STPR

Summer Training Project Report
On
The Study of Company Overview: Exploring the Host Organization's

HR Practices and Culture
At
Larsen & Toubro Finance Ltd
Submitted in partial fulfilment of the requirements for the award of the
degree of
Masters of Business Administration
Submitted by Submitted to
Satyam Tiwari Mr Rahul Srivastava

Semester 3 (Assist. Professor)
Roll no.
2200110700184
UNITED INSTITUTE OF MANAGEMENT

UNITED INSTITUTE OF MANAGEMENT
A-31 UPSIDC Industrial Area, Naini, Prayagraj – 211010
Ph. 0532–2686070. 2686090 Fax 0532-2687147
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This is to certify that Satyam Tiwari Roll No 2200110700184 student of MBA 3rd Semester
of our institute has undergone Summer Training as per details mentioned below:-
 Organization - Larsen & Toubro Ltd. (Finance)
 Project Title - The Study of Company Overview: Exploring the Host
Organization's HR Practices and Culture. He has carried out the training under my
supervision and has completed the same in conformance with / partial fulfilment of
the provisions of AKTU, Lucknow.
The work is original and has not been submitted anywhere else in any manner.
Signature……………………………………………..
Name Mr/Ms/Dr…………………………………..
Date……………………………………………………..
Department of Business Administration
Counter signed
Signature…………………
(Prof. K. K. Malviya)
Principal Date…………..……..……
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Declaration
I undersigned Satyam Tiwari a student of United Institute of Management MBA III Semester
declare that summer training project report titled
“The Study of Company Overview: Exploring the Host Organization's HR Practices
and Culture” is a result of my own work and my indebtedness to other work publications,
references if any have been duly acknowledged. If I am found guilty of copying and other
reports or published information and showing as my original work, I understand that I shall
be liable and punishable by Institute or University, which may Fail in examination, repeat
study and re submission of the report or any other punishment that institute and university
may decide.
Signature:
Name of Student: Satyam Tiwari
Student Roll no: 2200110700184.
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Acknowledgment
Presentation inspiration and motivation has always played a key role in the success of any
venture.
I express my sincere thanks to Prof. K. K. Malviya, Principal, of United Institute of

Management.
I pay my deep sense of gratitude to Dr. Rohit Kumar Vishwakarma, HOD of UIM to
encourage and guide me in of United preparing this report I am also helpful to my friends,
parents and siblings in helping me and completing this report
I feel to acknowledge my indebtedness and a deep sense of gratitude to my guide Assistant

Prof. Rahul Srivastava whose valuable guidance and supervision has helped me in
completing this report.
Satyam Tiwari
2200110700184.
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Preface
This report documents my enriching journey as a Human Resource intern at Larsen & Toubro
(L&T) Company during the summer of 2023. It encapsulates my hands-on experience,
insights gained, and lessons learned while immersing myself in the dynamic world of human
resource management within one of India's leading engineering conglomerates.
L&T, a renowned name in the engineering and construction industry, has always stood as a
beacon of innovation, excellence, and sustainable growth. During my time as an intern, I had
the privilege to be a part of L&T's Human Resource team, an integral force responsible for
nurturing talent, fostering a thriving work environment, and driving the organization's success
through its people-centric approach.
This report is designed to offer a comprehensive overview of the tasks, projects, and
experiences I undertook during my internship. It provides an insight into L&T's HR
strategies, practices, and policies, shedding light on how they contribute to the company's
operational efficiency and employee well-being.
Throughout the internship, I worked closely with HR professionals who generously shared
their expertise, guidance, and mentorship. Their insights not only contributed to my
understanding of the HR field but also reinforced my passion for fostering a harmonious
relationship between employees and the organization.
As you navigate through the pages of this report, you will find a detailed exploration of
various facets of HR management, including talent acquisition, employee engagement,
performance management, diversity and inclusion, and more. Each section presents my
observations, analyses, and reflections on the activities I was involved in, as well as their
broader implications for both L&T and the HR industry at large.
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I extend my heartfelt gratitude to everyone at L&T who supported and facilitated my internship
experience. Their openness to share knowledge, encourage exploration, and engage in meaningful
conversations has undoubtedly enriched my understanding of HR practices.
I hope this report serves as a valuable resource for readers interested in gaining insights into
the intricacies of HR management within a prestigious organization like L&T. May it inspire
future interns, professionals, and academics to delve deeper into the world of human resource
management and its profound impact on organizational success.
Satyam Tiwari
United Institute of Management
Date:
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Table of Content
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8
Chapter -1
Objective of Study
Objective of Study
 To understand the compensation structure of organisation..
 To understand types of social security majors in the organisation
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Chapter- 2
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Review of literature
Compensation Management and Employee Wellbeing of

Academic Staff in Ugandan Private Universities during COVID-
19 Lockdown
By Wilson Mugizi, Joseph Rwothumio and M.Amwine
Kyambogo University , Uganda

Article publication date: 1 Jan 2021
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Abstract
This study examined the impact of compensation management on academic staff's employee
well-being in private universities in Uganda during the COVID-19 lockdown. Two
dimensions of compensation management considered were compensation determination and
compensation administration. Employee well-being was studied in terms of psychological
well-being, social well-being, workplace well-being and subjective well-being. This study
used a cross-sectional design on a sample of academic staff from five private universities.
Factor analysis was used to identify key items of compensation management and employee
well-being, followed by descriptive, correlation and multiple regression analyses. Multiple
regression analysis assessed the magnitude and strength of the impact of compensation
management on employee well-being. The results supported the hypotheses on the influence
of compensation determination and administration on employee well-being. Therefore,
compensation determination and administration are important in enhancing the academic
staff's well-being in private universities in contingent situations such as COVID-19
lockdown. In managing compensation issues in contingent situations, managers of private
universities should determine and administer compensation considering employees' interests.
This study adds to the scanty literature on compensation management and employee
wellbeing. It identifies compensation management factors that organisations should consider
to promote employee well-being in contingent situations are the principal features of the
process of an HRM system, even in cases where the organisation is operating under an
economic crisis environment.
COMPENSATION MANAGEMENT AND EMPLOYEES’

MOTIVATION IN THE INSURANCE SECTOR: EVIDENCE
FROM NIGERIA
By Abayomi Olarewaju Adeoye
FACTA UNIVERSITATIS – Economics and Organization

Article publication date: 16/ 2019
Abstract
Reimbursement has been one of the frameworks adopted in organisations to attract, hire and
keep competent employees that will strategically key in to the firm’s vision, task and goals.
Retaining skillful employees in officialdom is imperative for the progress and enrichment of
general operation of a firm. Staff that is well motivated will strive to ensure that competitive
advantage goal of the organisation is sustained and achieved over their competitors. The aim
of this paper is to explore the association between compensation management and
employees’ motivation in the insurance sector of Nigeria. This study employed a non-
experimental design using questionnaires as a measuring instrument to gather information.
There were 250 questionnaires administered, 213 collected while 212 (84.4%) thereof were
found to be usable. By employing the Pearson product moment correlation coefficient, it was
discovered that association exists between reward administration and workers’ motivation but
a weak one. It was revealed that in Nigeria insurance industry, compensation management
bears a minimal influence on the enthusiasm of workers’. It is hence recommended that
remuneration package of employees’ in the insurance industry in Nigeria should be given
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priority by carrying out periodic review of the salary and making it at par with other
industries in the financial sector of Nigeria.
Compensation Management And Organizational Performance a

Study Of Selected Pharmaceutical Companies In Awka, Anambra
State.
By Dr. Ebele .M. Onwuka, Dr. Faith Onwuchekwa
Article publication date: (September. 2018)
ABSTRACT
 The realization of organizational objectives is in most cases achieved through the human
resource asset and there is need therefore to enhance the commitment of employees to
the organization. Hence identification of all possible factors that increase employee
commitment is of utter importance. Indeed the compensation policy is an important
element of human resource management. It influences decision of potential employee to
join an organization and determines employer-employee relationship after employee
joins the organization. The compensation policy should in addition encompass both
monetary and non-monetary rewards paid to employee in exchange of the services
rendered while taking into consideration employment contract, competence and skills.
This study aimed at establishing the influence of compensation policy on employee
commitment of selected pharmaceutical companies in Anambra state. Primary data was
collected using selfadministered questionnaire and the data was analyzed by use of
Pearson product correlation. The data was presented using simple percentage table.
Generally, the study found that pay for performance policy was the popular
compensation. It was also established that the compensation policy influences employee
commitment owing to the level of relationship established between the variables and this
led to enhanced performance, trust in management and strong relationship in the
organization. Further, the cash rewards were reflective of individual skills and effort
which included allowances for extra duties and responsibilities. The employees’
compensation included pension schemes; personal security through illness, health or
accident insurance covers; safety in work environment, financial assistance for loans,
purchase of organizational products and work life.
OBJECTIVE OF THE STUDY.
The main objective of this study is to investigate the impact of compensation

management on the performance of pharmaceutical companies in Awka, Anambra
State. The specific objective is to enquire if there is relationship between
compensation policy planning and employees commitment
RECOMMENDATIONS
The following recommendations are provided for high performance based on the
finding of this study: This study found that compensation policy has a significant
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relationship with employees commitment. It is therefore recommended that: 1.
Appropriate and equitable compensation policy should be designed to facilitate
increased employees commitment. 2. The policy should be assessable to all/potential
employees
Perceived organizational support:

By Rhoades, Linda Eisenberger, Robert
Journal of Applied Psychology
Article publication date: 2018
Abstract
The authors reviewed more than 70 studies concerning employees' general belief that their
work organization values their contribution and cares about their well-being (perceived
organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial
treatment received by employees (i.e., fairness, supervisor support, and organizational
rewards and favorable job conditions) were associated with POS. POS, in turn, was related to
outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization
(e.g., affective commitment, performance, and lessened withdrawal behavior). These
relationships depended on processes assumed by organizational support theory: employees'
belief that the organization's actions were discretionary, feeling of obligation to aid the
organization, fulfillment of socioemotional needs, and performance-reward expectancies.
(PsycINFO Database Record (c) 2016 APA, all rights reserved).
Shaping individual preferences for social protection: The case of

platform workers .
By Bogliacino , Cirillo , Valeria Codagnone , Cristiano Fana
First published: 2019
Publisher by Scuola Superiore Sant'Anna, Laboratory of Economics and Management

(LEM), Pisa
Abstract
Workers who perform their occupations through platforms are becoming an increasing share
of the labour force. The debate is polarized between those arguing for platforms as an
instrument to increase flexibility and labor force participation, and those who see it as a
further mechanism to increase Non Standard Work (NSW). This debate is policy relevant
because in either case, platform participation is associated to a difference in terms of
willingness to contribute to the social security system. Nevertheless, the evidence is scant
because we lack reliable data sources. In this contribution, we use a dedicated survey to
estimate Willingness to Pay (WTP) for social security and estimate the causal impact of
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platform participation using a selection on observable strategy. We found that platform
workers are less disposed to contribute to social security, although perception of accessibility
and adequacy are not affected. Results are robust to specifications and multiple hypotheses
testing.
The role of organisational culture in enhancing the human capital

applied study on the social security corporation
By Abdallah Mishael Obeidat , Shadi Habis Abualoush , Hani Jazza, Irtaimeh Aminah
A. Khaddam and Khaled Adnan Bataineh
Fist published 13 Sep 2018
Abstract
This study aims to investigate the impact of organisational culture on human capital in Social
Security Corporation in Jordan; data were gathered from 150 employees working at Social
Security Corporation in Jordan. Multiple regression analysis was conducted to test the
research hypotheses, the results of the analysis showed that organisational culture had a
positive effect on human capital. The results also showed that trust, reward systems and trend
toward participation, had a positive effect on human capital. The results revealed that
information system dimension did not have a significant impact on human capital. In light of
these findings, study thus provide many implications of researchers and managers despite the
presence of some limitations.
Compensation Management and

Employee Job Satisfaction: A Case of
Nigeria
By Abayomi Olarewaju Adeoye
Fist published 11Oct 2017

Abstract
Human resources are the pivot of organisational effectiveness and the greatest asset that an
organisation can possess. The retention of skilful and well equipped workforce in an
organisation is pertinent to the growth and overall performance of an organisation. The
satisfied employees’ surely contribute to the organisation to achieve its competitive
advantage over its competitors. The present study is an attempt to investigate the relationship
between compensation management and employees’ job satisfaction in Nigeria’s Insurance
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Sector. The instrument used in information gathering was questionnaire. In all, 250
questionnaires were administered to the employees’ of an insurance company, 213 were
retrieved and 212 were found usable for response rate of 84.4%. The statistical analysis
revealed that compensation management and employees’ job satisfaction are significantly
correlated though weak and that compensation management have an impact on motivation
and job satisfaction of employees’. Implications of the study for managers in the perspective
of HR practices have been highlighted and recommendations are offered.
COMPENSATION MANAGEMENT: A THEORETICAL PREVIEW
By DR. B. C. M. PATNAIK; PRABIR CHANDRA PADHI
Fist published 2014
ABSTRACT
Compensation is a systematic approach to providing monetary value to employees in

exchange for work performed. Compensation may achieve several purposes assisting in
recruitment, job performance, and job satisfaction. An ideal compensation management
system will help you significantly boost the performance of your employees and create a
more engaged workforce that’s willing to go the extra mile for your organization. Such a
system should be well-defined and uniform and should apply to all levels of the organization
as a general system.. Plus you’ll enjoy clearer visibility into individual employee
performance when it comes time to make critical compensation planning decisions. With
effective compensation management you’ll also enjoy clearer visibility into individual
employee performance when it comes time to make critical compensation planning decisions.
These performance appraisals assist in determining compensation and benefits, but they are
also instrumental in identifying ways to help individuals improve their current positions and
prepare for future opportunities. Human Resource is the most vital resource for any
organization. It is responsible for each and every decision taken, each and every work done
and each and every result. Employees should be managed properly and motivated by
providing best remuneration and compensation as per the industry standards. The lucrative
compensation will also serve the need for attracting and retaining the best employees.
KEYWORDS: Human resource, Compensation, Organization, Management, Compensation
Policies.
Compensation Management and Its Impacts on Organisational Commitment
By Cross Ogohi Daniel
Fist published 2 Feb 2019
Abstract Identifying all possible factors that increase organizational commitment is of utter
importance to organizations as the realization of organizational goals and objectives is an
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organization’s main purpose. There is a need therefore to motivate and enhance the
commitment of employees to the organization since they are the building blocks and driving
force of any organization. Indeed, compensation management is an important element of
human resource management because it influences the decision of potential employees to join
an organization and also determines the employer-employee relationship after employees
become a part of the organization. Compensation management should also include both
monetary and non-monetary rewards provided to employees in exchange for the work they do
or the services they render. This study aimed at establishing the impact of compensation
management on the organizational commitment. Recommendations were made that
Organisations in Nigeria such could come together and develop consistent compensation
policies that will improve organisational commitment. This could bring about consistency
and stability in the compensation management of all employees throughout organisations in
Nigeria therefore, leading to conformity in the overall level of employee commitment
experienced towards the entire organizations. Keywords: Compensation, Management,
commitment and organization
Bstract Human resources are the pivot of organisational effectiveness

and the greatest asset that an organisation can possess. The retention of
skilful and well equipped workforce in an organisation is pertinent to the
growth and overall performance of an organisation. The satisfied
employees’ surely contribute to the organisation to achieve its competitive
advantage over its competitors. The present study is an attempt to
investigate the relationship between compensation management and
employees’ job satisfaction in Nigeria’s Insurance Sector. The instrument
used in information gathering was questionnaire. In all, 250
questionnaires were administered to the employees’ of an insurance
company, 213 were retrieved and 212 were found usable for response
rate of 84.4%. The statistical analysis revealed that compensation
management and employees’ job satisfaction are significantly correlated
though weak and that compensation management have an impact on
motivation and job satisfaction of employees’. Implications of the study for
managers in the perspective of HR practices have been highlighted and
recommendations are offered.
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TOPIC OVERVIEW
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Compensation Management:
Compensation Management as it is known today has been a very important source of
attracting, retaining and motivating the required human resource for any organization.
Although most employees specially at middle and senior levels claim that money does
not play a very important role in their decision to change or to stay in an organization but
in reality it is the money which motivate most of the employees .
The employees need to be compensated for the services which they render to an
organization. It is not easy to workout suitable compensation package for the employees
and keeps them satisfied. The experience is that the employees mostly remain
dissatisfied with whatever wage or salary they are paid by the employers.
Therefore, the job of wage and salary administration has been complex and subtle, and
littered with techniques to reduce the complexity and cope with the subtleties. Hence
various methods to compensate the employees have been deployed but without success.
Incentive payment schemes, at times have been considered as the answer to most
problems.
The methods of appraisal of employees have been worked out to match the performance
of the employees with proper compensation, but without complete success.
These days, the organizations are also beset with the problem of ‘take home salary’
concept. The employees are no more interested in knowing how much the company is
spending on each of them but they are keen to known how much would be available to
them in their hands.
This had brought into sharp focus the question of income tax planning. The organizations
are findings newer and newer methods to help employees in planning their tax liability or
how to minimise the tax payment by the employees. On the other hand the Government
has been finding out the loopholes in income tax structure to plug the same.
Recently, there have been a number of cases where very large organizations have been
caught for not deducting tax at source properly. As a result, today we find that the
number of components of the compensation have been increased and the nomenclature of
some of these components have been changed to keep the same out of income tax net by
the management under pressure from their employees.
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However, these efforts have not proved very helpful to the management as it continues to
remain under stress – whether the methods being used in compensation, are part of tax
planning or tax avoidance and at the same time, is it able to satisfy the employees and
maintain positive image among its employees as well as in the society at large or not.
There is no doubt that the employees work for compensation in terms of money and their
attempt is always to maximise the same. The employees, therefore, are anxious to
minimise the income tax incidence.
The employees work for rewards and the employers seek higher productivity to keep cost
per employee low. A balance is to be struck between these two parties – employer and
employee with regard to compensation.
The compensation should be designed in such a fashion that the organization is able to
attract, motivate, and retain competent employees and at the same time the employees
perceive it fair and equitable.
The perception by the employees is important as the ratio between the input and output –
i.e., services rendered and the reward for the same in terms of compensation, will
determine the level of their satisfaction, which in turn, determine their contribution,
motivation, and retention.
There is no doubt that the employees work for compensation in terms of money and their
attempt is always to maximise the same. The employees, therefore, are anxious to
minimise the income tax incidence.
The employees work for rewards and the employers seek higher productivity to keep cost
per employee low. A balance is to be struck between these two parties – employer and
employee with regard to compensation.
The compensation should be designed in such a fashion that the organization is able to
attract, motivate, and retain competent employees and at the same time the employees
perceive it fair and equitable.
The perception by the employees is important as the ratio between the input and output –
i.e., services rendered and the reward for the same in terms of compensation, will
determine the level of their satisfaction, which in turn, determine their contribution,
motivation, and retention.
Compensation Management - Concept:
An organisation’s goals or objectives can be achieved when its employees put in their
best efforts in the right direction. Hence, they should be nurtured properly and paid well
for their work, performance, services, etc. Besides wages or salaries, organisations
provide different kinds of incentives, benefits and services to their employees.
Money paid to employees for their work in the form of gross pay is included under direct
compensation; while benefits come under indirect compensation and they may consist of
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life, accident and health insurance, the contribution of an organisation to retirement i.e.
retirement benefits, expenses incurred for employee welfare as social security etc.
All these things are nothing but the compensation the employees receive in return for
their contribution to their organisation. From the viewpoint of an organisation,
compensation management is a major function. Compensation Management is one of the
most important topics in HRM. This is one area which needs all the attention as it can
have a direct impact on all others.
Compensation Management is concerned with the compensation to employees for their

work and contribution for attaining organisational goals. Obviously, it is concerned with
designing and implementing total compensation package. It is also known as wage and
salary administration or remuneration management.
Every organisation requires suitable human resources to achieve its objectives. To get
the effective results, the employees must be paid and compensated properly even though
this is not the only motivator for the employees to work. Any unjustifiable inequality or
an unacceptably low level of reward definitely causes great dissatisfaction among
employees.
Hence, sound wage and salary policies and programmes are very essential to attract,
induct, retain and develop the employees working in the organisation in order to get the
best results from them. Wage and salary administration or compensation management is
considered as one of the vital areas of “Human Resource Management”.
Compensation Management refers to the establishment and implementation of sound

policies, programmes and practices of employee compensation. It is essentially the
application of a systematic and scientific approach for compensating the employees for
their work in a fair, equitable and logical manner. The factors affecting the determination
of fair and equitable compensation are many and are very complex.
Compensation Management includes various areas such as job evaluation, surveys of

wages and salary analysis of relevant organisational problem, development of suitable
wage structure, framing of rules for administering wages and salaries, wage payment,
incentive, control of compensation cost etc. Hence, in the era of globalisation,
privatisation, liberalisation, compensation management has become very complex and
depending upon the size of the organisation, it may be helpful to induct a specialist to
handle this specific portfolio under HRM.
Wages and salaries mean different things to different people and organisations. From the
view point of employees, white collar or blue collar, a salary or a wage is an income and
a return they get for offering their services to their organisation. From the view point of
an organisation or management, wages and salaries constitute a cost of production. A
wage or salary is a price paid to an employee for hiring his services.
Compensation is defined as the consolidated amount, allowances received and various

other kinds of benefits and services which are offered by the organisation to their
employees. In other words, compensation refers to all forms of financial returns, services
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and benefits received by the employees from their organisation as a part of their
employment relationship.
Such compensation may be received in the form of cash i.e. wages/salaries, bonus,
overtime payments, incentives (i.e. gross payment). This is called as ‘direct
compensation’. While benefits that come under indirect compensation may consist of
life, accidents and health insurance, pay for vacation or illness, retirement benefits and
so on.
Thus, in short, compensation is direct and indirect monetary benefits and rewards
received by employees on the basis of the value of the jobs, their personal contributions
and overall performance. Such rewards are given to employees by their organisation
according to the ability of the organisation to pay and the legal provisions.
Compensation Management – 8 Main Objectives
A well-developed remuneration system should aim at achieving the following

objectives:
1. To attract competent and qualified persons towards organization by offering fair wage
and incentive.
2. To retain present employees by paying competitive remuneration.
ADVERTISEMENTS:
3. To establish fair and equitable remuneration so as to avoid pay disparities.
4. To improve production, productivity and profitability of the organization.
5. To minimise un-necessary expenditure and to control cost through a device of internal

check and establishment of standard.
6. To improve and maintain good human relation between employer and employee
through a process of payment of bonus, profit sharing and other fringes benefits.
7. To enhance the name and fame of the company through a proper system of wage
payment.
8. To ensure prompt and regular payment of wage and salary to all the employees.
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Compensation – Need and Significance
Compensation refers to the rewards, an employee gets after offering his/her mental and
physical efforts, wherein he/she compares his/her worth. Any dissatisfaction may result into
a conflict or a dispute. This dissatisfaction not only affects the performance of the employee
but also imbalances the equity between human capital investment and expected returns to the
organization.
As such it is a most sensitive issue in any organization or HRM as employers, employees

and the government have observed that 95% of the industrial disputes in any organization in
India are related to wage/salary or method of payments.
Compensation decisions have become more complex in this competitive age because of an
unbalanced demand and supply ratio. The HRM of every organization is required to make
some systems to scrutinize the wage and salary differentiations or disparities to ensure a
motivated environment in the organization.
The perceptions of employees and employers about compensation are changing and the
emphasis is being laid on how important is pay for the employees and how it affects
investment to hire competitive employees and how it compares with three main factors,
namely, job contents, work environment, and pay attraction to retain an employee.
The expensive growth of some of the sectors like IT, Telecom, BPOs and financial
institutions has triggered off huge demand for talent at all levels. The consultants and HR
professionals are continuously surveying and studying the paradigm shifts of concepts,
perceptions and the need for revising the compensation systems.
The paradigm shift from standard wage and salary to compensation or cost to the company is
clearly visible in today’s hiring practices.
The satisfaction or dissatisfaction is a gap between the expectations of an employee and the
feeling or the experience of worth. This feeling or experience is an outcome of efforts
offered to perform, comfort felt at work place, cushion for inflation in compensation, and
appreciation perceived by the employee. HRM, therefore, needs to design policy and
practices to develop willingness to work and satisfaction toward worth.
Secondly, the compensation policy and the structure must be made attractive and adjustable
so as to attract the talents, motivate the employees to use their hidden potentials, emphasize
the need of self-improvement, and most importantly to retain the employees as they are the
valuable asset to the organization.
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Compensation Management – Compensation Consists of 4 Main
Components
Compensation is the reward or remuneration paid to the employees in return for the service
rendered. Such compensation package includes both monetary and non-monetary
components.
In India compensation or pay structure generally consists of the following components:
1. Wage or Salary
2. Dearness and other allowances
ADVERTISEMENTS:
3. Incentives
4. Fringe benefits and perquisites.
1. Wage or Salary:
Wage:
The term wage refers to the remuneration paid to the workers appointed on hourly, daily or
weekly basis in return for the service rendered.
It varies according to physical and mental requirement of the job. Wage may be minimum
wage, fair wage and living wage.
i. Minimum Wage:
It is that wage which is sufficient to meet the basic need of a worker and his family. This
minimum wage has to be paid to the worker irrespective of the capacity of the industry to
pay. The Committee on fair wage has defined minimum wage as – “the wage must provide
not only for the bare sustenance of life, but for the preservation of the efficiency of the
workers. For this purpose, minimum wage must provide some measures of education,
medical requirements and amenities”.
ii. Fair Wage:
According to committee on fair wage “fair wage is the wage which is above the minimum
wage but, below the living wage”. It is fixed between the minimum wage and capacity to
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pay by the industry. The lower limit of the fair wage is the minimum wage; the upper limit is
set by the capacity of the industry to pay.
Fair wage depends on several factors like:
(a) The productivity of labour
(b) The prevailing rates of wage in the same or neighboring localities.
(c) The level of national income and its distribution.
(d) The place of industry in the economy of the country.
Thus, fair wage is determined on the basis of capacity of the industry to pay and region in
which industry is located.
iii. Living Wage:
It is the wage that provides some of the comforts of life. It provides certain amenities
considered necessary for the well-being of the worker. According to Fair Wage Committee
“the living wage should enable the male earner to provide for himself and his family not
merely the bare essentials of food, clothing and shelter but also a measure of frugal (using
only as much money or food as is necessary) comfort including education for children,
protection against ill health, requirements of essential social needs and measure of insurance
against the more important mis-fortunes including old age”.
Salary:
The term salary refers to remuneration paid to the employees appointed on monthly or
annual basis in return for the service rendered. Thus it refers to monthly rate of pay
irrespective of number of hours put in by employees.
Take Home Salary:
It is the net amount of salary received by an employee after making all the deductions
towards the payment of income tax, LIC premium and contribution to P.F. etc.
2. Dearness Allowance (DA):
25
Under section 3 of the Minimum Wages Act, DA is described as cost of living allowance. It
is given to protect the real wages of workers during inflation. In India it has become integral
part of the wage system.
Along with DA other allowances like City Compensatory Allowance (CCA), House Rent
Allowance (HRA), Medical Allowance (MA), Education Allowance (EA), Conveyance
Allowance etc., also form the part of compensation package.
However, inclusion of all these allowances in the compensation depends on nature and type
of job, contents of job, place of job, terms and condition of appointment, capacity of
employer etc.
3. Incentives:
Incentive is a reward paid in addition to wages whether monetary or not that motivates or
compensates an employee for performance above the standard. Payment of incentive
depends on productivity, sales and Profit of the organization.
4. Fringe Benefits and Perquisites:
Fringe Benefits:
It is a general term used to describe any of a variety of non-wage or supplemental benefits

that employees receive in addition to their regular wages. These include such employee
benefits as provident fund, gratuity, medical care, hospitalization, accident relief, paid
holidays, health and group insurance, pension etc.
Perquisites (Perks):
Perquisites also called perks are the special benefits made available only to the top
executives of an organisation. These may include company car, furnished house, stock
option scheme, club membership, paid holidays etc.
Compensation Management – 11 Major Factors Influencing Compensatiion.
The amount of compensation received by an employee should take into account several
factors such as the amount of effort put in, competitive rates prevailing in labour market,
demand for and supply of labour, the firm’s ability to pay, labour policy, etc.
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Let’s look into these issues more closely:
1. The Organisation’s Ability to Pay:
Wage increases should be given by those organisations which can afford them. Companies
that have good sales and, therefore, high profits tend to pay higher wages than those which
running at a loss or earning low profits because of the high cost of production or low sales.
In the short run, the economic influence on the ability to pay is practically nil. All
employers, irrespective of their profits or losses, must pay no less than their competitors and
need pay no more if they wish to attract and keep workers.
In the long run, the ability to pay is very important. During the time of prosperity, employers
pay high wages to carry on profitable operations and because of their increased ability to
pay. But during a period of depression, wages are cut because funds are not available.
Marginal firms and non-profit organisations (like hospitals and educational institutions) pay
relatively low wages because of low or no profits.
2. Supply of and Demand for Labour:
The labour market conditions or supply and demand forces operate at the national, regional
and local levels, and determine organisational wage structure and level.
If the demand for certain skills is high and the supply is low, the result is a rise in the price
to be paid for these skills. When prolonged and acute, these labour-market pressures
probably force most organisations to “reclassify hard-to-fill jobs at a higher level” than that
suggested by the job evaluation. The other alternative is to pay higher wages if the labour
supply is scarce; and lower wages when it is excessive.
Similarly, if there is great demand for labour expertise, wages rise; but if the demand for
manpower skill is minimal, the wages will be relatively low. Mescon says- “The supply and
demand compensation criterion is very closely related to the prevailing pay, comparable
wage and ongoing wage concepts since, in essence, all of these remuneration standards are
determined by immediate market forces and factors.”
3. Prevailing Market Rate:
This is also known as the ‘comparable wage’ or ‘going wage rate’, and is the most widely
used criterion. An organisation’s compensation policies generally tend to conform to the
wage rates payable by the industry and the community. This is done for several reasons.
First, competition demands that competitors adhere to the same relative wage level. Second,
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various government laws and judicial decisions make the adoption of uniform wage rates an
attractive proposition.
Third, trade unions encourage this practice so that their members can have equal pay, equal
work and geographical differences may be eliminated. Fourth, functionally related firms in
the same industry require essentially the same quality of employees, with the same skills and
experience. This results in a considerable uniformity in wage and salary rates.
Finally, if the same or about the same general rates of wages are not paid to the employees
as are paid by the organisation’s competitors, it will not be able to attract and maintain a
sufficient quantity and quality of manpower. Belcher and Atchison observe- “Some
companies pay on the high side of the market in order to obtain goodwill or to insure an
adequate supply of labour, while other organisations pay lower wages because economically
they have to, or because by lowering hiring requirements they can keep jobs adequately
manned.”
4. The Cost of Living:
The cost of living pay criterion is usually regarded as an automatic minimum equity pay
criterion. This criterion calls for pay adjustments based on increases or decreases in an
acceptable cost of living index. In recognition of the influence of the cost of
living, “escalator clauses” are written into labour contracts.
When the cost of living increases, workers and trade unions demand adjusted wages to offset
the erosion of real wages. However, when living costs are stable or decline, the management
does not resort to this argument as a reason for wage reductions.
5. The Living Wage:
The living wage criterion means that wages paid should be adequate to enable an employee
to maintain himself and his family at a reasonable level of existence. However, employers
do not generally favour using the concept of a living wage as a guide to wage determination
because they prefer to base the wages of an employee on his contribution rather than on his
need. Also, they feel that the level of living prescribed in a worker’s budget is open to
argument since it is based on subjective opinion.
6. Productivity:
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Productivity is another criterion, and is measured in terms of output per man-hour. It is not
due to labour efforts alone. Technological improvements, better organisation and
management, the development of better methods of production by labour and management,
greater ingenuity and skill by labour are all responsible for the increase in productivity.
Actually, productivity measures the contribution of all the resource factors — men,
machines, methods, materials and management.
No productivity index can be devised which will measure only the productivity of a specific
factor of production. Another problem is that productivity can be measured at several levels
— job, plant, industry or national, economic level. Thus, although theoretically it is a sound
compensation criterion, operationally many problems and complications arise because of
definitional measurement and conceptual issues.
7. Trade Union’s Bargaining Power:
Trade unions do affect rate of wages. Generally, the stronger and more powerful the trade
union, the higher the wages. A trade union’s bargaining power is often measured in terms of
its membership, its financial strength and the nature of its leadership. A strike or a threat of a
strike is the most powerful weapon used by it.
Sometimes trade unions force wages up faster than increases in productivity would allow
and become responsible for unemployment or higher prices and inflation. However, for
those remaining on the payroll, a real gain is often achieved as a consequence of a trade
union’s stronger bargaining power.
8. Job Requirements:
Generally, the more difficult a job, the higher are the wages. Measures of job difficulty are
frequently used when the relative value of one job to another in an organisation is to be
ascertained. Jobs are graded according to the relative skill, effort, responsibility, and job
conditions required.
9. Managerial Attitudes:
These have a decisive influence on the wage structure and wage level since judgement is
exercised in many areas of wage and salary administration — including whether the firm
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should pay below average, or above average rates, what job factors should be used to reflect
job worth, the weight to be given for performance or length of service, and so forth, both the
structure and level of wages are bound to be affected accordingly. These matters require the
approval of the top executives.
Lester observes “Top management’s desire to maintain or enhance the company’s prestige
has been a major factor in the wage policy of a number of firms. Desires to improve or
maintain morale, to attract high-caliber employees, to reduce turnover, and to provide a high
living standard for employees as possible also appear to be factors in management’s wage
policy decisions.”
10. Psychological and Social Factors:
These determine in a significant measure how hard a person will work for the compensation
received or what pressures he will exert to get his compensation increased. Psychologically,
persons perceive the level of wages as a measure of success in life; people may feel secure;
have an inferiority complex, seem inadequate or feel the reverse of all these. They may not
take pride in their work, or in the wages they get.
Therefore, these things should not be overlooked by the management in establishing wage
rates. Sociologically and ethically, people feel that “equal work should carry equal wages,”
that “wages should be commensurate with their efforts,” that “they are not exploited, and
that no distinction is made on the basis of caste, colour, sex or religion.”
To satisfy the conditions of equity, fairness and justice, a management should take these
factors into consideration.
11. Skill Levels Available in the Market:
With the rapid growth of industries, business trade, there is shortage of skilled resources.
The technological development, automation has been affecting the skill levels at faster rates.
Thus, the wage levels of skilled employees are constantly changing and an organisation has
to keep its level upto suit the market needs.
Building a healthy security culture

An organization’s security culture requires care and feeding. It is not something that grows in
a positive way organically. You must invest in a security culture. A sustainable security
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culture is bigger than just a single event. When a security culture is sustainable, it transforms
security from a one-time event into a lifecycle that generates security returns forever.
A sustainable security culture has four defining features. First, it is deliberate and disruptive.
The primary goal of a security culture is to foster change and better security, so it must be
disruptive to the organization and deliberate with a set of actions to foster the change.
Second, it is engaging and fun. People want to participate in a security culture that is
enjoyable and a challenge. Third, it is rewarding. For people to invest their time and effort,
they need to understand what they will get in return. Fourth, it provides a return on
investment. The reason anyone does security is to improve an offering and lower
vulnerabilities; we must return a multiple of the effort invested.
A strong security culture not only interacts with the day-to-day procedures, but also defines
how security influences the things that your organization provides to others. Those offerings
may be products, services, or solutions, but they must have security applied to all parts and
pieces. A sustainable security culture is persistent. It is not a once-a-year event,
but embedded in everything you do.
Why does an organization need a security culture? The primary answer is something that
deep down we all know. In any system, humans are always the weakest leak. Security culture
is primarily for the humans, not for the computers. The computers do exactly what we tell
them to do. The challenge is with the humans, who click on things they receive in email and
believe what anyone tells them. The humans need a framework to understand what the right
thing is for security. In general, humans within your organization want to do the right thing—
they just need to be taught.
Luckily, wherever an organization sits on the security culture spectrum, there are things that
can be done to make the culture better.
Physical Security vs. Cybersecurity

Two major aspects exist when it comes to workplace security: physical security and
cybersecurity.
 Physical security: Physical security refers to the preventive measures an organization

takes to protect employees, facilities and equipment from getting injured, stolen or
destroyed.
 Cybersecurity: Cybersecurity refers to the practice of protecting electronic data from
being stolen or destroyed.
Organizations should give equal priority to both these security aspects. A recent research
study suggested breaches in physical security or cybersecurity can cost huge amounts of
money:
1. The global average cost of a data breach was $4.24 million.

2. The average cost of a data breach in the United States was $9.05 million.
3. The average cost of physical security compromise was $3.54 million.
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To avoid such huge losses, organizations should implement access control systems that help
monitor and protect both physical and digital assets.
Focus on awareness and beyond

Security awareness is the process of teaching your entire team the basic lessons about
security. You must level set each person’s ability to judge threats before asking them to
understand the depth of the threats. Security awareness has gotten a bad rap because of the
mechanisms used to deliver it. Posters and in-person reviews can be boring, but they do not
have to be. Add some creativity into your awareness efforts.
On top of general awareness is a need for application security knowledge. Application

security awareness is for the developers and testers within the organization. In your
organization, they may sit within IT, or they may be the engineering function. AppSec
awareness is teaching the more advanced lessons that staff need to know to build secure
products and services.
Awareness is an ongoing activity, so never pass up a good crisis. Bad things are going to
happen to your organization, and many times they will be tied directly to a security problem.
Grow your security culture with these teachable moments. Do not try to hide them under the
rug, but instead use them as an example for how the team can get better.
Accountability before awareness is crazy. People want to do the right thing, so show them
through an awareness program and then hold them accountable for the decisions they make
after gaining the knowledge.
If you do not have a secure development lifecycle, get one now
Secure development lifecycle (SDL) is foundational to sustainable security culture. An SDL

is the process and activities that your organization agrees to perform for each software or
system release. It includes things like security requirements, threat modeling, and security
testing activities. SDL answers the how for your security culture. It is sustainable security
culture in action.
Customers across industries are starting to demand the crazy idea that organizations have an
SDL and follow it. If you do not have an SDL at this juncture, Microsoft has released most of
the details about its SDL free of charge. The lineage of many industry SDL programs traces
back to the Microsoft program.
A reasonable place for the SDL to live is within a product security office. If you do not have
a product security office, think seriously about investing in one. This office sits within
engineering and provides central resources to deploy the pieces of your security culture.
While we do not want the entire organization to farm off security to the product security
office, think of this office as a consultancy to teach engineering about the depths of security.
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Reward and recognize those people that do the right thing for
security
Look for opportunities to celebrate success. When someone goes through the mandatory
security awareness program and completes it successfully, give them a high-five or
something more substantial. A simple cash reward of $100 is a huge motivator for people,
and will cause them to remember the security lesson that provided the money. They also will
be quick to tell five co-workers they received cash for learning, and those five will jump into
the training quickly. If you are shuddering at the idea of giving away $100 per employee, stop
being so cheap and count the cost. The return on investment on preventing just a single data
breach greatly outweighs the $100 spent.
The other side of reward is security advancement. Provide opportunities for team members to
grow into a dedicated security role through advancement. Make security a career choice
within your organization. Put your money where your mouth is. If you say security is
important, prove it by providing growth potential for those with a passion for security.
A final step is to provide an opportunity to earn an advanced degree in security. Many

universities now offer a master's degree in cybersecurity. If you can’t find one nearby, create
your own. In my previous job, I worked with a large university in California to tailor a degree
program that supported the company's security culture. Once again, put your money where
your mouth is and sponsor the first group of students. It sends a positive message to the entire
organization.
Build security community

Security community is the backbone of sustainable security culture. Community provides the
connections between people across the organization. Security community assists in bringing
everyone together against the common problem, and eliminates an "us versus them"
mentality.
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34
Overview Of Company
35
Keywords
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1. organisational culture, human capital, Social Security Corporation, Jordan.
Chapter- 3
Overview of Company
37
The Aditya Birla Group (ABG) is an Indian multinational Fortune 500 company
headquartered in Mumbai, Maharashtra. The group has a presence in 36 nations. As of 2022,
the company's revenue is worth $60 billion and derives over 50% of its revenue from its
global operations.
The group's industries include metals, cement, fashion and retail, financial
services, renewables, fibre, textiles, chemicals, real estate, trading, mining,
and entertainment.
ABG has seven companies that are listed publicly, and their total market capitalisation as of
March 2022 is over $70 billion. The companies include UltraTech
Cement, Hindalco, Novelis, Grasim, Aditya Birla Capital, and Aditya Birla Fashion and
Retail.
History
The Aditya Birla Group is a diversified Indian multinational conglomerate based in Mumbai,
India. It operates across six continents and 36 countries. The group's origins are associated
with three individuals: Ghanshyam Das Birla (G.D. Birla), Aditya Birla and Kumar
Mangalam Birla.
Ghanshyam Das Birla (1894–1983) Born into a business family, G.D. Birla began his career
in the family's trading business. He expanded into various industries like jute, cotton,
and textiles. G.D. Birla established multiple manufacturing businesses that laid the
foundation for the Aditya Birla Group. He was recognized for his charitable acts and his
connection with Mahatma Gandhi.
Aditya Vikram Birla (1943–1995), the grandson of G.D. Birla, grew the group's
operations. At 24, Aditya Birla began establishing businesses abroad. In 1969, he founded 19
companies in Thailand, Malaysia, Indonesia, Philippines, and Egypt. Under his leadership,
the group diversified into multiple sectors such as metals, cement, textiles, and telecom.
Kumar Mangalam Birla became the chairman of the Aditya Birla Group in 1995,
succeeding his late father Aditya Vikram Birla when he was just 28 years old. Under his
leadership, the group's annual turnover grew from $2 billion in 1995 to $60 billion in 2022.
 1969: At the age of 24, Aditya Birla assumed control of the group. He set up 19
companies outside India, in Thailand, Malaysia, Indonesia, the Philippines, and
Egypt.
 1996: The group's revenue was USD $2 billion.
 2007: The group made a major move into the metals industry with the acquisition
of Novelis, a producer of flat-rolled aluminium products, for USD $6.1 billion.
 2008: The group ventured into the telecom sector through the acquisition of Spice
Communications for a sum of USD $1.8 billion. This strategic move served as the
group's entry into the Indian telecommunications industry.
38
 2010: Aditya Birla Group's cement arm, UltraTech Cement, acquired the Dubai-
based ETA Star Cement Company for an enterprise value of $380 million. This
acquisition helped the group become the third-largest cement producer globally
(excluding China).
UltraTech Cement Limited is an Indian multinational cement company based in Mumbai. It is

the largest manufacturer of grey cement, ready-mix concrete (RMC) and white
cement in India with an installed capacity of 132.45 million tonnes per annum.
History
In February 2016, Bombay High Court rejected UltraTech's plan to acquire two
cement plants from Jaiprakash Associates. In 2015 the court passed the Mines and
Mineral Development and Regulation Act after which the company began to make
plans to acquire several cement plants as a whole by acquiring Jaiprakash
Associates.
Mergers and acquisitions

 2011: The group diversified into the pulp and fibre industry with the acquisition
of Domsjö Fabriker for USD $340 million.
 2012: The group entered the fashion and retail industry with the acquisition
of Pantaloons, a branded apparel company, for USD $437 million.
39
ABFRL is part of a leading Indian conglomerate, The Aditya Birla Group. With revenue of
Rs. 12,418 Cr. and spanning a retail space of 10.8 million sq.ft. (as on March 31, 2023),
Aditya Birla Fashion and Retail Limited (ABFRL) is India's first billion-dollar pure-play
fashion powerhouse with an elegant bouquet of leading fashion brands and retail formats.
ABFRL emerged after the consolidation of the branded apparel businesses of Aditya Birla
Group comprising ABNL's Madura Fashion division and ABNL's subsidiaries - Pantaloons
Fashion and Retail (PFRL) and Madura Fashion & Lifestyle (MFL) in May 2015. Post the
consolidation, PFRL was renamed Aditya Birla Fashion and Retail Ltd.
ABFRL brings together the learnings and businesses of two renowned Indian fashion icons,
Madura Fashion & Lifestyle and Pantaloons creating a synergistic core that will act as the
nucleus of the future fashion businesses of the Aditya Birla Group.
As a fashion conglomerate, ABFRL has a strong network of 3,977 brand stores across the
country. It is present across 33,535 multi-brand outlets and 6,723 points of sales in
department stores across India as on March 31, 2023.
40
It has a repertoire of leading brands such as Louis Philippe, Van Heusen, Allen Solly and
Peter England established for over 25 years. Pantaloons is one of India's leading fashion
retailers.
ABFRL's International Brands portfolio includes - The Collective, Amongst, India's largest
multi-brand retailer of international brands and has long term exclusive partnerships with
select brands such as Ralph Lauren, Hackett London, Simon Carter, Ted Baker, Fred Perry,
Forever 21, American Eagle, Reebok and Galeries Lafayette.
Van Heusen Innerwear, Athleisure and Active wear is establishing itself as India's most
innovative and fashionable brand. The Company's foray into branded ethnic wear business
includes brands such as Jaypore, Tasva & Marigold Lane. ABFRL has strategic partnerships
with Designers 'Shantnu & Nikhil', 'Tarun Tahiliani', 'Sabyasachi' and 'House of Masaba'.
In addition, to cater to the needs of digitally native consumers, ABFRL is building a portfolio
of Digital-first brands under its technology led ‘House of D2C Brands’ venture TMRW.
TMRW is on a path to building a portfolio of Digital First brands in partnership with
founders of emerging brands in the E-Commerce market. With a focus on Fashion &
Lifestyle categories, TMRW is building a portfolio of the most loved consumer brands that
tap into the significant growth potential in India and globally.
 2013 - Acquired Jaypee Group's Gujarat cement unit for ₹3,800 cr.
 2014: The group further expanded its cement business with the acquisition of Jaypee
Cement for USD $634 million.
 2016: The group continued its expansion in the cement industry with the acquisition
of Jaiprakash Associates for USD $2.3 billion.
 2017 - Acquired Jaiprakash Associates's six integrated cement plants
for ₹16,189 cr.
 2018 - Entered into a scheme of arrangement with Century Textile and
Industries to demerge Century's cement business into ultratech.
41
Overview
CORPORATE VIDEO
OUR CERTIFICATIONS
Century Textiles and Industries Limited (CTIL), was incorporated in Mumbai, India, in 1897.
A state-of-the-art, vertically integrated plant, Birla Century (A Division of CTIL) was set up
at Jhagadia, Bharuch, Gujarat, with an investment of about US$ 180 million (Rs. 850 Crore)
in the year 2009.
Spread over an area of 43.56 million Sq.Ft. (100 Acres), Birla Century uses the best modern
machinery to produce a wide range of premium textiles — from Bottom weights & Suitings
to Finer fabrics, household linen etc. Innovative finishes such as wrinkle-free, easy care, anti-
42
bacterial etc, are imparted to fabrics through world-class automated processing with eco-
friendly and non-toxic dyes and chemicals.
The plant has world-class mechanical and chemical laboratories to test fabrics as per
international norms and equipped with a pilot sampling facility for quick development of
samples. Its research and development centre is equipped with a Design Studio for
continuous innovations in designs and weaves in tune with the latest international trends.
Birla Century’s USP is the customisation we offer to our clients in terms of the weave, design
and texture of products. We have an extensive network of distributors and dealers in India
and we also sell our exclusive range of home-textiles and other products in the global market.
Our biggest assets are our qualified managers and technocrats who manage Birla Century
under the guidance of our Chairman, Mr. Kumar Mangalam Birla. Our focus is on
manufacturing products of excellent and consistent quality; adding value by offering a variety
of weaves, designs, and finishes; innovating continuously to create new products; and
satisfying our customers with our excellent service and timely delivery.
Mr. R.K. Dalmia

President and Whole-time Director
A Chartered Accountant by qualification, Mr. Dalmia has been with the Group since the last
four decades. He started his stint as Vice-President in The Technological Institute of Textiles
and Sciences, Haryana and subsequently ascended to the position of President in 1983.
In 1985, he was assigned the responsibility of improving the technical performance of

Century Textiles’ mill. Under his stewardship, the mill went on to win numerous accolades
from the textile industry. Mr. Dalmia played a vital role in setting up two new divisions of the
Company, i.e. Century Yarn and Century Denim in 1993 and 1997 respectively. He was also
instrumental in the establishment of a new ultra-modern textile mill, near Bharuch in Gujarat
in the year 2008 with 300 looms and over one lac spindles.
Mr. Dalmia has consistently been at the forefront in improving working conditions of
workers across industries, particularly the textile sector.
43
State-of-the-art manufacturing facility
Century Textiles & Industries Limited invested about US$180 million (Rs. 850 Crore) in
setting up, a Greenfield project in Jhagadia, Bharuch, Gujarat known as “BIRLA
CENTURY” to manufacture textile products. The factory's strategic location provides it
logistical advantage in terms of easy connectivity and accessibility via rail, air and road links.
Birla Century has over 100,000 spindles producing 6,500 tonnes of yarn annually in the range
of Ne 40 to Ne 200 in singles and doubles for own consumption. Over 300 Airjet and rapier
looms produce 25 million metres of fabric annually and can process 41 million metres
annually up to 128” greige fabric to get 117” finish width.
Our manufacturing technology compares with the best across the globe, offering speed,
versatility and quality. Most of the technology procured for the plant is from the best
manufacturers of equipment in their respective fields.
Focus on quality
At Birla Century, product quality is of paramount importance. Testing for adherence

to quality parameters is, therefore, an integral part of the manufacturing process. The
plant is equipped with physical and chemical laboratories that have state-of-the-art
testing equipment to ensure that all the products conform to the highest quality
specifications.
Environment policy
 To lower the emission level by promoting and adopting the reduce - reuse -
recycle practices for all types of waste.
 To prevent pollution and improve performance by:
1. Treatment of effluent with zero discharge.
2. Maximising tree plantation and greenery.
 Minimise the use of consumables and promote green procurement.
44
 To conserve natural resources especially water, energy and fuel by continually
improving its usage and reducing wastage.
 To create awareness about environmental impact amongst all our employees

through environmental education and their active participation.
 To comply with current applicable environmental and related legal requirements.
 Continuous Ride of Birla Century on Path of Business Excellence
 Manufacturing of Clean & Sustainable Products
 The first fabric manufacturing company of India to receive STeP and MIG from
Oeko-Tex (Hohenstein - Germany)
 The first textile manufacturing plant in India to receive LEED v 4
 Received all relevant & key certification on the aspect of sustainability & Fair
Business practices
 Continuously looking for natural & Herbal and sustainable products as a substitute of
various chemicals & Auxiliaries and final finished goods
 Following RSL of ZDHC, STeP , Detox , renowned international retailers and Brands
 Responsible sourcing and traceable supply chain management including that of all
Speciality fibers.
 Nov 2018 - Acquired Binani Cement for ₹7,266 cr.

 2019: The group acquired Century Cement for USD $1.2 billion, continuing its
expansion in the cement industry. Group company ABFRL announced strategic
partnership with designer brand Shantanu and Nikhil.
 2020: The group made a significant acquisition in the aluminium industry with the
purchase of Aleris for USD $2.8 billion.
45
It is a broadly described annual report of Hindalco Industries Limited (Aditya Birla
Group) in the year of 2015-2016. During the financial year, Total assets of the Company
stood at Rs. 76,126.69 Crore. Net Revenue from Operations for the year is flat at Rs. 34,318
Crore. Profit before Interest, Tax, and Depreciation (PBITDA) was Rs. 4,384 Crore vs. Rs.
4,299 Crore in FY 15. The Company posted the Profit before Tax for the year Rs. 732 Crore.
During the year under review, Profit after tax of the Company stood at Rs. 607 Crore vs. Rs.
925 Crore in FY 15. Earnings per share (EPS) of the Company for the year (Basic &
Diluted) Rs. 2.94.
The Board of Directors of the Company has recommended a dividend of Rs. 1/- per share
(Previous year Rs. 1/- per share) to equity shareholders aggregating to Rs. 249 Crore
(Previous year Rs. 246 Crore) including Dividend Distribution Tax for the year ended
31st March 2016.
More Annual Report of Hindalco Industries Limited (Aditya Birla Group):
1. Annual Report 2009-2010 of Hindalco Industries Limited (Aditya Birla Group)

A global leader in aluminium and copper, Hindalco Industries Limited of the Aditya
Birla Group is one of the world's largest aluminium rolling companies and one of the
biggest producers of primary aluminium in Asia. The company's operations
encompass the entire gamut from bauxite mining, alumina refining and aluminium
smelting to downstream rolling, extrusions, and foils, along with captive power plants
and coal mines. In India, the Group enjoys a leadership position in aluminium and
46
downstream products such as rolled products, extrusions, foils, primary aluminium
ingots, billets, wire rods and aluminium slabs.
9. R&D
10. The Aditya Birla Science and Technology Company Limited (ABSTCPL) works
closely with the Hindalco Innovation Centre on several fronts such as alumina
production, aluminium smelting and downstream processing of aluminium.
11. Alumina
12. Enhancing productivity, reducing energy consumption, reducing environmental
impact and technology revamping are the focus areas for alumina research. The
research strategy involves application of advance science, technology and engineering
platforms comprising of fundamental process analysis, computational fluid dynamics,
process modelling and simulation, process control, process development and
laboratory experiments.
13. Aluminium smelting
14. The research activity focus is on improving productivity by increasing amperage,
current efficiency and reducing specific energy consumption of the aluminium
smelters. With expertise in pot design and control, ABSTCPL is focusing on
increasing productivity by advanced modelling and advanced process control, with a
long-term focus on building higher amperage pots. In association with the aluminium
business, ABSTCPL is involved in developing new technologies such as drained
cathode cells, inert anodes and vertical electrode cells.
15. Downstream processing
16. ABSTCPL is working to develop new metallic and non-metallic materials that meet
higher performance standards and specifications. The team is working on improving
understanding of processing-structure-property relationships and using this
knowledge to develop newer materials. An experimental setup has been developed to
replicate some of the common industrial processes at the laboratory scale, in order to
study mechanical properties and correlate these to various process parameters.
Structural characterisation is undertaken at various scales to get a better understanding
of the process and the product, and to identify opportunities for further optimisation.
 2021: Grasim, a part of the Aditya Birla Group, entered the paints business, marking
the group's entry into a new industry. Group company ABFRL announced strategic
partnerships with designer brands Tarun Tahiliani and Sabyasachi.
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Grasim Industries Limited, a flagship company of the Aditya Birla Group, ranks amongst the
top publicly listed companies in India. Grasim has completed 76 glorious years of its
existence. Incorporated in 1947, it started as a textiles manufacturer in India. Today, it has
evolved into a leading diversified player with leadership presence across many sectors. It is a
leading global producer of Viscose, Diversified Chemicals, Linen Yarn and Fabrics producer
in India. The company recently has entered paints business and setting up six plants across
pan India locations. Leveraging the Group synergies, Grasim has launched "Birla Pivot", the
B2B online marketplace for building materials. Through its subsidiaries, UltraTech Cement
and Aditya Birla Capital, it is also India’s prominent cement producer and a leading
diversified financial services player. At Grasim, there is an endeavour to create sustainable
value for 43,000+ employees, 247,000+ shareholders, society, and customers. The company
reported consolidated net revenue of ₹1,17,627 Cr. and EBITDA of ₹20,478 Cr. in FY 2023.
Our Business
Chemicals
In 1972, Grasim’s chemicals business was set up to manufacture caustic soda for the
company’s VSF unit. Today, it is one of India’s largest caustic soda producers and is a
market leader in the chlor-alkali segment. Over the years, Grasim’s chemicals business has
created a strong foothold in the industry and offers a wide range of products from chlorine
derivatives to epoxy.
Chlor-alkali
In 2016, Grasim’s merger with Aditya Birla Chemicals India Ltd. (ABCIL) helped catapult
the company’s caustic soda capacity from 452 KTPA to 884 KTPA making it the largest
producer of caustic soda in India back then. Today, Grasim’s total caustic soda capacity is
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1,290 KTPA. Through brownfield expansion, we plan to expand the caustic soda capacity to
1,530 KTPA from 1,290 KTPA by 2024.
The business uses cost-effective membrane cell technology and is largely self-sufficient in
power. For gainful utilisation of chlorine, the business has portfolio of chlorine derivatives
like Stable Bleaching Powder (SBP), Polyaluminium Chloride (PAC), Chlorosulphonic Acid
(CSA), Chlorinated Paraffin Wax (CPW), Calcium Chloride (CaCl), Aluminium Chloride
(AlCl) and Chloromethane (CMS).
Epoxy
The business’ epoxy products range from basic products like liquid epoxy resins to value
added products like formulated resins, reactive diluents and hardeners. The manufacturing
complex at Vilayat houses a 123 KTPA capacity epoxy plant. Through expansion, we plan to
double the epoxy capacity to 246 KTPA by FY2024.
Paints
chieving market leadership in every segment it enters is at the core of Grasim’s business.
With this goal in foresight, it has set foot in the Indian paint industry. It aims to leverage its
existing network, scale, and Group capabilities along with decades of experience in the
building materials sector through its subsidiary UltraTech Cement.
Historically, the growth rate of the paints sector has exhibited a ~2x co-relation to India’s
GDP growth. In the last few years, the paints industry has outpaced the growth rate of the
overall industry. The market dynamic has also changed, with new capacities being announced
backed by strong growth and outlook. In the next five years, India is set to achieve the $5
trillion milestone, and we believe the paints sector would provide high growth opportunities
and contribute meaningfully to the Group’s value creation targets.
Grasim aims to be one of the biggest players in the fast-growing decorative paints industry. It
plans to set up six manufacturing plants in Haryana, Punjab, Karnataka, Tamil Nadu,
Maharashtra, and West Bengal till FY 2025 with a total capacity of 1,332 MLPA and a
project cost of ₹10,000 Crore.
Our progress for paint
 Environmental clearance and consent to establish received for five sites out of six
 Civil work in progress at five sites
 Key functional staffing has been substantially completed
 Global standard R&D centre established and fully functional
 Pilot Plant expected to be commissioned in the near term
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B2B E-Commerce
The Aditya Birla Group has announced the launch of Birla Pivot, the B2B e-Commerce
business unit of Grasim Industries Ltd.
The building materials segment presents a scalable business opportunity with a proven path
to profitability. This industry is valued at ~USD100 bn with current digital penetration of just
2%. Birla Pivot eCommerce Business will fuel digital adoption in the Construction sector and
bring efficiencies across the supply chains while providing long-term returns for our
stakeholders. Our ambition is to help small, medium, and large businesses unlock their
growth potential, and redefine the MSME space holistically. This ambition draws inspiration
from the broader Aditya Birla Group purpose “To enrich lives by building dynamic and
responsible businesses and institutions, that inspire trust.”
By offering integrated procurement solutions with the e-commerce platform, Birla Pivot aims
to create a seamless and efficient experience for MSMEs (contractors, and small developers)
in the construction business. Additionally, the platform will ensure on-time delivery and
assure superior product quality across an extensive range of building materials, which
includes cement, steel, tiles, doors & paints to plumbing, sanitary, electrical materials,
appliances, Hardware, Kitchen Appliances and Smart Home solutions. The platform will also
offer attractive working capital solutions from leading banks and financial institutions for our
customers.
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Progress To Date:
 Beta version of the e-Commerce website www.BirlaPivot.com was launched in July

2023
 120+ leading Indian and International brands of different construction materials and
building products onboard.
 Live with a catalogue with 3000+ SKUs across categories like cement, ready mix
concrete, cementitious products, steel, tiles, doors, ply, doors & paints to plumbing.
 The focus is to enable contractors and retailers (MSMEs) to get access to a wide
assortment of quality construction material at competitive prices, easy access to credit
and reliable delivery & tracking.
Viscose Staple Fibre
 [Disclosures under Regulation 46 and 62 of the SEBI (LODR) Regulations, 2015]

 Grasim is India's pioneer in VSF — a man-made, bio-degradable fibre that is fast
emerging as a sustainable alternative to cotton. A versatile fibre, VSF is used in apparel,
home textiles, dress materials, knit wears and non-woven applications. Our Birla
Cellulose range of fibres can be used in their original form, or can be blended with all
natural and synthetic fibres for enhanced comfort and feel.
 Starting production in 1954 at our Nagda facility, the business has grown steadily over
seven decades. The Pulp & Fibre Business derives its competitive edge from its
integrated business model, with captive raw materials - dissolving grade wood pulp,
caustic soda, carbon-disulphide, power generation and steam.
 VSF Capacity stands expanded to 824KTPA post brownfield expansion at Vilayat and
debottlenecking at three sites.
Viscose Filament Yarn
 [Disclosures under Regulation 46 and 62 of the SEBI (LODR) Regulations, 2015]
 Grasim Industries Limited is the largest viscose filament yarn (VFY) manufacturer in
India and the 3rd largest globally. The company is also the largest VFY exporter in India
with exports to 45 countries.
 VFY business became a part of Grasim Industries Limited on 1st July 2017, following
the merger of Aditya Birla Nuvo Limited. Subsequently, Grasim acquired the rights to
operate and manage the Century Rayon division of Century Textiles and Industries
Limited (CTIL) from 1st February 2018. Since then, Grasim’s VFY production capacity
has increased to 48 KTPA.
 Represented as the brand Raysil® (formerly known as RayOne), VFY is of 100%
natural origin and its product portfolio includes 20 deniers to 1200 deniers of both bright
and dope dyed viscose filament yarns. Its versatility, superior drape, fluidity and lustre
make it a popular choice for manufacturing fabrics such as georgettes, crepes, chiffons,
and many more.
 Grasim’s VFY is manufactured at its twin locations in Shahad, Maharashtra and
Veraval, Gujarat. The manufacturing unit, located at Veraval in Gujarat, is accredited
with ISO 9001, ISO 14001 (environment), ISO 45001 (health and safety), REACH
compliance, and OEKO-Tex certification. The other manufacturing unit, located at
Shahad, Maharashtra is accredited with ISO 9001, ISO 14001 (environment), ISO
45001 (health and safety), ISO 20001-1:2011, ISO 27001:2013, NABL Accredited
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Chemical Lab, and OEKO-Tex certification. Both the units have FSC® Certified
products (FSC® - C149993 & C151684).
 2022: The group's revenue reached USD $60 billion. ] The group also launched TMRW,
a D2C retail platform, and Grasim's B2B e-commerce venture in the building materials
segment. ABFRL announced a partnership with designer Masaba Gupta to build a
lifestyle portfolio under brand Masaba.
Aditya Birla Group today announced the formal launch of its new ‘House of Brands’
entity - TMRW. This move is in line with the group’s strategy to launch and back to
new-age digital ventures.
TMRW, an Aditya Birla Group venture, will create India’s largest portfolio of disruptor
brands in the fashion and lifestyle space and enable the next phase of direct-to-
consumer (D2C) growth in India, which is poised to be a $100 billion market by
2025. Over the next 3 years, TMRW will acquire as well as incubate 30+
innovative, customer-obsessed brands. The venture will also enable multiple founders
to operate within a synergistic ‘house of brands’ platform that shares a common vision
and shared capabilities.
 Aditya Birla Group has appointed ex-Facebook and Bain executive, Prashanth Aluru, as
the CEO and Co-Founder to lead the build-out of this new venture. Prashanth will set up
a nimble and agile founding team with the right skill sets and capabilities. Prashanth
comes with extensive experience in Digital and Technology across strategy, growth,
and investing. He also brings to the fore rich entrepreneurial experience in helping build
and scale new-age ventures in Digital and E-Commerce.
 Ashish Dikshit, MD of ABFRL said, “The formal launch of our D2C business, TMRW,
is a key milestone for the company. This venture has the potential to become a
significant growth engine by tapping into the new wave of entrepreneurial energy in
India. Our aspiration is to build a portfolio of 30+ brands in the next 3 years.”
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 “With the launch of this venture, we intend to double down on our ongoing
program of strategically attracting new pools of capital that are seeking investment
in high-growth businesses. We are confident that this foray will successfully meet the
aspirations of digitally native consumers and also create long-term value for investors
and other stakeholders,” he added.
 Prashanth Aluru, CEO and Co-Founder, TMRW said, “I am excited to embark on this
journey to build TMRW - a long-term enduring platform that will be home to the
leading disruptor brands that provide the new age digitally savvy consumer what she is
looking for across Fashion and Lifestyle.”
 “With the backing of the Aditya Birla Group and the right profile of long-term investors
we will bring in, we are confident of powering the growth of several brands that shape
the next phase of digital commerce growth till 2030 and beyond. With a new-age
Digital-first DNA, at TMRW, we will jointly create an ecosystem of the most-loved
disruptor brands partnering closely with highly competent founders,” he added.
TMRW will tap into the extensive range of capabilities and networks that the
Aditya Birla Group and ABFRL ecosystems provide to emerging and disruptor
brands.
Over all Areas of operation

The Aditya Birla Group operates across six continents and in 36 countries. These countries
span various regions including Asia, Europe, Africa, and the Americas. The group has a
diverse portfolio that spans multiple industry sectors.
Metal: In 2007, Hindalco, part of Aditya Birla Group, acquired Atlanta-based aluminum
manufacturer Novelis Inc. for $6 billion.[] This made Hindalco the world's largest aluminum
rolling company and a major producer of primary aluminum in Asia. Its subsidiary, Birla
Copper, operates Asia's largest single-site copper smelter.
Cement: The group is the third-largest cement producer globally (excluding China) and the
largest in India. It operates under the brand name UltraTech Cement.
Textiles: Aditya Birla Textiles consists of Textiles (Linen & Wool), Acrylic Fibre, and
Overseas Spinning sectors, with manufacturing units across five countries. Its acrylic fibre
business has a capacity of about 125,000 tonnes.
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Carbon Black: Birla Carbon produces and supplies carbon black additives for tires, plastics,
paints, and electronics. It has manufacturing units in Marietta and Taloja.
Chemicals: Established in 1984, Aditya Birla Chemicals produces chlor-alkali and caustic
soda, with 8 units in India and 1 in Thailand.
Financial Services: Aditya Birla Capital manages around Rs. 3.6 trillion AUM and has a
lending book of about Rs. 943 billion as of March 31, 2023, through its subsidiaries and joint
ventures.
Fashion and Retail: A fashion and lifestyle company headquartered in India, Aditya Birla
Fashion and Retail Ltd. (ABFRL) was renamed from Pantaloons in 2015 after Aditya Birla
Nuvo acquired major stakes in 2012.
Insulators: Aditya Birla Insulators is India's largest and the world's third-largest insulator
manufacturer.
Renewables: Aditya Birla Renewables is a joint venture between Birla Group and Abraaj,
with Birla holding 51% and Abraaj 49%. It operates 2.3 GW renewable capacity in 9 Indian
states and announced 4.5 GW by FY2026 through utility and commercial projects.
Mining: The group operates as a major diversified global mineral resource company in India
through its subsidiary Essel Mining Industries Ltd.
Telecom: The group has a presence in the telecom sector through its joint venture, Vodafone
Idea.
Besides these sectors, the group has also ventured into paints, e-commerce for building
materials, and DTC retail via TMRW.
Philanthropy
The Aditya Birla Group is involved in welfare-driven activities both in India and overseas.
These activities are carried out as part of the group's corporate social responsibility (CSR)
initiatives, which are overseen by the Aditya Birla Centre for Community Initiatives and
Rural Development. This apex body provides strategic guidance to all group companies and
is chaired by Rajashree Birla. Collectively, the group operates in 9,000 villages, engaging
with a total of 11 million individuals across India and various other regions worldwide. The
group's corporate social responsibility initiatives focus on healthcare, education, sustainable
livelihood programs, infrastructure development, and social reforms through model villages.
The group implemented programs in partnership with various NGOs and government
agencies, including the Aditya Birla Public Health Initiative, and Project Unnati.
Healthcare
The group operates 24 hospitals and runs 6,000 medical camps throughout India, providing
care to over one million rural residents.
Other contributions
Kumar Mangalam Birla and his family ranked fourth on the EdelGive Hurun India
Philanthropy List in 2021 and 2022, donating INR 377 crore and INR 242 crore
respectively. The Aditya Birla Group invested over INR 5 billion in CSR initiatives globally
in FY21 and donated INR 500 crore to the PM CARES Fund in 2020. In 2019, Kumar
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Mangalam Birla created a £15mn scholarship program at the London Business School in
memory of his grandfather, Basant Kumar Birla.
Government schemes
The group accesses Government Schemes like the Sarva Shiksha
Abhiyan, MGNREGA, Pradhan Mantri Gram Sadak Yojana, Pradhan Mantri Awas
Yojana, National Rural Livelihood Mission (NRLM), Swachh Bharat Mission, National
Rural Drinking Water Program, Pradhan Mantri Kaushal Vikas Yojana, Renewable
Energy Development Program, Integrated Child Development Services, National TB
Elimination Program and Swarnjayanti Gram Swarojgar Yojana.
Amelia Coal Mining Limited

Amelia Coal Mines Ltd (ACML) is located in Singrauli district of Madhya Pradesh. Under
the project EMIL provides its mining services to THDC, a Mini Ratna Public Sector
Undertaking. In November 2022, ACML began the overburden (OB) removal process using
state-of-the-art equipment, including a combination of shovels and dumpers. Coal production
commenced on February 2023 using a surface miner. The mine has a peak coal production
capacity of 5.6 million tonnes per annum.
Amelia Coal Block is a greenfield project located in the North Eastern part of the main basin
of Singrauli Coal field, Dist. – Singrauli, Madhya Pradesh. THDC has appointed Amelia Coal
Mining Limited as their MDO. Due to recent crisis of coal in the country, Ministry of power
is insisting THDC management to start the production from FY23. Subsequently THDC has
proposed to start coal production from FY23.
Major Challenges of the Unit:
Amelia Coal Mining as MDO has following major challenges.

Statutory Clearances –
• Procure issuance of EC, FC, CTO & CGWA NOC
• Reclamation and compliance with the environmental standards
Land Acquisition and R&R -
• Obtain physical possession of Land on behalf of Authority.
• Facilitate implementation of the approved R&R policy with shifting of PDFs from Project
site
Mining Operations
• Guaranteed coal production of 5.6MTPA at designated grade and size with OB removal
• Undertake Progressive Mine Closure and Final Mine Closure
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Mining and Associated Infrastructure
• Construct and maintain Approach and access roads
• To arrange for requisite power supply for the Coal Mining Project from the state utility /
relevant Government Instrumentality on behalf of the authority
• Construct, operate & maintain CHP and conveyor system for transfer of coal
• Construct, operate and maintain Railway siding and necessary associated infrastructure
Overview
Essel Mining & Industries Limited (EMIL) is a part of US $60 billion global conglomerate
Aditya Birla Group. We are a diversified natural resource company operating in the sectors of
coal mining, iron pellets, Noble Ferro Alloys (NFA) and contract coal mining through its
mining services. EMIL is India’s first mining services provider to operate the Bhubaneswari
Open Cast Project (OCP) in Odisha which is the largest coal mine of the state. EMIL is also
one of the largest private coal miners in India with mining operations in the states of Odisha,
Madhya Pradesh, Chhattisgarh and Jharkhand.
In the recent past, EMIL has bagged 3 new coal MDOs in Amelia, Subhadra and Madan
Nagar respectively located in states of Madhya Pradesh, Odisha and Chhattisgarh. EMIL is
also developing a greenfield commercial coal mining project in Bandha area of Singrauli
district in Madhya Pradesh.
In the year 2019, we have made our footprints in the diamond mining space through the
acquisition of Bunder Diamond project in Chhatarpur district of Madhya Pradesh. In the
same year, we acquired the Iron Ore Beneficiation & Pelletization Plant (IoBP) located in
Basantpur, Keonjhar district of Odisha. A subsidiary of EMIL, the IoBP plant comprises of a
1 MTPA Iron Ore Beneficiation plant and a 1 MTPA Iron Ore Pelletization plant operant
with the state-of-the-art facility of Circular Pelletization Technology (CPT).
Further, we are the pioneer in manufacturing of world class Noble Ferro Alloys (NFA) and
Iron Pellets. The Noble Ferro Alloys (NFA) unit is located in Valsad district of Gujarat with a
manufacturing capacity of 10,500 Metric Tons Per Annum (MTPA) of different types of
NFA.
EMIL envisions a future powered by green and clean energy. At present, we have a combined
portfolio of 155 MW of solar and wind power. Our motive is to offset our carbon footprint
and to harness natural resources to produce green energy.
Our corporate offices are located in Mumbai and Bhubaneswar and registered office is
located in Kolkata.
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RESEARCH METHODOLOGY
57
Research Methodology
1. Introduction
The research methodology is a critical component of any research study, providing a

systematic and structured approach to gathering, analyzing, and interpreting data. This
section outlines the methodology employed in conducting research on Compensation
Management and Security Measures at Aditya Birla Amelia Coal Mine Limited. The focus is
on the Human Resource Management aspects, including the development of a compensation
policy, the hiring process, primary data collection, and payroll maintenance for employee
welfare.
2. Research Design
2.1. Purpose of the Study
The primary purpose of this research is to comprehensively investigate the compensation

management practices and security measures at Aditya Birla Amelia Coal Mine Limited. The
study aims to provide insights into the company's human resource management strategies,
with a specific focus on compensation policies and security initiatives.
2.2. Research Type
This research employs a mixed-methods approach, incorporating both quantitative and

qualitative methods. The combination of these methods allows for a comprehensive
understanding of the various facets of compensation management and security measures.
2.3. Study Setting
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The research is conducted within the premises of Aditya Birla Amelia Coal Mine Limited.
The study includes employees from diverse departments to ensure a representative sample.
3. Data Collection
3.1. Sampling
3.1.1. Population
The population under consideration includes all employees of Aditya Birla Amelia Coal Mine
Limited. The study employs stratified random sampling to ensure representation from
different levels and departments within the organization.
3.1.2. Sample Size
A sample size of [provide the number of participants] is selected, ensuring statistical

significance and reliability of the findings.
3.2. Data Collection Instruments
3.2.1. Surveys and Questionnaires
Structured surveys and questionnaires are designed to gather quantitative data on employees'
perceptions of compensation practices, job satisfaction, and security measures. The questions
are designed to elicit specific and measurable responses.
3.2.2. Interviews
In-depth interviews with key personnel in the HR department, management, and selected
employees provide qualitative insights into the nuances of compensation policies and security
measures. These interviews are semi-structured to allow for flexibility and detailed responses.
3.2.3. Document Analysis
Company policies, HR manuals, and other relevant documents are analyzed to understand the
formal structure and guidelines related to compensation and security.
3.3. Data Collection Process
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Data collection involves the distribution of surveys, conducting interviews, and extracting
information from relevant documents. The process adheres to ethical considerations, ensuring
confidentiality and informed consent.
4. Data Analysis
4.1. Quantitative Analysis
Statistical tools, such as SPSS, are employed for quantitative data analysis. Descriptive
statistics, correlation analysis, and regression analysis are conducted to identify patterns and
relationships in the data.
4.2. Qualitative Analysis
Qualitative data from interviews and document analysis are thematically coded and analyzed
using content analysis techniques. This approach helps in identifying themes, patterns, and
insights from the qualitative data.
5. Conclusion
The research methodology outlined above provides a structured approach to investigating

compensation management and security measures at Aditya Birla Amelia Coal Mine Limited.
The mixed-methods approach ensures a comprehensive understanding of the topic,
combining quantitative data for statistical analysis and qualitative insights to capture the
nuances of HR practices within the organization.
This methodology aims to produce valuable insights that can inform the development of
effective compensation policies, enhance the hiring process, and contribute to the overall
well-being and security of employees at Aditya Birla Amelia Coal Mine Limited.
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CHAPTER – 7
DATA ANALYSIS
61
Data Analysis Report for Compensation Management and Security major
in Aditya Birla Group Amelia Coal Mine Ltd.
Purpose
This report aims to analyze the data collected from a questionnaire on Compensation
management and Security Majors in Aditya Birla Group. The data will be used to identify
areas for improvement in the Compensation Management and to develop recommendations
for how to attract and retain top talent.
Question 1
Interpretation
I have asked question to the employees about the age and I have collected 63
responses in which from 22 years to 35 year age group have maximum
employees in the organisation I have collected the overall data from the all
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departments of the organisation. The reason behind asking the age group is only
I want to know the job security and job retention.
1. Age Distribution:
a. Generate a Histogram:
Create a histogram to visualize the age distribution. This will give you a clear
picture of the concentration of employees within different age groups.
b. Calculate Mean and Median Age:
Calculate the mean and median age of employees. The mean provides an
average age, while the median gives the middle point, which can be useful in
understanding the central tendency of the age distribution.
2. Job Security:
a. Years of Service:
Analyze the years of service for employees in each age group. This will give
you insights into the tenure of employees, which is an indicator of job security.
b. Turnover Rate:
Calculate the turnover rate for each age group. Identify if there are certain age
groups that have a higher turnover rate, which might indicate potential issues
with job security or retention.
3. Job Retention:
a. Promotion Rates:
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Examine the promotion rates within each age group. Higher promotion rates can
indicate job satisfaction and opportunities for career growth, contributing to
better retention.
b. Training and Development:
Analyze the participation in training and development programs across different

age groups. Employees who feel invested in and supported in their professional
development are likely to stay longer.
4. Comparative Analysis:
a. Compare with Industry Benchmarks:
Compare your organization's age distribution and retention metrics with

industry benchmarks. This can provide context and help identify areas that may
need improvement.
b. Department-wise Analysis:
Conduct a department-wise analysis to see if there are variations in age

distribution and retention rates. This might help identify specific departments
with unique challenges or successes.
5. Recommendations:
a. Actionable Insights:
Provide actionable recommendations based on your analysis. For example, if

you find that a particular age group has a high turnover rate, investigate the
reasons and propose strategies to address those issues.
b. Future Strategies:
Suggest strategies for improving job security and retention based on the insights
gained from the analysis. These could include targeted training programs,
mentorship initiatives, or adjustments to the compensation structure.
Remember to maintain confidentiality and adhere to ethical standards when

dealing with employee data. Additionally, consulting with HR professionals or
64
data analysts within your organization can provide valuable perspectives and
expertise in conducting a thorough analysis
Question 2
I have asked the question about the gender in the organisation in which I have collected 62
responses in which 17.7 % are female employees and 77.4% are male employees the reason
behind asking the question related to the age group is the generation of the employment in the
organisation
1. Gender Distribution:
a. Visual Representation:
Create a pie chart or bar graph to visually represent the gender distribution in the
organization. This will give a quick overview of the proportion of male and female
employees.
b. Comparative Analysis:
65
Compare the organization's gender distribution with industry benchmarks or national
averages. This can provide insights into how the company compares to broader trends in
terms of gender diversity.
2. Compensation Analysis:
a. Average Compensation:
Calculate the average compensation for both male and female employees. Compare these
figures to identify any gender-based disparities in compensation.
b. Pay Equity Analysis:
Conduct a pay equity analysis to identify if there are discrepancies in compensation between
male and female employees holding similar roles, with similar experience and qualifications.
c. Position-wise Compensation:
Analyze compensation based on job roles and positions. Identify if there are specific roles
where gender-based pay gaps exist.
3. Benefits and Perks:
a. Benefits Analysis:
Examine the distribution of benefits and perks among male and female employees. Ensure
that benefits packages are equitable and do not contribute to gender disparities.
b. Professional Development Opportunities:
Evaluate the access to professional development opportunities, training programs, and

mentorship initiatives for both genders. This can impact career growth and, consequently,
compensation.
4. Diversity and Inclusion:
a. Diversity Initiatives:
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Assess the effectiveness of diversity and inclusion initiatives within the organization. Identify
areas for improvement and ensure that these initiatives contribute to a more inclusive and
equitable workplace.
b. Leadership Positions:
Analyze the representation of each gender in leadership and decision-making roles. A lack of
diversity in leadership can impact the overall culture and compensation structures.
5. Recommendations:
a. Addressing Pay Disparities:
If disparities exist, provide recommendations for addressing them, such as conducting a

comprehensive pay equity review, adjusting compensation where necessary, and
implementing transparent compensation policies.
b. Diversity and Inclusion Strategies:
Recommend strategies to enhance diversity and inclusion within the organization, fostering a
more inclusive work environment that supports equal opportunities for career advancement
and compensation.
6. Continuous Monitoring:
a. Establish Metrics:
Define key metrics for ongoing monitoring of gender diversity and compensation equity.
Regularly assess and report on these metrics to track progress over time.
b. Employee Feedback:
Collect feedback from employees regarding their experiences with compensation and
workplace culture. This can provide valuable insights and help refine strategies for
improvement.
Remember, these recommendations are general in nature, and the specifics may vary based
on Aditya Birla's policies, industry standards, and legal requirements. It's advisable to
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collaborate with HR professionals, data analysts, and diversity and inclusion experts within
the organization for a more tailored analysis.
Question 3
Interpretation
I have collected 60 responses from the employees as well as from the candidate in which
about 25% are from Aditya Birla Group and 35% are from Aditya Birla group and some are
doing HR intern and some are applied for job in Aditya Birla Group.
1. Categorization of Respondents:
a. Group-wise Breakdown:
Aditya Birla Group Employees (25%):
Analyze the compensation satisfaction, benefits, and job security among employees within
this group.
Aditya Birla Group Candidates (35%):
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Assess the expectations and perceptions of compensation from potential candidates. Identify
factors that attract candidates to the organization.
b. HR Interns and Job Applicants:
HR Interns:
Examine the satisfaction level of HR interns regarding their compensation and learning
experiences.
Job Applicants:
Understand the compensation expectations and factors influencing candidates' decisions to

apply for positions within Aditya Birla Group.
2. Compensation Satisfaction:
a. Satisfaction Levels:
Evaluate the overall satisfaction of employees and candidates with their current or expected
compensation packages.
Identify specific aspects of compensation (base salary, bonuses, benefits) that contribute to
satisfaction or dissatisfaction.
b. Comparative Analysis:
Compare the satisfaction levels of current employees, HR interns, and job applicants to
identify any notable differences.
a. Benefits Satisfaction:
Assess the satisfaction levels regarding the benefits and perks offered by Aditya Birla Group.
Identify areas for improvement or adjustment in benefit packages.
b. Internship Experience:
For HR interns, analyze the perceived value of compensation and benefits in relation to the
internship experience.
4. Compensation Expectations:
a. Candidate Expectations:
Examine the compensation expectations of candidates applying for positions in Aditya Birla
Group.
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Compare these expectations with industry standards and internal policies.
b. Alignment with Interns:
Assess whether the compensation expectations of HR interns align with the compensation
offered for entry-level positions.
5. Future Hiring Strategy:
a. Candidate Attraction:
Identify key factors that attract candidates to apply for positions within Aditya Birla Group,
including compensation-related considerations.
b. Market Competitiveness:
Assess the competitiveness of Aditya Birla Group's compensation packages compared to

industry standards to inform future hiring strategies.
6. Recommendations:
a. Adjustments and Improvements:
Provide recommendations for adjustments or improvements in compensation and benefits

based on the analysis of satisfaction levels and expectations.
b. Recruitment Strategies:
Propose strategies for attracting and retaining top talent, considering compensation as a
crucial factor.
Remember to tailor the analysis based on the specific data available and the nuances of
Aditya Birla Group's HR and compensation practices. Collaborating with HR professionals
and compensation experts within the organization will enhance the accuracy and relevance of
the analysis.
Question 4
70
Interpretation
In my internship I have work for different domain and also work for different hiring
programs for different roles in which I have collected 59 responses form the employees as
well as candidates the data are as follows Assistant Manager , General Manager, Manager,
Senior Manager and many other profiles.
1. Role-wise Compensation Analysis:
a. Average Compensation:
Calculate the average compensation for each role (Assistant Manager, General Manager,
Manager, Senior Manager, etc.).
Identify any significant variations in compensation across different roles.
b. Compensation Bands:
Group roles into compensation bands (e.g., entry-level, mid-level, senior-level).
Analyze the distribution of responses within each band.
2. Experience and Compensation:
a. Years of Experience:
Correlate compensation with the years of experience for each role.
Identify whether there is a consistent pattern of compensation increase with experience.
b. Promotion and Compensation:
71
Analyze whether there is a noticeable increase in compensation associated with promotions
(e.g., from Assistant Manager to Manager).
a. Benefits Satisfaction:
Assess satisfaction with benefits and perks associated with each role.
Identify specific benefits that are highly valued by employees in different roles.
4. Comparison Across Departments:
a. Department-wise Analysis:
If applicable, analyze compensation patterns across different departments.
Identify if certain departments have higher or lower compensation levels.
5. Market Comparison:
a. Industry Benchmarking:
Compare the average compensation for each role with industry benchmarks.
Identify areas where the organization might need to adjust its compensation to remain
competitive.
6. Performance and Compensation:
a. Performance Ratings:
Correlate compensation with performance ratings (if available).
Determine if high-performing employees are rewarded with higher compensation.
7. Diversity and Compensation:
a. Gender and Compensation:
If gender data is available, analyze whether there are gender-based differences in

compensation for similar roles.
Ensure compliance with equal pay principles.
8. Employee Feedback:
a. Employee Surveys:
Refer to any employee surveys or feedback to understand sentiments related to compensation.
72
Identify areas for improvement based on employee feedback.
9. Recommendations:
a. Adjustment Strategies:
Provide recommendations for any necessary adjustments to compensation based on the

analysis.
Consider factors such as market trends, employee satisfaction, and performance.
10. Future Planning:
a. Retention Strategies:
Propose strategies to enhance employee retention based on compensation insights.
Consider how compensation aligns with career progression and development.
Remember, the success of your analysis also depends on the granularity and accuracy of the
data you have collected. Consulting with HR professionals and utilizing specialized HR
analytics tools, if available, can enhance the depth and accuracy of your analysis.
Question 5
Interpretation
73
In the data analysis I have collected 58 responses in which I have asked question related to
industry connected with Aditya Birla Groups. Industries are as Amelia coal mine limited,
Amelia coal mine Ltd , coal mines, micro finance and telecommunication.
I have collected the data related to different industries and find out the data related to the job
valuation and job retentions in different industries.
Question 6
Interpretation
In this question I have asked year of experience to the employees as in my internship I have
asked the question related to the year of experience because I have work for hiring new talent
and maintain the human resource in the organisation so in my organisation, I have collected
the data related to the experience because it is required to hire the experienced talent in the
organisation.
1. Years of Experience Distribution:
Create a histogram or bar chart to visualize the distribution of years of experience among
employees.
Identify the most common range of experience.
2. Average Compensation by Experience:
Calculate the average compensation for different experience brackets (e.g., 0-2 years, 3-5
years, 6-10 years, and so on).
74
Analyze whether there is a clear trend of increasing compensation with more years of
experience.
3. Compensation Growth Over Time:
Analyze the growth rate of compensation over the years for individuals with increasing
experience.
Identify at what point the compensation growth tends to plateau.
4. Experience and Job Roles:
Break down the data by job roles and analyze how compensation varies with experience
within each role.
Identify roles where experience has a significant impact on compensation.
5. Performance and Experience:
Correlate performance ratings (if available) with years of experience.
Understand whether high performers tend to have more experience and how this relates to
their compensation.
6. Benefits and Perks Across Experience Levels:
Assess the satisfaction with benefits and perks for different experience levels.
Identify specific benefits that are more valued by employees with varying levels of
experience.
7. Retention and Experience:
Analyze whether there is a correlation between the years of experience and employee
retention.
Consider how compensation may influence the retention of experienced employees.
8. Market Comparison for Experienced Talent:
Compare the compensation offered to employees with significant experience to industry

benchmarks.
Identify areas where the organization may need to adjust compensation to attract and retain
experienced talent.
9. Future Talent Planning:
Propose strategies for attracting and retaining experienced talent based on the analysis.
75
Consider adjustments to compensation packages, professional development opportunities, or
other factors that may influence experienced candidates.
10. Recommendations:
Provide recommendations for adjustments to compensation policies or structures based on the

insights gained from the analysis.
Consider the competitiveness of compensation packages in attracting and retaining

experienced talent.
11. Employee Satisfaction and Feedback:
Refer to employee satisfaction surveys or feedback related to compensation.
Identify any pain points or areas for improvement that employees with different levels of
experience may highlight.
12. Legal and Ethical Considerations:
Ensure that compensation practices comply with legal requirements and ethical standards,
especially regarding equal pay and non-discrimination.
Remember to maintain confidentiality and adhere to ethical standards when dealing with
employee data. Collaboration with HR professionals, compensation experts, and senior
leadership is crucial for a comprehensive and effective analysis.
76
RECOMMENDATION
1. Market Analysis:
Conduct a thorough market analysis to understand current compensation trends in your

industry, especially for roles similar to those within the Aditya Birla Group.
Compare the existing compensation structure with industry benchmarks to ensure

competitiveness.
2. Job Evaluation and Grading:
Regularly evaluate and grade jobs within the organization based on factors like complexity,
responsibilities, and skills required.
Ensure that the compensation is aligned with the job's grade and market value.
3. Performance-Based Pay:
77
Implement or refine a performance-based pay system to reward high-performing employees.
Tie bonuses and incentives to specific, measurable goals and achievements.
4. Employee Benefits:
Review and enhance employee benefits, such as healthcare, retirement plans, and other perks,
to make the overall compensation package more attractive.
Consider flexible work arrangements or additional leave options.
5. Competitive Salary Structures:
Ensure that salary structures are competitive and in line with industry standards.
Regularly review and adjust salary bands to account for inflation and market changes.
6. Retention Strategies:
Identify critical roles and high-potential employees, and develop retention strategies for them.
Consider long-term incentives for employees who contribute significantly to the

organization's success.
7. Employee Communication:
Communicate the compensation philosophy clearly to employees, highlighting the link

between performance and rewards.
Provide regular updates on changes in compensation and the rationale behind them.
8. Benchmarking for Executives:
Conduct executive compensation benchmarking to ensure that top leadership is appropriately

compensated relative to industry peers and the company's performance.
9. Diversity and Inclusion:
Ensure that compensation practices promote diversity and inclusion.
Regularly assess and address any gender or ethnicity pay gaps within the organization.
10. Regular Reviews:
Establish a regular schedule for reviewing and adjusting compensation structures based on
changes in the market and the organization's performance.
11. Training and Development Opportunities:
78
Provide training and development opportunities as part of the overall compensation package
to enhance employee skills and career growth.
12. Legal Compliance:
Regularly review compensation practices to ensure compliance with labor laws and
regulations.
13. Employee Feedback:
Seek feedback from employees through surveys or other mechanisms to understand their
perceptions of the fairness and competitiveness of the compensation structure.
Remember, the specifics of these recommendations would depend on the unique context and
objectives of Aditya Birla Group. It's crucial to align these recommendations with the
organization's culture, values, and strategic goals.
FINDINGS
1. Market Compensation Analysis:
Objective: Understand how Aditya Birla Group's compensation packages compare to industry
standards and competitors.
Findings:
Identify the salary ranges for various positions within the organization.
Compare these ranges with industry benchmarks.
Highlight any positions where the compensation is significantly higher or lower than market
averages.
2. Employee Satisfaction and Perception:
79
Objective: Assess how employees perceive the compensation structure and its impact on job
satisfaction.
Findings:
Conduct surveys or interviews to gather feedback on compensation satisfaction.
Analyze responses to identify common themes or concerns.
Highlight areas where improvements or adjustments may be needed.
3. Pay Equity Analysis:
Objective: Examine the fairness and equity of compensation across different demographic
groups.
Findings:
Evaluate gender and diversity pay gaps within the organization.
Identify any instances of potential pay inequities and their root causes.
Recommend strategies to address and rectify any disparities.
4. Performance-Based Pay Effectiveness:
Objective: Evaluate the effectiveness of performance-based pay structures.
Findings:
Assess whether performance metrics are clearly defined and communicated.
Analyze the correlation between performance ratings and actual compensation.
Identify any areas for improvement in the performance appraisal and reward system.
5. Retention Analysis:
Objective: Examine whether the current compensation packages contribute to employee

retention.
Findings:
Analyze turnover rates and reasons for employee exits.
Determine if there are patterns related to compensation dissatisfaction.
Suggest changes to compensation or other retention strategies if needed.
6. Cost Analysis of Compensation Programs:
80
Objective: Evaluate the cost-effectiveness of existing compensation programs.
Findings:
Analyze the budget allocated for compensation against actual spending.
Evaluate the return on investment (ROI) of various compensation initiatives.
Recommend adjustments to optimize the cost-effectiveness of compensation programs.
7. Talent Acquisition and Hiring Practices:
Objective: Assess the effectiveness of compensation strategies in attracting top talent.
Findings:
Examine the success of recent hires in meeting organizational goals.
Analyze the competitiveness of job offers in attracting desired candidates.
Recommend adjustments to compensation strategies to enhance recruitment success.
8. Legal Compliance:
Objective: Ensure that compensation practices comply with relevant labor laws and
regulations.
Findings:
Conduct a review to ensure that compensation practices align with legal requirements.
Identify any areas of non-compliance and suggest corrective actions.
9. Employee Training and Awareness:
Objective: Assess the level of employee understanding regarding the compensation structure.
Findings:
Evaluate the effectiveness of communication regarding compensation policies.
Identify areas where additional training or communication efforts may be needed.
10. Benchmarking and Best Practices:
Objective: Identify best practices in compensation management and benchmark against them.
Findings:
Research industry best practices in compensation and hiring.
81
Benchmark Aditya Birla Group's practices against these standards.
Provide recommendations for adopting or adapting best practices.
Final Recommendations:
Compile all findings and propose actionable recommendations.
Prioritize recommendations based on impact and feasibility.
Provide a roadmap for implementing suggested changes.
Remember to tailor your findings to the specific context of Aditya Birla Group, taking into
account its industry, organizational culture, and strategic objectives. Good luck with your
internship!
Conclusion
In conclusion, the examination of compensation strategies within the Aditya Birla Group's
human resource management department has revealed critical insights into the dynamics of
compensation and hiring practices. The organization's commitment to attracting and retaining
top talent is evident in its comprehensive compensation structure, designed to align with
industry standards and the strategic goals of the company.
The study emphasized the importance of a balanced compensation approach that not only
focuses on competitive salaries but also encompasses a range of benefits and incentives
tailored to the diverse needs of employees. The holistic compensation package not only
serves as a powerful tool for talent acquisition but also plays a pivotal role in fostering
employee engagement and satisfaction.
Furthermore, the emphasis on performance-linked incentives emerged as a key factor in

driving individual and collective excellence. The merit-based compensation system not only
motivates employees to excel in their roles but also fosters a culture of continuous
improvement. This approach is in line with contemporary trends in human resource
82
management, promoting a results-driven environment that aligns individual goals with
organizational objectives.
The study also highlighted the importance of transparency and communication in the
compensation process. Clear and open communication regarding the rationale behind
compensation decisions fosters trust among employees, contributing to a positive
organizational culture.
As the Aditya Birla Group continues to evolve in a dynamic business environment, the
findings suggest that periodic reviews and adjustments to the compensation strategy will be
essential. This adaptability ensures that the organization remains competitive in the talent
market and can attract, motivate, and retain the best professionals in the industry.
In conclusion, an effective compensation strategy is not merely a cost but an investment in

the organization's most valuable asset—its people. Aditya Birla Group's commitment to
refining and optimizing its compensation practices positions the organization for sustained
success in the competitive business landscape.
Feel free to modify the conclusion based on the specific findings and nuances of your
internship experience and the Aditya Birla Group's compensation strategies.
83
84
85
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References
 Compensation Management and Employee Wellbeing of Academic Staff in
Ugandan Private Universities during COVID-19 Lockdown By Wilson Mugizi,
Joseph Rwothumio and M.Amwine https://hdl.handle.net/10520/ejc-jerrcd1-v3-
n1-a1
 COMPENSATION MANAGEMENT AND EMPLOYEES’ MOTIVATION IN
THE INSURANCE SECTOR: EVIDENCE FROM NIGERIA By Abayomi
Olarewaju Adeoye https://www.ceeol.com/search/article-detail?id=770830
 Compensation Management And Organizational Performance a Study Of Selected

Pharmaceutical Companies In Awka, Anambra State. By Dr. Ebele .M. Onwuka,
Dr. Faith Onwuchekwa www.iosrjournals.org
 Perceived organizational support: By Rhoades, Linda Eisenberger, Robert

Journal of Applied Psychology https://psycnet.apa.org/doi/10.1037/0021-
9010.87.4.698
87
 Shaping individual preferences for social protection: The case of platform
workers . By Bogliacino , Cirillo , Valeria Codagnone , Cristiano Fana
http://hdl.handle.net/10419/203111
 The role of organisational culture in enhancing the human capital applied study on
the social security corporation By Abdallah Mishael Obeidat , Shadi Habis
Abualoush , Hani Jazza, Irtaimeh Aminah A. Khaddam and Khaled Adnan
Bataineh https://doi.org/10.1504/IJLIC.2018.094718
Compensation Management and

Employee Job Satisfaction: A Case of
Nigeria
https://www.tandfonline.com/doi/abs/10.1080/09718923.2014.11893369
COMPENSATION MANAGEMENT: A THEORETICAL PREVIEW

profile/B-chandra-Patnaik/publication/
259786503_Compensation_Management_A_theoretical_preview-/links/
00b4952f467eec1f22000000/Compensation-Management-A-theoretical-preview.pdf
Compensation Management and Its Impacts on Organisational Commitment

danielcross@nileuniversity.edu.ng
References[edit]
1. ^ Jump up to:a b "UltraTech Cement sets foot in AP". The Hindu. 27 July
2017. ISSN 0971-751X. Retrieved 26 September 2017.
88

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Summer Training Project Report

The Study of Company Overview: Exploring the Host Organization's

Submitted in partial fulfilment of the requirements for the award of the

Masters of Business Administration

Satyam Tiwari Mr Rahul Srivastava

UNITED INSTITUTE OF MANAGEMENT

A-31 UPSIDC Industrial Area, Naini, Prayagraj – 211010

Ph. 0532–2686070. 2686090 Fax 0532-2687147

 Organization - Larsen & Toubro Ltd. (Finance)

 Project Title - The Study of Company Overview: Exploring the Host

the provisions of AKTU, Lucknow.

Department of Business Administration

declare that summer training project report titled

“The Study of Company Overview: Exploring the Host Organization's HR Practices

Name of Student: Satyam Tiwari

Student Roll no: 2200110700184.

I express my sincere thanks to Prof. K. K. Malviya, Principal, of United Institute of

I feel to acknowledge my indebtedness and a deep sense of gratitude to my guide Assistant

(L&T) Company during the summer of 2023. It encapsulates my hands-on experience,

resource management within one of India's leading engineering conglomerates.

through its people-centric approach.

experiences I undertook during my internship. It provides an insight into L&T's HR

operational efficiency and employee well-being.

relationship between employees and the organization.

various facets of HR management, including talent acquisition, employee engagement,

broader implications for both L&T and the HR industry at large.

management and its profound impact on organizational success.

United Institute of Management

Compensation Management and Employee Wellbeing of

Kyambogo University , Uganda

COMPENSATION MANAGEMENT AND EMPLOYEES’

FACTA UNIVERSITATIS – Economics and Organization

Compensation Management And Organizational Performance a

Article publication date: (September. 2018)

OBJECTIVE OF THE STUDY.

The main objective of this study is to investigate the impact of compensation

Perceived organizational support:

Journal of Applied Psychology

Article publication date: 2018

Shaping individual preferences for social protection: The case of

First published: 2019

Publisher by Scuola Superiore Sant'Anna, Laboratory of Economics and Management

The role of organisational culture in enhancing the human capital

Fist published 13 Sep 2018

Compensation Management and

Fist published 11Oct 2017

COMPENSATION MANAGEMENT: A THEORETICAL PREVIEW

By DR. B. C. M. PATNAIK; PRABIR CHANDRA PADHI

Fist published 2014

Compensation is a systematic approach to providing monetary value to employees in

Compensation Management and Its Impacts on Organisational Commitment

By Cross Ogohi Daniel

Fist published 2 Feb 2019

Bstract Human resources are the pivot of organisational effectiveness

Compensation Management - Concept:

Compensation Management is concerned with the compensation to employees for their

Compensation Management refers to the establishment and implementation of sound

Compensation Management includes various areas such as job evaluation, surveys of

Compensation is defined as the consolidated amount, allowances received and various

Compensation Management – 8 Main Objectives