All Jobs in any company pay a salary, and we are paid according to our work or wherever we stand, however it's often the perks that retain staff. Added benefits are also often something to work for the company as a dedicated employee, for example1, a company car, say Wipro, is available in our organisation once we reach a certain level, say CEO. Whether or not we wish to accept, it's nice and awesome to see that a brand new BMW could be ours with a bit of work (plus a bigger tax deduction because we have to pay taxes out of our monetary benefits, i.e. Compensation, which may not satisfy us.)
Thus, I would disagree, as direct compensation may not encourage loyalty in the same way added benefits do.
Let us discover some of the benefits that we get in a company as an employee and employer
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Employee benefits includes retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans, etc.
Benefits are being valued, not as a payment, but are given to the employee in return for their contribution to the organization or for doing a great job.
*Worker's compensation is really a worker's right, rather than a benefit.
Examples of benefits are insurance (medical, life, dental, disability, unemployment and worker's compensation), vacation pay, holiday pay, and maternity leave, contribution to retirement (pension pay), profit sharing, stock options, and bonuses.
Intangible benefits are less direct, for example, appreciation from a boss, likelihood for promotion, nice office, etc.
For example2, when a CEO of Wipro Technologies Azim PremjiÂ appreciates Managing director of Wipro Technologies T.K. Kurien, he is being provided with Intangible Benefits.
Compensation refers to wage or salary structures, like, salary ranges for job descriptions, merit-based programs, bonus-based programs, commission-based programs, etc
Compensation also includes payments such asÂ bonuses,Â profit sharing,Â overtime pay, recognition rewards and checks, andÂ sales commission.Â
Compensation is payment to an employee in return for their contribution to the organization, that is, for doing their job.
The cost of turnover differs with the difficulty of the job to be performed. For example3, in a food-processing company, say Kissan, showing someone how to put jars of jam into a cardboard box may take five minutes, so the cost of training someone to handle this job would not be high.
ADVANTAGES OF BENEFITS
The benefits are actually the incentives to the employees and encourage them to work harder for the organisation.
These also help in building up employee job satisfaction
Scheme pension company contributions employer's reasonable for exchange in salary lower slightly settle willing many examples. For example4, UK Govt. Technologies mention pension schemes to their employees after the retirement. This adds advantage to employees in the form of benefits.
One of the major advantages for employers is an easing of their own cash flow. This is particularly the case, for example5, if a company like Vodafone; introduce a salary sacrifice system, where employees give up a portion of their salary in return for other benefits. It may be possible to negotiate discounts with benefit providers if your workforce is large, and the provision of non-cash benefits can therefore be cheaper than the providing the part of the salary that the employee is sacrificing. Now we have potential tax advantages.
For example6, in the first instance, if the benefits are attractive then you will have access to useful offerings such as a pension scheme or company car, without having to make these arrangements yourself. This is of particular use for utilities such as mobile phones, which can be provided as a non-cash benefit by an employer.
Finally, tax advantages are extended to employees as well as employers. Through cooperation with your employer, you should be able to negotiate a benefits package that provides a tax advantage; for example7, if your employer pays for your mobile phone, this is treated as a non-taxable benefit.
FOR THE EMPLOYEES, BENEFFITS Â Â ARE Â Â Â A Â Â SOCI0-ECONOMIC Â Â SUPPORT Â Â AND HENCE A VITAL TOOL FOR THE Â Â QUALITY OF Â Â WORKLIFE.
Why Might Employee Satisfaction Matter?
Always on Time
Marked to Standard
High satisfaction means that workers are given pleasant working conditions, to the detriment of shareholder value. Indeed, such problems may put managers to tolerate insufficient assort or excessive pay, at shareholders expense. The manager perhaps derive private benefits by the course of colleague's compensation, for example8, more pleasant working relationships as in case of HP seek to enjoy the quiet and simple corporate life and avoid the confrontations that may result from holding employees to their reservation utility.
Moreover, for example9, employee satisfaction may be seen as less valuable form of compensation as compare to that of cash, similarly, CEO perquisites are sometimes perceived as inefficient compensation (e.g. Yermack (2006)). The CEO receives the perk or gifts even if his marginal valuation is low.
Example10, Reliance Capital Limited (RCL) is a Non-Banking Financial Company (NBFC)
registered with the Reserve Bank of India under section 45-IA of the Reserve Bank of India Act, 1934.Reliance Capital sees immense potential in the rapidly growing financial services sector in India and aims to become a dominant player in this industry and offer fully integrated financial services. Reliance Life Insurance is another step forward for Reliance Capital Limited to offer need based Life Insurance solutions to individuals and Corporatism.
For example11, in the early 20th century, cash was termed as the most effective motivator, given relatively harsh economic conditions, workers are focused to fulfil their physical needs (such as food and shelter). It is more concerned about Indian Companies like Mahindra.
For example12, while perks (such as country club membership by Wal-Mart) can be bought with cash from third parties, on-the-job satisfaction cannot be externally purchased and can only be provided directly by the organization.
For example13, in the traditional organizations, employees were primarily required to follow prescribed processes, the output of which was easily measurable. This made motivation easy: managers could simply measure output, and reward or punish the workers accordingly through monetary piece rates or the threat of dismissal; the most common example is Toyota.
For example14, if the employees' output is not seen, but can be easily observable as seen in Nestle (e.g. cooperativeness with colleagues), the manager can award her if she shirks. In this case, for providing excessive job satisfaction may be an effective motivator, since the employee risks being overridden, and losing such satisfaction, if she exerts low effort.
For example15, if output is neither verifiable nor observable, extrinsic motivators such as piece pay or the threat of severance are ineffective. In particular, motivating employees to innovate may require tolerance of failure. However, simply removing extrinsic motivators may encourage workers to shirk. For example16, an employee may view pleasant working conditions a gift from the organization, and respond with a gift of increased effort.
For example17, unlike physical capital, human capital is inalienable and owned by the workers themselves, not managers or shareholders, and can thus leave the organization at little cost. Effective retention is therefore crucial for building competitive advantage through a superior workforce. Nifty is the best example for this quote.
Effects Of Motivation On Employees' Job Performance In An Organization
A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of RELIANCE COMMUNICATIONS (RCOM), an example18.
The importance of motivation and how it affects an organization's performance in its entirety, will be the best deciding measure between good and bad motivational techniques used by prominent business experts.Â
Different people hold different needs and respond accordingly. This means that there have been many revisions in motivational techniques and theories. A company relies on motivational methods at will when vying to satisfy, or meet certain goals.
Comparing Cost Control Strategies
When it comes to controlling costs, employers generally do what they can to implement plans. Â One way to help control costs can be by limiting the services or products offered to employees. Â For example19, Riders are available for employees who would like to have options and other choices. Riders can be used for alternative choices for dental coverage, vision coverage, or other healthcare needs. Â When employers offer plans and certain coverage they tend to offer it on an annual basis and through "open enrolment periods". Â Open enrolments occur for the most part annually or on an as needed basis, following a new hire, or life change. Employees get to pick which benefits work best for them and their families for the year. Â This is a plan that has no third party administrators. For example20, in these plans the benefits only exist with current employers and are not transferable or "portable". Â Both plans provide options of provider networks of PPOs, HMOs, or POS. Â With employer-sponsored plans there is a possibility choose which provider network is used, but this too may have an effect on the overall cost of the plan. Â With self-funded plans the costs vary and can depend upon the choice of which plan is chosen
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Â It foster a culture of engagement, for example21 , HR leads the way to design measure and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies
The Employee Ownership
Example22 : Job Ownership Research is an associated company of JOL. JOL is the association of employee owned and trust owned businesses. Founded in 1979 as Job Ownership Limited, its member companies include the John Lewis Partnership, other long-established jointly owned companies such as Scott Bader and Swann-Morton, consultancies such as Mott MacDonald and Cyril Sweett, and a range of employee owned businesses of all sizes from a wide variety of sectors. Wholly independent and not-for-profit, JOL is funded and governed by its member companies. Co-operatives is the national member-owned and led organisation that promotes the interests of cooperatives of all kinds, works to increase awareness and understanding of co-operative values and principles, and supports the development and growth of new and existing co-operatives. It is a focal point for the sector, a forum for innovation and best practice, and a strategic voice for the co-operative movement.
Employee Welfare Facilities
Â Â Â The principle source of any organization is the people managing its people are the most important aspect of managing organization. Manpower is that resource through which the management directs and controls resources like material, money, machines and others.
For Example23 ,The organization come under the purview of HRM, it includes activities like human resource planning, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations and prospects of HRM.
BENEFITS FOR PART TIME EMPLOYEES
These employees work fewer hours each week than their full-time counterparts and may not perform all of the same duties. But for part-time employees, as important as their job descriptions are the employee benefits they do, or do not, receive as compensation in addition to an hourly wage.
Example24 :The federal government does not differentiate between full- and part-time employees. Each company has the right to set its own definition for part-time employment, which can determine whether or not you receive benefits and, if so, what type. A 30-hour workweek is usually the cut-off for part-time employment, with most full-time employees working 40 or more hours each week. Benefit policies may require part-time employees to work at least 20 hours per week, on average, to qualify for benefits.
Part-time employees can receive several different types of benefits. While many companies reserve all benefits for full-time workers, some of the most common benefits for part-time employees include a 401k-retirement savings plan and basic health insurance. Part-time employees are less likely to receive health insurance coverage that includes dental and vision coverage, though some companies offer these benefits as well. Other less-common benefits for part-time workers include maternity leave, paid sick days and paid vacation.
Benefits of Offering Domestic Partner Benefits
Domestic partner benefits are health benefits that are offered to non-married couples which are the same or near the same as benefits that are provided for legally married couples. Domestic partnership is a personal relationship between two people in a committed relationship who support each other financially and emotionally, but not married and live in the same household. Many people mistake a domestic partnership as same sex however; that is not true. Â
Example25 :In some parts of the country, such as California, Maryland, Nevada, Maine, Rhode Island, District of Columbia, Washington, Wisconsin, and Oregon, domestic partnership is considered the same as legally married. Domestic partners are not considered the same as married couples by insurances therefore; these benefits are defined different.Â
Domestic partner benefits is a benefit plan offered to employees who have a significant other but are not married, usually these benefits are the equal or comparable to the benefits provided to a married couple. Some states and cities allow domestic partners to register their partner.
Â Finding the time to build and implement an equitable wage structure can be difficult. To make the process easier, consider the following checklist:
Decide what you want your compensation package to do.
recruit new employees
motivate current employees
reward well-performing employees
minimize risk of violating federal laws
build employee loyalty
any combination of the above
Determine your internal wage structure; either:
evaluate the jobs
evaluate the employees
create competency groupings
Talk to your employees about their indirect compensation needs:
Structure your total rewards system, including:
indirect compensation based on your employee's needs and your compensation objectives
direct compensation based on labour market information and your compensation objectives
Implement your new system, remembering to:
communicate with your employees about their needs
review your compensation package regularly-make sure it is fair, equitable and competitive
be flexible and innovative to maintain a competitive advantage
maintain both internal and external equity
All the given examples mentioned in the document, hence, prove that benefits play more role in an employee's life than the monetary benefits, since they form the basics of an employee'
OrganizationsÂ imply that the market fails to incorporate intangible assets fully into stock valuations - even if the existence of such assets is verified. This suggests that the market may have even greater difficulty in valuing other forms of intangible investment, and provides empirical support for theoretical models of managerial myopia.Â
The results are consistent with the viewÂ that employee satisfaction is positively related to corporate performance, rather than representing inefficiently excessive non-pecuniary compensation. However, there are other interpretations of this association which the data cannot entirely rule out. The future research that successfully identifies the underlying causes of superior performance may have important implications. If superior employee satisfaction caused even a portion of the 64 basis point monthly abnormal return, then employee-friendly programs can substantially improve shareholder value
Abowd, John (1989): The Effect of Wage Bargains on the Stock Market Value of the Firm. American Economic Review 79, 774-800
Akerlof, George and Janet Yellen (1986): Efficiency Wage Models of the Labour Market's Cambridge University Press, Cambridge UK
Akerlof, George (1982): Labour Contracts as Partial Gift Exchange Quarterly Journal of Economics 97, 543-69
Anginer, Deniz, Kenneth Fisher and Meir Statman (2007): Stocks of Admired Companies and Despised Ones Working Paper, University of Michigan