Answer / deepali

Salary is the payment (whether in money or other form) you
received or was granted for services you provided to your
employer.

Incentive is nothing but a motivational component which is
linked to the salary indirectly to earn more and achieve
the target which lead to personal growth in terms of
earning more income and professional growth as well..

Answer / neha

salary is something get monthly. it is a fix one and it is
sure that employee will get that whether he willl do the
same work or not

but incentives are the motivation which helps to increase
the status of the employee and it is fluctuting and not
fix. it is depend on the performance of the employee

Answer / guest

Salary is monthly wage for doing a specific job,
Where as incentiveis given on good performance .

Answer / anu

Salary is the Fixed amount paid to the employee every month
for the services rendered by them.
Where else insentive is lumpsum , and it a source of
Motivating employees for performing more efficiently.

Answer / yadavabhay

do incentive relates to any motivational factors to improve
productivity of the employee or worker ???? if it is than
what about salary??

Answer / h. s. ahluwalia

A salary is a type of payment a person gets for work done
for a job. A salary is usually paid for a fixed period,
like a month or a week.

An incentive is any factor [financial or non-financial]
that enables or motivates a particular course of action, or
counts as a reason for preferring one choice to the
alternatives. It is an expectation that encourages people
to behave in a certain way.

Answer / anjul sharma

salary is the fixed amount paid by the firm, whereas
incentive is other than salary. for eg providing free
educaton to the children of the workers, providing free
health care facilities for their family, etc. it is often
in case of mine workers.

Answer / vijayarajan

Salary is a regular payment on regular intervals for the
services rendered by an employee whereas incentive is a
motivational payment made by the employer anticipating
better performance in future.

Answer / saritha

Salary is an amount paid to the employees on monthly basis
for the services rendered by them, whereas Incentives are
paid based on their outstanding performance. For instance,
exceeding the expectations by the management by generating
more revenue to the organization.

Answer / h. s. ahluwalia

Salary is a wage, pay or remuneration earned for work,
typically a monetary payment for services rendered, as in
an employment. A salary is a type of payment a person gets
for work done for a job. A salary is usually paid for a
fixed period, like a month or a week.

Incentive is a scheme to promote or encourage specific
actions or behavior of people during a defined period. An
incentive is a financial or non-financial factor that
enables or motivates an action. It is an expectation that
encourages people to behave in a certain way. Financial
incentive is used to motivate employees, in order to
attract more sales and retain customers.

What do you know about our organization

0 Answers   Agilent, Genpact, PSS,

4. What are your short term & long-term career plans?

0 Answers   SPL,

Tell me about a time when you had too many things to do and you were required to prioritize your tasks?

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TDS & Tax Planning for Employees Up to Form 16 & Form 16 a.

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How much, do you think, is the role of recruiter important in a placement?

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hai i faced the syndicate bank interview.

0 Answers   Syndicate Bank,

justify your suitability for this position?

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how can u evaluate the human resource of your organisation? what are the possible difficulties in perceiving the human resource

0 Answers   Wipro,

Case let 1 Trust them with knee-jerk reactions," said Vikram Koshy, CEO, Delta Software India, as he looked at the quarterly report of Top Line Securities, a well-known equity research firm. The firm had announced a downgrade of Delta, a company listed both on Indian bourses and the NASDAQ. The reason? "One out of every six development engineers in the company is likely to be benched during the remaining part of the year." Three analysts from Top Line had spent some time at Delta three weeks ago. Koshy and his team had explained how benching was no different from the problems of excess inventory, idle time, and surplus capacity that firms in the manufacturing sector face on a regular basis, "Delta has witnessed a scorching pace of 30 per cent growth during the last five years in a row," Koshy had said, "What is happening is a corrective phase." But, evidently, the analysts were unconvinced. Why Bench? Clients suddenly decide to cut back on IT spends Project mix gets skewed, affecting work allocation Employee productivity is set to fall, creating slack working conditions. High degree of job specialization leads to redundancy What are the options? Quickly cut costs in areas which are non-core look for learning’s from the manufacturing sector Focus on alternative markets like Europe and Japan Move into products, where margins are better. Of course, the Top Line report went on to cite several other "signals," as it said: the rate of annual hike in salaries at Delta would come down to 5 per cent (from between 20 and 30 per cent last year); the entry-level intake of engineers from campuses in June 2001, would decline to 5 per cent (unlike the traditional 30 per cent addition to manpower every year); and earnings for the next two years could dip by between 10 and 12 per cent. And the loftiest of them all: "The meltdown at Nasdaq is unlikely to reverse in the near future." "Some of the signals are no doubt valid. And ominous," said Koshy, addressing his A-Team, which had assembled for the routine morning meeting. "But, clearly, everyone is reading too much into this business of benching. In fact, benching is one of the many options that our principals in the US have been pursuing as part of cutting costs right since September, 2000. They are also expanding the share of off-shore jobs. Five of our principals have confirmed that they would outsource more from Delta in India-which is likely to hike their billings by about 30 per cent. At one level, this is an opportunity for us. At another, of course, I am not sure if we should be jubilant, because they have asked for a 25-30 per cent cut in billing rates. Our margins will take a hit, unless we cut costs and improve productivity." "Productivity is clearly a matter of priority now," said Vivek Varadan, Vice-President (Operations). "If you consider benching as a non-earning mode, we do have large patches of it at Delta. As you are aware, it has not been easy to secure 70 per cent utilization of our manpower, even in normal times. I think we need to look at why we have 30 per cent bench before examining how to turn it into an asset." "There are several reasons," remarked Achyut Patwardhan, Vice-President (HR). "And a lot of it has to do with the nature of our business, which is more project-driven than product-driven. When you are managing a number of overseas and domestic projects simultaneously, as we do at Delta, people tend to go on the bench. They wait, as they complete one project, and are assigned the next. There are problems of coordination between projects, related to the logistics of moving people and resources from one customer to another. In fact, I am fine-tuning our monthly manpower utilization report to provide a breakup of bench costs into Examination Paper Semester I: Human Resource Management IIBM Institute of Business Management specifics-leave period, training programmes, travel time, buffers, acclimatization period et al." "It would be worthwhile following the business model used by US principal Techno Inc," said Aveek Mohanty, Director (Finance). "The company has a pipeline of projects, but it does not manage project by project. What it does is to slice each project into what it calls 'activities'. For example, communication networking; user interface development; scheduling of processes are activities common to all projects. People move from one project to another. It is somewhat like the Activity Based Costing. It throws up the bench time straightaway, which helps us control costs and revenue better." "I also think we should reduce our dependence on projects and move into products," said Praveen Kumar, Director (Marketing). "That is where the opportunity for brand building lies. In fact, now is the time to get our technology guys involved in marketing. Multiskilling helps reduce the bench time." "Benching has an analogy in the manufacturing sector," said Girish Shahane, Vice-President (Services). "We could look for learning's there. Many firms have adopted Just-In-Time (JIT) inventory as part of eliminating idle time. It would be worthwhile exploring the possibility of JIT. But the real learning lies in standardization of work. It is linked to what Mohanty said about managing by activities." "At a broader level, I see several other opportunities," said Koshy, "We can fill in the space vacated by US firms and move up the value chain. But before we do so, Delta should consolidate its position as the premier outsourcing centre. Since there are only two ways in which we can generate revenue-sell expertise or sell products-we should move towards a mix of both. Tie-ups with global majors will help. Now is the time to look beyond the US and strike alliances with firms in Europe- and also Japan-as part of developing new products for global markets." Questions 1. Should benching be a matter of concern at Delta? 2. What are the risks involved in moving from a project- centric mode to a mix of projects and products?

0 Answers   Reliance,

Dear All, pls tell me right answer. For HR Why you have done mba in hr not to other trade like mkt.fina.operation.it pls send me answer on my mail jitender_312@yahoo.com

4 Answers  

As jobs become more team-oriented, assessment centers will be used more often for mon-management jobs.Do you agree or disagree?

0 Answers  

What is HCN?s?

2 Answers