of BSP which had begged no. of awards including Primeminister’s Trophy shows that the employees of BSP are highly satisfied with the facilities as well as with the wage, salary and incentives given, to the employees.
However, the researcher will try to find out the inner and undiscovered perception of the employees on the level of satisfaction on their pay packages with the context to number of emotional elements. Through this study, so that the real picture on perception of the employees on their level of satisfaction compaired with their wage and salary, can be evaluated.
QUESTIONNAIRE
(Both for Executive and Non-executive)
Dear Sir/Madam
We are student of M.B.A. and we are doing our Project Report on the subject. We shall be thankful to you for your co-operation by giving reply of the following questions given below.
Your replies will be kept secret and will be used only for the study purpose.
Thank you.
Mohan
Munkanti
(M.B.A.-I)PART-I PERSONAL PROFILE
- Name (Optional) : ___________ 2. Designation : _
- Grade (S1–S4) (S5-S7) (S8-S10) 4. Deptt/Section : __
(E0-E3) (E4-E5) (E6 & Above) - Qualification : (i) Academic : Non Matric/Matric/Graduate/PG (ii) Tech. : B.E./Diploma/Other
- Age : Below : 30, 30-40, 40-50, 50& above.
- Length of Service in the Plant : _______________
PART-II QUESTION ON THE SUBJECT
Q1 D;k vkidks deZpkjh lq>ko ;kstuk dh tkudkjh gSA Are you aware of Employees Suggession Scheme? gkW@ugha@dg ugha ldrs Yes / No / Can’t Say
Q2 bl ;kstuk dh tkudkjh vkidks dSls feyh? How did you came to know about suggession scheme? lg;ksfx;ks ls@ vf/kdkfj;ks ls@ iksLVj ls@ vU; ek/;e ls Co-workers / Incharge-Officers/ Posters / Other Source
Q3 D;k vkidks lq>ko ;kstuk dh izfdz;k ds ckjs esa iwjh tkudkjh gSA Are you fully aware of the process of Employees Suggession Scheme? gkW@ugha@dg ugha ldrs Yes / No / Can’t Say
Q4 D;k vkius lq>ko ;kstuk esa Hkkx fy;k gSA Did you ever participate in suggession scheme? ;fn gkW (if yes) rks fdruh ckj &&&&&&&&& gkW@ughas Yes / No ges’kk (Always) dHkh dHkh (Sometime) dHkh ugh (Never)
Q5 vki fdl {ks= esa lq>ko nsus esa :fp j[krs gSaA In which area you are interested to give suggessions? mRiknu@ xSj mRiknu izca/ku@ lsok;sa @vU; Production / Non Production Management / Services/Other
– 2 –
Q6 D;k vkids vf/kdkjh vkidks bl ;kstuk esa Hkkx ysus gsrq izksRlkfgr djrs gSaA Do your officer encourage you to participate in the suggestion scheme? ges’kk@dHkh dHkh@dHkh ugha Always / Sometime / Never
Q7 D;k izca/ku }kjk lq>koksa dk fdz;kUo;u fd;k tkrk gSA Do your suggestions are implemented by the management? iwjh rjg@vkaf’kd@fcydqy ugha Fully / Partially / Never
Q8 D;k vkids fopkj esa ^lq>kko ;kstuk^ deZpkfj;ksa ds fy;s ykHkizn gSA Whether the suggestion scheme is beneficial for the employees? gkW@ ugha@ dg ugha ldrs Yes / No / Can’t Say
Q9 lq>ko ;kstuk esa fn;s tkus okys iqjLdkj ls D;k vki larq”V gSaA Are you satisfied with the prize (cash or certificate) give to the winners? iw.kZr;% larq”V@ larq”V@ vlarq”V Fully Satisfied / Satisfied/ Dissatisfied
Q10 D;k vki vius foHkkx esa lq>ko ;kstuk ds fdz;kUo;u dh izfdz;k ls larq”V gSa Are you satisfied with the implementation and fulfilment of suggession scheme in you department. larq”V@ vlarq”Va@ dg ugha ldrs Satisfied / Dissatisfied / Can’t Say
Q11 lq>ko ;kstuk dk lcls egRoiw.kZ mn~ns’; D;k gSA Which one is the most important subjective of the suggestion scheme? lajpukRed lksp iSnk djukfodkl esa vkSj vf/kd Hkkxhnhjh cko ls izca/ku dks fu.kZ; ysus esa lgk;rk feyrh gSA Imployees suggestion is helpful in decision making process to the management lger@ vlger@ dg ugha ldrs Agree / Disagree / Can’t Say
Q13 bl ;kstuk dks vkSj vf/kd mi;ksxh cukus gsrq vkids lq>koA
Your valuable suggestions to improve this suggestion scheme.
“EMPLOYEES PERCEPTION ON PAY PACKAGE”
A Study on level of satisfaction of the employees on pay package in Bhilai Steel Plant
QUESTIONNAIRE
(Both for Executive and Non-executive)
Dear Sir/Madam
We are student of M.B.A. and we are doing our Project Report on the subject. We shall be thankful to you for your co-operation by giving reply of the following questions given below.
Your replies will be kept secret and will be used only for the study purpose.
Thank you.
Mohan
Munkanti
(M.B.A.-I)PART-I : PERSONAL PARTICULARS
- Designation : ___________ 2. Grade : _
- Deptt/ Section : ________ 4. Qualification : (i) Academic __ (ii) Tech. _
- Age : ________________ 5. Length of Service (years) __
PART-II : YOUR PERCEPTION ABOUT THE SUBJECT
Q. NO. Perception Highly Agree Agree Dis- Agree Highly Disagree
- Your contribution is very valuable in the production. mRiknu esa vkidk egRoiw.kZ ;ksxnku gSA
- Working condition in the organisation is very tough and dangerous. la;a= esa dk;Z dh fLFkfr vR;ar dfBu ,oa [krjukd gSA
- I am satisfied with my pay package and other benefits given to the employees. eSa vius osru rFkk vU; lqfo/kkvksa ls larq”V gwWaA
- The gradation system of pay scale in BSP is adequate for the employees. ch-,l-ih- esa deZpkfj;ksa ds fy;s osru fu/kkZj.k dh izfdz;k mfpr gSA
- There is large difference between the pay scale of Executives and Non-Executives. vf/kdkfj;ksa ,oa deZpkfj;ksa ds osru esa vR;f/kd varj gSA
- I am satisfied with the incentive given to me. eSa ch-,l-ih- }kjk fn;s x;s bUlsafVo ls larq”V gwWaA
- The difference in incentives between Exe. and Non-Exe. should be equalised. vf/kdkfj;ksa ,oa deZpkfj;ksa ds e/; bUlsafVo ds vUrj dks cjkcj dj nsuk pkfg;sA
Q. NO. Perception Highly Agree Agree Dis- Agree Highly Disagree - I am getting right salary for the hard work I am doing. eq>s esjs }kjk fd;s x;s dfBu dk;Z dk mfpr osru fey jgk gSA
- My salary is comparably high to the salary of other organisation. vU; laLFkkvksa }kjk fn;s x;s osru ls eq>s izkIr osru rqyukRed :i ls vf/kd gSA
- I am confident and sure that with my salary I will be able to take good care of my family. eSa iw.kZ vk’kkfUor gwW fd izkIr osru ls eSa vius ifjokj dh ns[kHkky dj ldwWaxkA
- I am able to save some amount from my salary for my future needs. vius osru ls eSa dqN iSls vius Hkfo”; ds fy;s cpk ysrk gwWA
- I am satisfied with the wage revision and present pay structure. osru iqu% fu/kkZj.k dh izfdz;k ls rFkk orZeku osru <kWps ls eSa iw.kZ larq”V gwWaA
- Pay anamoly of the employees are quickly settled in BSP. ch ,l ih esa osru dh folaxfr;kW rRdky nwj dj nh tkrh gSA
- Fulfilment of organisational objective are more important then personal pay and salary. esjs lkeus osru ls vf/kd dkj[kkus dk fgr iwjk djuk vf/kd egRoiw.kZ gSA
- Our Trade Union is quite competent and reliable for pay revision. gekjh VªsM ;wfu;u deZpkfj;ksa ds osru iqu%fu/kkZj.k dh izfdz;k ds fy;s l{ke ,oa fo’oluh; gSA
- Wage and Salary determination for BSP should be made separately from other SAIL unit. lsy dh vU; bZdkbZ;ksa ls ch-,l-ih- dk osru fu/kkZj.k vyx dj nsuk pkfg;sA
- Pay fixation rules should be made flexible as per the performance of the employees. vPNs deZpkfj;ksa ds vPNs dke ds vuqlkj osru fu/kkZj.k ,oa bUlsafVo dh izfdz;k dks vf/kd ykspnkj cuk;k tkuk pkfg;sA
- I think most of the promises given by the H.O.D. to the employees are not fulfilled. esjs fo”k; esa foHkkxk/;{k }kjk fd;s x;s okns iwjs ugha fd;s tkrs gSaA
- Please give your valuable suggession make the wage policy upto the maximum satisfaction of the employees. d`i;k viuk dherh lq>ko fy[ksa ftlls fd deZpkfj;ksa dks vf/kdre larqf”V izkIr gks ldsA &&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& &&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&
SUGGESTIONS GIVEN BY THE RESPONDENTS
Pay Revision should be done timely with justified pay structure.
The management should keep positive thinking towards the employees.
Excessive wage and incentive difference between Executive and Non-executives should be minimized.
Hazardous and hard working conditions should be considered when incentives are given.
The incentive policies should be made flexible pertaining to the efficacy of the employees.
Wage policy should be made more transparent.
The employees trade union should be honest and reliable on pay fixation matter.
BSP should be separated from SAIL on pay and incentive structure.
The non-executives should be given fuel allowance for car.
The administration should be aware of pay discrimination and various pay anomalies.
The HR climate of the organisation should be developed in such a way so that, people can have faith and trust in the management.
FINDINGS
I. FAVOURABLE ASPECTS :
The employees are proud of being the major contributors in the process of production.
Partially, the employees feel that working in the organisation is dangerous.
Average employees of the plant are satisfied with the salary given to them.
On incentive matter, the employees are partially satisfied and partially dissatisfied.
The maximum employees are confident that there is great social security for their companies with the salary they are getting.
The average employees are in a position to save some money for their future from their salary.
II. NEGATIVE ASPECTS :
The employees find large difference between the pay scale of executives and non-executives.
The maximum respondents have great desire that the difference of the incentive between executive and non-executives should be equalized.
The employees are not satisfied with the process of pay revision and their pay structure.
The employees do not have faith any trust on the trade unions for pay revision process.
The majority of employees have great desire that BSP should be separated from other SAIL units on wage revision process.
Majority of employees want that pay fixation rules or incentive rules should be made flexible on the performance of the employees.
The employees find most of the promises given by the HOD’s to the employees (regarding awards) are not fulfilled.
RECOMMENDATIONS
The employees sentiment should be recognised as they feel that they are the major contributor in the process of the production.
The large difference in the pay scale between executives and non-executives should be narrowed.
The difference of incentives between executives and non-executives should be minimised as all equally contributed for the excellent performance of the organisation.
The recongised trade union should be quite competence and reliable in the process of pay fixation issues.
The pay fixation process for BSP employees should have separate identify seeing the best performance of the employees.
The incentives should be made more flexible pertaining to the best performance of the best employees.
The HODs should try to keep their promises fulfilled about awards and honour given to the employees.
CONCLUSION
Wage and salary phenomenon has always been a very crucial and sensitive matter for the organisers. This phenomena is ever changing as per the environmental and situational change. Globalisation has brought many challenges before the organisations pertaining to level of wage and salary and working conditions. The existing scenario is highly demanding in the context to the quality and cost reduction. These factors have concrete relatedness with the moral and personal satisfaction of the employees.
The analysis of this study has brought positive and negative perceptions of the employees about their salary and incentive benefits. It has been accepted by majority of employees that they are the great contributors in the process as productions and their job is very tough and dangerous. But they are almost satisfied with the salary they are getting.
It is of great pride, on the part of the employees and the work culture of this organisation that fulfilment of organisational objectives are prior to the their pay and salary.
This trend can be considered as the most favourable and positive factor when we analyse, the excellence performance of the organisation.
Most of the employees in BSP are able to manage their families with the salary they are getting and they are also able save some money for their future. By thus, it can be considered that there is strong feeling of social securities amongst the employees.
This study, has revealed some of the discouraging factors on this issue. It is obvious that the large difference of pay structure and incentive should be narrowed as the process of production is a combine effort of the employees. Similarly, the wage and incentive rules should be made a little flexible. So that, the excellent performance of the employees can be rewarded. It is also necessary that the authorities should try to fulfill their promises which they might have given to the employees.
Finally, we can say that the performance of BSP was commendable when there was great recession and almost all PSU’s had been running under loss.
Therefore, the strong appeal given by the respondents that there should be a different identify on wage fixation for BSP and it should be taken seriously. The employees are fully dependent on the trade union as they have been authorised to bargain with the management, the trade union should be quite competent and reliable to fulfil to genuine and justified demand of the employees.
BIBLIOGRAPHY
Indian Relations – By Arun Monappa (Tata McGraw-Hill)
Work Visit Notes – BSP Publication
SAIL News – BSP Magazine
Personnel Manual – SAIL Publication
Personal Dept. BSP – Publication from Personnel Deptt.
State Office – BSP
Central Library – BSP
Personnel Management – by Dr. C.B.Manoria
Personnel Management and Industrial Relations
– by Dr. Verma & Agrawal
The History of Bhilai – by N.R. Srinivas (Published by BSP, SAIL, Bhilai)
The road begins at Bhilai – by K.Krishna Moorthy, (Published by Technology Books, Madras)
Major Landmarks – BSP Publication.
Awards & Accolades
Bhilai Steel Plant has excelled in all walks of life, be it technology, quality, environment or socio-cultural, some of the prestigious awards bugged by BSP are as follows :
Prime-Minister Trophy for best Integrated Steel Plant in India – Won five times science its inception in the year 1992-93.
National Energy conservation Award in the integrated steel sector won for 1994, 1996, 1998 & 1999.
IIM National Quality Award winners in ferrous category during 1995-96, 1997-98 and 1999-2000.
BIS Rajiv Gandhi National Quality Award won twice in recent years.
IOD Golden Peacock National Quality Award won thrice in recent years.
INSSAN award for employee suggestions six times in last seven years.
SAIL paryawaran Awards for all the six times (this award was given from 1992-93 till 1997-98), for best environmentally managed Integrated Steel Plant. Several Paryawaran Awards have also been won by captive mines and SMS-I of BSP.
Indo-German Green Tech. Environment Excellent Award for the year 1999-2000.
Lal Bahadur Shastri Memorial Award for the year 2000-2001 for “Best Pollution Control Implementation Gold Award”.
Dalli Mines has bagged National Safety Award for a record seven times.
National Award for best pay rolls savings group in public sector for 1999-2000 and thrice earlier as best Sanchayika Award.
Washeshari Devi Bhatia Memorial Charitable Trust Award for the year 1999-2000 for outstanding social work won by Bhilai Mahila Samaj.
Steel Ministers Trophy for the longest accident free period during 1995-96 in the integrated steel plant category.
BTI adjudged the best Training Establishment in northern zone by All India Regional Council several times.
Padam Bhushan – Awarded to Smt. Teejan Bai, Pandwani Singer.
Prime Minister’s Shram Awards Since inception of the award (1985) – Total 25 won as follows :
Shram Ratna : 08
Shram Bhushan : 09
Shram Vir : 04
Shram Shri : 04
Vishwakarma Rashtriya Puruskar : 188
Arjun Award : 02
Apart from the above, numbers individuals group awards have been won time to time by BSP employees at National level in the field of Quality Circles, Management, Metallurgy, Sports & Cultural Activities, etc.
