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Model Paper - Compensation Management

This document contains a model question paper for the MBA IV Semester Compensation Management course. It has two sections - Section A with 10 short answer questions worth 1 mark each, and Section B with 5 long answer questions worth 5 marks each. Section A tests knowledge of key compensation concepts like definition of compensation and its components, types of non-financial rewards, job evaluation, wage scales, and market rate analysis. Section B questions require explaining views on compensation as a strategic tool, criteria for wage fixation, features of managerial remuneration, performance linked pay systems, and analyzing compensation packages. It also includes a case study about the compensation practices of a software company called S2S and questions related to it

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Chandrabhan Ojha
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2K views2 pages

Model Paper - Compensation Management

This document contains a model question paper for the MBA IV Semester Compensation Management course. It has two sections - Section A with 10 short answer questions worth 1 mark each, and Section B with 5 long answer questions worth 5 marks each. Section A tests knowledge of key compensation concepts like definition of compensation and its components, types of non-financial rewards, job evaluation, wage scales, and market rate analysis. Section B questions require explaining views on compensation as a strategic tool, criteria for wage fixation, features of managerial remuneration, performance linked pay systems, and analyzing compensation packages. It also includes a case study about the compensation practices of a software company called S2S and questions related to it

Uploaded by

Chandrabhan Ojha
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd

K L UNIVERSITY

KLU Business School


MBA IV Semester
Semester-end Examinations-Model uestion !a"er
#ourse Title$ #om"ensation Mana%ement &#ode$ '(MB)*+,-
Mar.s$ '(( Time$ / hours
SE#TI0N 1 A
Ans2er ALL the 3uestions4 '( x * 5 *( Mar.s
'4
b) What is Compensation?
c) What are the components of wages?
d) List the types of non-financial rewards.
e) What is the need of job evaluation in an organization
f) efine job pricing.
g) efine performance
h) What is the difference between wage and salary?
i) ifferentiate between !ime "ate and #iece rate scales.
j) What are the benefits of earness $llowance?
%) efine &ar%et "ate $nalysis.
SE#TI0N 1 B
Ans2er an6 7IVE 3uestions4 8 x '* 5 )( Mar.s
*4 a- 'Compensation is a strategic tool() *+press your view point. &9M-
:- *+plain the criterion for ,wage fi+ation-. &,M-
/4 a- What are the uni.ue features of managerial remuneration? &)M-
:- *+plain #erformance lin%ed #ay system. &)M-
,4 a- What are /ringe 0enefits? *+plain in brief about various fringe benefits given by
employers. &)M-
:- *+plain the variables involved in finalizing a compensation pac%age for 1uman
"esource &anagement 2pecialists. &)M-
84 a- What is the effect of 3nternational Conventions and recommendations on wages and
salaries? &9M-
:- *+plain the factors influencing compensation for middle and senior level e+ecutives
in multinational companies. &,M-
)4 a- 1ow do you plan for !eam 3ncentives? &)M-
:- What are the problems with team based incentives? &)M-
;4 a- ,4o more *25#- *+plain the denial of the wealth creation tool in current scenario.
&9M-
:- *+plain in detail about various non-monetary incentives. &,M-
94 a- What are the legislations regulating wages in 3ndia and briefly e+plain their scope.
&9M-
:- What are minimum wages) fair wages and living wages? &,M-
SE#TI0N 1 # &*( Mar.s-
<4 #ase &#om"ulsor6-
2$2 #vt Ltd is probably the least-well %nown major software company) in 3ndia. !he
company ma%es statistical analysis software 6hence the acronym 2$2). $nd the company is
growing very rapidly from 7899 employees five years ago) it now has :;99 employees. 0ut
2$2 is not your typical software company. 3t is not your typical ,anything- company.
$t its head.uarters) just outside 0angalore) there is a <=)999 s.uare-foot gym for
employees. !here is a full-length bas%etball court) pool tables) a private s%y-lighted yoga
room and wor%out areas. 5utside) there are soccer and cric%et fields. &assages are available
several times a wee% and classes are offered in dance and tennis. !he company also operates
the largest day-care facility in 3ndia. !o encourage families to eat lunch together) the 2$2
cafeteria supplies baby seats and high chairs. !o encourage families to eat dinner together) the
company has a seven-hour wor% day) five days a wee%. >nli%e many wor%-obsessive
software firms) most 2$2 employees leave the office by :pm. &anagement li%es to call its
wor% place culture 'rela+ed(.
!he list of employee amenities at 2$2 goes on and on. >nlimited tea) coffee and
juice. 5ne wee% paid vacation during iwali. $n on-site health clinic staffed with si+ nurses
and two doctors. ?ero cost to employees for health insurance. Casual dress everyday.
3s this any way to run a business? &anagement thin%s so. 2$2-s strategy is to ma%e it
impossible for people not to do their wor%. *ven though the company provides no stoc%
option plans and salaries no better than the competition) the company has built an
unbelievably loyal wor%force. Whereas competitors typically have turnover rates above <9
percent) 2$2-s rate has never been higher than : percent. &anagement claims that it saves
"s. @: la%hs a year just in employee replacement-related costs such as recruitment)
interviews) moving costs for new hires and lost wor% time.
Aust in case any one wonders if the company ma%es any money) we-ll add the
following. 2$2 is owned by just two people B "ahul 2harma and eepa% $huja. !hey were
recently listed as being in the top 799 richest people in 3ndia.
uestions$
a- $re progressive 1" practices li%e those at 2$2) a cause or a result of high profits?
iscuss &;M-
:- What possible problems could the management at 2$2 face 6from employees) due to
the benefits offered? &;M-
c- 3f you are appointed as the 1" manager at 2$2) what changes would you recommend
in the compensation structure? &)M-

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