Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2019 Summer 3rd Sem 3539233 Compensation Management Cm Previous Question Paper
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? SUMMER 2019
Subject Code: 3539233 Date: 10/05/2019
Subject Name: Compensation Management (CM)
Time: 02:30 PM TO 5:30PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the following terms with example.
a) Reward Strategy
b) Agency Theory
c) Performance Related Pay
d) Profit Sharing
e) Job Family Structure
f) Total Rewards
g) Gratuity
14
Q.2 (a) What do you mean by Reward? Discuss different components of reward
system.
07
(b) What is Reward Management? Explore the reward management
framework.
07
OR
(b) What is rewarding financial business performance? Explain the types of
schemes.
07
Q.3 (a) What is employee engagement? Which are the factors responsible for
enhancing the engagement.
07
(b) How does reward impact on performance? Define different types of
performance culture develops for employees.
07
OR
Q.3 (a) What is Contingency Pay? Discuss different pay which allowed to
employees and its objectives.
07
(b) How employees work will be checked in team? List down the
advantages and disadvantages of team pay and its rationale.
07
Q.4 (a) What is Grade and Pay Structures? Discuss narrow-graded, broad-
graded, broad-banded, career-family and job-family pay structures with
structural way.
07
(b) Discuss the maternity benefits available to women employees in the
organisation.
07
OR
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Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? SUMMER 2019
Subject Code: 3539233 Date: 10/05/2019
Subject Name: Compensation Management (CM)
Time: 02:30 PM TO 5:30PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the following terms with example.
a) Reward Strategy
b) Agency Theory
c) Performance Related Pay
d) Profit Sharing
e) Job Family Structure
f) Total Rewards
g) Gratuity
14
Q.2 (a) What do you mean by Reward? Discuss different components of reward
system.
07
(b) What is Reward Management? Explore the reward management
framework.
07
OR
(b) What is rewarding financial business performance? Explain the types of
schemes.
07
Q.3 (a) What is employee engagement? Which are the factors responsible for
enhancing the engagement.
07
(b) How does reward impact on performance? Define different types of
performance culture develops for employees.
07
OR
Q.3 (a) What is Contingency Pay? Discuss different pay which allowed to
employees and its objectives.
07
(b) How employees work will be checked in team? List down the
advantages and disadvantages of team pay and its rationale.
07
Q.4 (a) What is Grade and Pay Structures? Discuss narrow-graded, broad-
graded, broad-banded, career-family and job-family pay structures with
structural way.
07
(b) Discuss the maternity benefits available to women employees in the
organisation.
07
OR
Q.4 (a) Discuss Payment of Bonus Act 1965. Describe how bonus is calculated
and allowed to employees.
07
(b) What is gratuity? Employee?s entitlements as per ?Payment of Gratuity
Act?.
07
Q.5 CASE STUDY:
New Delhi Shopping Point
New Delhi Shopping Point (NDSP) has around 300 employees. 200 of
them are permanent, while others are outsourced. About 50% employees
of total are females. Since it was new entrant in business, the retail store
preferred to adopt on going job evaluation practices, rather forming their
own. As a result of which, they failed to take in to account the cultural
diversities and the same eventually lead to disagreement of reward
system and dissatisfaction among employees. Eventually employees
formed Unions with strong opposing political affiliations.
Company then formed a task force with cross functional team managers
to educate employees on the methods of job correlation and job pricing
with a hope to reduce the conflict as well as to develop mutually
acceptable job evaluation scheme and rationalize the pay structure.
Though it helped to reduce dissatisfaction fractionally, it failed to
eliminate inequity, resulting in dissension amidst a small section of
employees.
In a retail store customer notice dissatisfied employees easily, at NDSP
too faced the same problems ? while employees started ignoring
customer queries, customers were left to guess the price etc. started
taking place. The business of the retail chain started suffering, which
resulted in to the substantial loss of business and reduction in customers.
Facing successive business losses, the company ultimately decided to
discuss the pay parity issue and to arrive at a solution. It also agreed to
develop a suitable job evaluation scheme, aligned with the compensation
plan. All the Unions agreed to these propositions of the company and
promised to come out of win-win situation. Some of the key issues
suggested by the Unions for the discussion are : Correctly capture some
key feature of the work done by the female employees , Differentiate
between the quality of customer relations offered by a male and female
employees , Understand the success rate ( in terms of the percentage of
the customer retention) of male and female employees etc. A section of
female employees also complained that while their success rate were
much better than male employees they were still paid less compared to
them. They also threatened to refer the matter to the Human Rights
Commission, if conciliation failed.
FirstRanker.com - FirstRanker's Choice
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER III ? EXAMINATION ? SUMMER 2019
Subject Code: 3539233 Date: 10/05/2019
Subject Name: Compensation Management (CM)
Time: 02:30 PM TO 5:30PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the following terms with example.
a) Reward Strategy
b) Agency Theory
c) Performance Related Pay
d) Profit Sharing
e) Job Family Structure
f) Total Rewards
g) Gratuity
14
Q.2 (a) What do you mean by Reward? Discuss different components of reward
system.
07
(b) What is Reward Management? Explore the reward management
framework.
07
OR
(b) What is rewarding financial business performance? Explain the types of
schemes.
07
Q.3 (a) What is employee engagement? Which are the factors responsible for
enhancing the engagement.
07
(b) How does reward impact on performance? Define different types of
performance culture develops for employees.
07
OR
Q.3 (a) What is Contingency Pay? Discuss different pay which allowed to
employees and its objectives.
07
(b) How employees work will be checked in team? List down the
advantages and disadvantages of team pay and its rationale.
07
Q.4 (a) What is Grade and Pay Structures? Discuss narrow-graded, broad-
graded, broad-banded, career-family and job-family pay structures with
structural way.
07
(b) Discuss the maternity benefits available to women employees in the
organisation.
07
OR
Q.4 (a) Discuss Payment of Bonus Act 1965. Describe how bonus is calculated
and allowed to employees.
07
(b) What is gratuity? Employee?s entitlements as per ?Payment of Gratuity
Act?.
07
Q.5 CASE STUDY:
New Delhi Shopping Point
New Delhi Shopping Point (NDSP) has around 300 employees. 200 of
them are permanent, while others are outsourced. About 50% employees
of total are females. Since it was new entrant in business, the retail store
preferred to adopt on going job evaluation practices, rather forming their
own. As a result of which, they failed to take in to account the cultural
diversities and the same eventually lead to disagreement of reward
system and dissatisfaction among employees. Eventually employees
formed Unions with strong opposing political affiliations.
Company then formed a task force with cross functional team managers
to educate employees on the methods of job correlation and job pricing
with a hope to reduce the conflict as well as to develop mutually
acceptable job evaluation scheme and rationalize the pay structure.
Though it helped to reduce dissatisfaction fractionally, it failed to
eliminate inequity, resulting in dissension amidst a small section of
employees.
In a retail store customer notice dissatisfied employees easily, at NDSP
too faced the same problems ? while employees started ignoring
customer queries, customers were left to guess the price etc. started
taking place. The business of the retail chain started suffering, which
resulted in to the substantial loss of business and reduction in customers.
Facing successive business losses, the company ultimately decided to
discuss the pay parity issue and to arrive at a solution. It also agreed to
develop a suitable job evaluation scheme, aligned with the compensation
plan. All the Unions agreed to these propositions of the company and
promised to come out of win-win situation. Some of the key issues
suggested by the Unions for the discussion are : Correctly capture some
key feature of the work done by the female employees , Differentiate
between the quality of customer relations offered by a male and female
employees , Understand the success rate ( in terms of the percentage of
the customer retention) of male and female employees etc. A section of
female employees also complained that while their success rate were
much better than male employees they were still paid less compared to
them. They also threatened to refer the matter to the Human Rights
Commission, if conciliation failed.
(a) As a team leader, representing the management who is responsible
for pay and is it proper from your view?
07
(b) Suggest a ways for the company to achieve pay parity through
mutual consensus.
07
OR
Q.5 (a) Which solution is offered by differentiating the number of
employees? Is equality is offered? If yes/no, than why?
07
(b)
Company offers pay parity, but if you are a HR manager than which
policies followed in this situation.
Conclude your answer with all benefits.
07
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This post was last modified on 19 February 2020