Documente Academic
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Documente Cultură
PERSONNEL ADMINISTRATION
INDEX
Part A:
Question 1:.....................................................................................................................................2
What is meant by Quality of Work Life (QWL)? What does the human resources
manager play in contributing to the QWL of employees?...............................................................2
Question 2:.....................................................................................................................................3
What is the difference between Job Design and Job Analysis? Which requires greater skill to do
effectively?.....................................................................................................................................3
Question 3:.....................................................................................................................................5
Describe some common rating errors in performance appraisal. How does the personal bias of the
appraiser affect performance appraisal?..........................................................................................5
Question 4:.....................................................................................................................................7
What is management by objectives? What are its advantages and disadvantages?.........................7
Question 5:.....................................................................................................................................8
How does long-term career development of employees help an organisation? ..............................8
What are the different phases in the career of an employee?..........................................................8
Question 6:...................................................................................................................................11
What are the components of an effective compensation system? How is an underpaid employee
likely to behave?...........................................................................................................................11
Question 7:...................................................................................................................................13
Why is orientation so essential for a new employee? How would you ensure that a training
program is well designed?............................................................................................................13
Question 1:...................................................................................................................................16
How can conflict be avoided in an organisation? What is the difference between arbitration and
Mediation?....................................................................................................................................16
Question 2:...................................................................................................................................20
What are the key elements in the disciplinary process?................................................................20
Question 3:...................................................................................................................................23
Describe briefly the various laws pertaining to employee’s compensation and benefits...............23
Part – A
The Being domain includes the Belonging includes the person’s fit Becoming refers to the
basic aspects of “who one is” and with his/her environments and also purposeful activities carried out
has three sub-domains. Physical has three sub-domains. Physical to achieve personal goals,
Being includes aspects of Belonging is defined as the hopes, and wishes. Practical
physical health, personal connections the person has with Becoming describes day-to-day
hygiene, nutrition, exercise, his/her physical environments such actions such as domestic
grooming, clothing, and physical as home, workplace, neighbourhood, activities, paid work, school or
appearance. Psychological Being school and community. Social volunteer activities, and seeing
includes the person’s Belonging includes links with social to health or social needs.
psychological health and environments and includes the sense Leisure Becoming includes
adjustment, cognitions, feelings, of acceptance by intimate others, activities that promote
and evaluations concerning the family, friends, co-workers, and relaxation and stress reduction.
self, and self-control. Spiritual neighbourhood and community. These include card games,
Being reflects personal values, Community Belonging represents neighbourhood walks, and
personal standards of conduct, access to resources normally family visits, or longer duration
and spiritual beliefs which may available to community members, activities such as vacations or
or may not be associated with such as adequate income, health and holidays. Growth Becoming
organized religions. social services, employment, activities promote the
educational and recreational improvement or maintenance of
programs, and community activities. knowledge and skills.
One of the most common methods used to create Quality of Work Life is employee involvement.
Employee involvement consists of a variety of systematic methods that empower employees to
participate in decisions that affect them and their relationship with the organisation.
Role of human resource manager in contributing to the QWL of the employees.
Organisational Democracy
Create an organisation culture that treats people as though they are experts at their jobs
empower them to use their expertise.
Quality Circles:
Quality circles are small groups which meet regularly with their leader to identify ad solve work
related problems.
Ergonomics:
Conclusion:
Comparing the above two elements – Job analysis and Job design, we can conclude that Job
design requires greater skill to do effectively. To perform the job design effectively, certain
techniques are required to be adhered to. They are:-
Question 3:
Describe some common rating errors in performance appraisal. How does the personal bias
of the appraiser affect performance appraisal?
Most performance appraisal systems are based upon an assessment of the past. While it is
much easier to assess the past than the future, viewing the performance appraisal as a control and
maintenance system does little to realise future performance improvement. A consideration of
future potential, opportunities and development needs is an essential planning aid for both
organisations and individuals in the context of rapid change and the need for a high degree of
flexibility. Future performance improvement needs organisational investment in development but
this, together with succession planning, is often very poorly managed if at all.
There are advantages and disadvantages of all appraisal systems. Sometimes the problem is not
with the technique but with how it is used and by whom. The problem with subjective methods is
the bias of the rater. Some common biases:
Halo Effect: This occurs when the rater’s personal opinion of the employee affects his
assessment. Halo error can either be positive or negative, meaning that the initial impression of
the employee towards the employer (Higher official) could cause the rating to be either too high
or low.
Leniency or Strictness effect: When raters tend to be easy in their evaluation, it is called leniency
effect. On the other hand there are some raters who see all performers as poor. This is called as
strictness effect.
Central Tendency Effect: Some raters prefer to avoid high or low ratings ad assign average
ratings to all the subordinates. This fails to discriminate between the people in the same
department and is therefore of little use for decisions.
Recency Effect: Raters often tend to forget past behaviours but remember the actions of recent
occurrence. Some appraisees use this tendency among their appraisers to be more visible nearer
the time of assessment, particularly if the date of assessment is known.
Contrast Error: At times appraisers let one person’s appraisal affect that of the next person. This
happens particularly in situations where an average performer is evaluated immediately after an
outstanding performer in which case average performer may get rated as a poor one.
Personal Prejudice: Personal biases occur due to prejudice against a group or class of people.
Sometimes appraisers give higher rating to persons who have qualities or characteristics similar
to their own or liked by them. Sometimes such appraisers rate the persons they like most the
higher and the one they do not appreciate much the least.
Perceptual Set: There is at times a tendency among the raters to see what they want to see or
expect to see and their assessment is affected by this attitude.
The above information was discussed above in brief. Now an elaborate explanation to such an
action in Appraisal System.
Example:
Consider 10 employees supervised by an official “O”. Same level of task is rendered to each
subordinate. But among the 10 subordinates, an employee could be an above average performer,
Also sometimes there occurs a case where certain persons are liked by the superior for various
reasons such as common likes, similar background or college, similar caste or creed or religion.
Such discrimination in the thought of the appraiser also leads to Personal Bias.
Also there are cases where in the appraisee has complained against his superior sometime in the
past. This history could affect the appraisee since the appraiser may have biased opinions about
him/her and despite good performance the appraisee may result in poor rating.
Such Situations are often seen in large organisation where the number of subordinates under a
single man is many (10 or more). In such cases there may be a tendency by the superiors to form
an opinion and also likes and dislikes among people. This sometimes acts a bonus for the future
growth of an individual under this superiors’ guidance and for some it turns out to be their BAD
LUCK.
Often noticed in a BPO or an IT firm where the number of subordinates under a superior is many.
A performer though being able to show better competency fails in his overall rating to “Personal
Prejudice”. On the other hand a poor performer may attain higher rating due to him being liked
by his superior.
Hence The Ideal Appraisal System opted by an organisation should be chosen in such a way that
it accommodates all the various factors and avoid the common rating errors that can take place.
Such Systems can create an Employee friendly Environment and also reduce the rate of
employee-employer misconceptions and improve the relationship in their work environment. This
also enables the Fruitful growth of a person within the organisation and reduces the risk of
attrition to the organisation.
Question 4:
What is management by objectives? What are its advantages and disadvantages?
It is all too easy for managers to fail to outline, and agree with their employees, what it is that
everyone is trying to achieve. MBO substitutes for good intentions a process that requires rather
precise written description of objectives (for the period ahead) and time-lines for their monitoring
and achievement. The process requires that the manager and the employee agree to what the
employee will attempt to achieve in the period ahead, and (very important) that the employee
accept and buy into the objectives (otherwise commitment will be lacking).
For example, whatever else a manager and employee may discuss and agree in their regular
discussions, let us suppose that they feel that it will be sensible to introduce a key performance
indicator to show the development of sales revenue in a part of the firm. Then the manager and
the employee need to discuss what is being planned, what the time-schedule is and what the
Question 5:
How does long-term career development of employees help an organisation?
What are the different phases in the career of an employee?
Career planning:
An organisation’s success depends upon the availability of competent human resource. Without
an effective promotion and succession system the organisation will not be able to achieve its
strategic objectives.
Career planning involves matching an individual’s career aspirations with the opportunities
available in the organisation. Career development can be used as a focus on assuring an
alignment of individual career planning and organisational career management process in order to
achieve an optimal match of individual and organisational needs. At the heart of successful
human resource development -plans is the matching of the business strategies of the organisation
and the individual development needs.
The concept of Learning Organisation includes the same ideas of integration between business
development and human resource development, placing perhaps more emphasis on learning
within the organisation. The individual must identify his aspirations and abilities and understand
what training and development is required for a particular career path. The organisation must
Personal Individual
Individual
Counseling & Development
Needs
assessment Efforts.
Placement on
Matching Matching Career Path
Most working people go through career stages and it has been found that individual’s needs and
expectations change as the individual moves through these stages.
Establishment Stage:
The first five stages of a career are termed as establishment stage where safety needs are the
highest. This is the beginning stage in the career of any person’s work-life. Here the focus is on
earning well to acquire assets a person believes are essential like Car, House, Furniture and
others.
Advancement Stage:
The advancement stage lasts from the age of 30-45. During this period the person’s safety needs
would have been largely satisfied. Hence there is considerably less concern for hygiene factors
like House, Car, etc, and the focus shifts to achievement, esteem and autonomy on the job.
Maintenance Stage:
During this period the gains of the past are consolidated. Since the individual has satisfied
psychological and financial needs, this phase is period pf creativity. The employee wishes to
satisfy his esteem and self-actualisation needs. However many people experience mid-career
crisis during this period. They do not achieve satisfaction from their work and may even
experience psychological discomfort.
Retirement Stage:
During this phase the individual completes one career and moves to another. The individual now
has the freedom to take on activities that he may have been interested in like gardening, social
work, teaching which were difficult to pursue while working.
Conclusion:
Employee career development cannot take place without support from the top management.
Commitment of top management is crucial. Employees also need to be given feedback about their
career development efforts. It is difficult for an employee to sustain years of preparation to reach
Ability to pay:
If a company is doing well and has the ability to pay, the tendency is to raise the compensation
level. However if a company is highly successful, there is little need to pay far more than the
Cost of living:
The cost of living index does not determine the base compensation. It indicates what the rate of
increase in salary should be to keep up with the inflation so that employees’ real wages do not
reduce.
Benefits:
Indirect benefits are employer provided rewards and services other than wages and salaries. These
benefits are provided for various reasons:
1. Keep wages and salaries low and hence obtain tax benefits
2. Make the salary package competitive to recruit and retain talent.
3. Act as motivators
4. Ensure long – term employment as some benefits are linked to time spent in an
organisation.
Some other indirect benefits that companies offer are:
Insurance: employees are insured by the company for accident, disability/death.
Medical benefits: medical benefits are provided to the employees by the company through
insurance.
Retirement benefits: retirement benefits like provident fund, gratuity, pension are provided for
retiring employees who have served for a long term.
Paid leave: Employees are given certain special leave like casual leave, privileged leave, medical
leave during which they receive their salary and full benefits. Certain number of days in a year
only is allotted for such benefits. Reimbursement for travel is also allotted in certain companies.
Other benefits: Benefits like assistance for housing, children education, marriage loans at low
interest are also provided. Other perks’ like telephone reimbursement etc are also some of the
benefits that certain organisation avails to the employees.
Question 7:
Why is orientation so essential for a new employee? How would you ensure that a training
program is well designed?
Orientation (Induction):
The objective of orientation is to familiarize with the rules and regularizations of the
organisations and also the various heads and departments of the organisation. Its objective is also
to provide new recruit with information about organisation “Vision and Mission”.
This is the process of familiarisation with the organisation and settling into the job. It is easy to
forget that the selection process is only the beginning of the employment relationship, and the
future of that relationship depends to a considerable extent on how the new employee is settled
into the job. Most labour turnover is among new employees, and work efficiency is reached only
after a period of learning and adjusting to the new environment.
A good induction programme makes business sense, whatever the size of the organisation, and
whatever the job. It introduces the newcomer not only to their immediate colleagues, but to other
workers with whom they may have less day-to-day contact, including trade union representatives
(if they are recognised in the organisation) or employee representatives on any staff committee or
council.
Induction often begins before the person has actually started, in that the organisation will supply
material as part of an initial 'information pack', or with the invitation to interview, or with the
letter of job offer. This may be particularly important in jobs of a technical nature, where it is
helpful for the new starter to be as well informed as possible about that side of the work. Clearly,
learning the particular projects and initiatives will have to be done in the workplace but much
'mental preparedness' can be undertaken in advance. The Company Handbook, and the Written
Statement of Employment Particulars, can also provide essential information about the
organisation and the job.
A good reception, with the line or personnel manager spending time with the new employee, is
important on the first day. There may be further documentation to complete, perhaps a
preliminary discussion about training either immediately or in the future, an explanation of the
development opportunities that are available, and of course enough information to give the new
starter a good grasp of the working practices of the organisation. Any particular health and safety
requirements should be made known, together with details of whom to go to for help and advice
It is useful to have a written checklist of the items that need to be covered in the induction
programme; Not only does this give some structure to the induction but it also ensures that both
the new starter and the manager know what has or has not been covered at any given time. Such a
checklist is normally drawn up by the personnel section in consultation with other involved staff,
such as safety officers, line manager/supervisors, employee representatives (if appropriate), and
training officers.
The induction programme may be spread over several days or weeks, and may incorporate
specific job training, but the following points should be borne in mind:
• All employees need to be able to work in a safe and healthy manner. Recruitment and placement
procedures should ensure that employees (including managers) have the necessary physical and
mental abilities to do their jobs, or can acquire them through training and experience. Employers
should have systems in place to identify health and safety training needs arising from recruitment
• People can take in only so much information at any given time, and should not be overloaded. It
is important that health and safety is introduced in a structured way
• If there are special health and safety requirements, make sure the new starter fully understands
their importance - otherwise there is the risk of being exposed to unnecessary danger or
endangering their co-workers. All employees must know what to do in the event of a fire or other
emergency
• Setting out the plan of induction at the beginning avoids the problems that can arise in trying to
arrange time in the future, when the employee is established in the job
• Not to forget induction needs for shift workers or night workers. They may need some time on
days, or modified shifts, to cover the induction period
• Even if the induction period covers job training, try to let new starters do some practical work,
as this will assist their learning and enable them to relate what they are being taught to what they
will be doing.
The outcome of all this is that the new starter should have a good feel for the organisation, and
should continue to feel that they made the right decision in joining the firm.
Training:
In organisations dedicated to creating a learning environment, Training is accorded high priority.
In these days where technology requirements are changing so rapidly, acquiring new knowledge
in all fields has become mandatory. Any employee persevering to attain great heights in an
organisation must ensure that his level of knowledge is kept at par, or else he may lose in the race
of competition.
Advantages of Training:
• Exposed to new ideas.
• Expand their knowledge.
• Begin to look at their jobs critically and think differently
• May alter their behavior in desired ways.
Various types of Training:
• On the job training
• Job rotation
• Case method
• Role playing
• Management games
Assessment of Training needs:
E
Evaluation Design Training methods and appropriate
Media E
Of
Performance D
Program Input
Program Output
C
Conflict Resolution:
The first step in conflict resolution is their discovery ad Exposure. For this, organisations set up
an upward channel of communication through which the voice of the employee may be heard.
Direct Observation:
Not all problems are expressed, but a good supervisor knows the customary behavior of his
subordinate. When a significant change occurs in his behaviour or work it may be assumed that
the employee has a problem.
Open Door Policy:
A formal open door procedure allows employees to discuss their problem with the supervisor and
then up the hierarchy to the highest level, if necessary. The policy sounds democratic, but
generally is defective since access to senior managers is not that easy and the subordinates will
not be comfortable.
Personnel Counselors:
At times an employee may not wish to go the superior with a problem. The company appoints
trained psychologists who act as counselors. Employees may discuss their problems with these
experts who would protect their identity.
Suggestion Boxes:
Companies can set up a suggestion boxes in which employees may write down their problems
and submit anonymously. Often employees are afraid to voice their concern because of fear of
retaliation by management, although this is not well-founded.
Exit Interview:
If the conflict or disagreement is so great that the employee resigns, the exit interview provides
one last opportunity to discover the nature of dissatisfaction. Most of the time the employees
voice their dissatisfaction at this time since they are no more bound to the rules or limits of the
organisation.
Ombudsman Approach:
• Prior consultation: If the management holds consultations with the union leaders and explains
its plan of action before implementation, unions and employees tend to be appreciative of
management’s intensions and hence become cooperative.
• Sincere Concern: Management can show sincere concern for employee problems and welfare
when there are no obvious and serious problems and management is not obligated to do so.
• Joint study committees: For complex problems confronting management and unions, joint
committees may be formed to discuss, analyse and solve the problem. This would ensure
involvement and commitment.
Conclusion:
There is never single best method to build cooperation or solve Disputes. The method used
depends on the situation. However if the personnel department build cooperation
with their unions or employees the management gains higher productivity and morale.
Manifestations of Conflict
Manifestation Manifestation
Workers Management
of unions of mgmt.
Non co-operation
Unwillingness to Unorganised Autocratic
negotiate with holding Supervision
of efforts
Arguments
Over Strict
Termination International Discipline
Hostility Waste and
inefficiency
Demotion
Penalties
Stresses Labour Turnover
Lay-Off
Unnecessary
Unwillingness to Absenteeism Firing
negotiate Lockouts Complaints
Demotion
Resentment Instances of
breaking rules
Layoffs
Absenteeism
Demonstration
Loss of Prod.
Strike
Question 2:
What are the key elements in the disciplinary process?
Discipline is the action taken by management to encourage compliance with the organisation
standards. It is a process to correct and mould employees for better performance. There are two
types of discipline:
1. Preventive Discipline: This action is taken to encourage employees to follow standards
and rules so that indiscipline is prevented. The personnel Department plays a major role
in preventive discipline. They communicate the rules to the employees, conduct trainings
and even counsel employees if necessary.
2. Corrective Discipline: This action is taken when there is non-compliance with the rules.
Typically corrective discipline is a penalty like warning or suspension.
Discipline is one of the most challenging areas in the Personnel management function. In
dealing with difficult employees, operating managers must diagnose both internal and
Disciplinary Alternatives
When deciding what disciplinary action to take, we need to keep in mind that discipline is
supposed to be constructive. The goal is to guide the employee to improve performance or correct
inappropriate behavior, not to punish the employee. As a general rule, the action should be just
enough to get the employee's attention. However, it maybe needs to have to take progressively
more serious actions if there is no improvement or if repeat occurrences follow. We need not take
each of these actions, but you will normally take more than one of them. The alternatives are:
Oral Warning:
• Set a time and place to ensure privacy.
• Make notes about what you want to say in advance.
• Remember that the employee may have a right to representation.
• State clearly that you are issuing an oral warning.
• Be specific in describing the unacceptable performance or behavior.
• Remind the employee of the acceptable standards or rules. If they are available in writing,
provide them to the employee.
• State the consequences of failure to demonstrate immediate and sustained improvement:
Further disciplinary action may be the result.
• Note the oral warning on your calendar and key elements of discussion
Written Warning:
If you gave an oral warning and the problem performance or behavior persists, a written warning
may be effective. You may decide to use this disciplinary action more than once, to get the
employee's attention. Be careful, however, not to get stuck issuing repetitive letters of warning
that fail to influence the employee's behavior or performance. .
• State clearly at the outset of the letter that it is a written warning, and cite the appropriate
personnel policy or contract provision.
• Describe the performance problem(s) or work rule violation(s) in very specific detail and
attach documents which support your conclusions.
• Outline previous steps taken to acquaint the employee with the issue (coaching sessions,
performance appraisals, and previous disciplinary actions) and attach copies of the
documents.
• Describe the impact of the problem (safety issues, need to reassign work).
• Note the employee's explanation (as revealed during your investigation) or that the
employee declined to offer one. If it was unacceptable, explain why.
• Reiterate your expectations regarding behavior and/or performance.
• Note that if the employee doesn't demonstrate immediate and sustained improvement, the
consequence will be further disciplinary action, up to and including dismissal.
• Refer the employee to the appropriate policy or contract provision for appeal rights.
• Deliver the warning letter to the employee and place it in the employee's departmental
personnel file using appropriate delivery procedures such as "Proof of Service."
Suspension without Pay:
This is normally the next stage in progressive discipline after written warning(s).Suspension
typically prevents work for a number of working days, as specified in the letter, and pay is
docked accordingly.
Length of a suspension without pay will be influenced by policy or contract requirements.
The letter states that it is a suspension without pay, the appropriate policy or contract provision,
and the number of days the employee will be suspended. It also (as with a letter of warning)
describes the problem, previous corrective measures, impact of the problem, your expectations,
consequences of failure to improve, and the employee's appeal rights.
(a) Warning: Before any behavior has taken place the consequences of the undesirable
behaviour are communicated to the employee.
(b) Immediate Burn: If any disciplinary action has to be taken, then it has to be taken
immediately after the undesirable act has taken place. The employee must be able to see
the link between the act and the punishment.
(c) Consistency: The same action is taken against any person performing the undesirable act
– no discrimination.
(d) Impersonality: The disciplinary action is not directed towards a person, its meant to
eliminate the undesirable behaviour.
Progressive Discipline
Question 3:
Describe briefly the various laws pertaining to employee’s compensation and benefits
There are number of laws pertaining to the industrial workmen. Some of them are listed below:
Laws pertaining to employee compensation and benefits are:
1. The Employees ’ Provident Fund and Miscellaneous provisions act, 1952
The Employees’ Provident Funds and Miscellaneous Provisions Act, provides for compulsory
contributory fund for the future of an employee after his retirement or for his dependents in case
of his early death.
The objective of this act is to make available benefits of statutory schemes of the provident fund,
family pension and deposit linked insurance funds to employees in the factories and other
establishments. This act provides for wider terminal benefits to industrial workers in
contingencies such as retrenchment, closure and retirement on reaching the age of
superannuation, voluntary retirement and retirement due to incapacity to work.
Applicability:
Every factory engaged in any industry specified in Schedule 1 in which 20 or more persons
are employed;
Every other establishment employing 20 or more persons or class of such establishments
which the Central Govt. may notify;
Any other establishment so notified by the Central Government even if employing less than
20 persons
Not Applicable:
Any factory or establishment registered under any central or stare law relating to cooperative
societies employing less than 50 persons and working without the aid of power.
Any establishment belonging to the central govt. or state govt. and having a scheme of
contributory provident fund or old age pension.
Additional Benefits:
Employee’s pension Scheme-!971: Comes under this act. The purpose of this scheme is to
provide family pension and life insurance benefits to widows and children of PF members of
the establishments covered by the Employee Provident Fund Act-1952.
Employees’ Deposit Linked Insurance Scheme-1976: This act also comes under the EPF Act-
1952. The purpose of this scheme is to provide life insurance benefits to the employees of the
establishment covered by EPF and MP Act-1952.
2. The Employees’ State Insurance Act – 1948
The Employees’ State Insurance Act, provides for certain benefits to employees in case of
sickness, maternity and employment injury.
Applicability
The Act extends to the whole of India. It applies to all factories (including Government factories
but excluding seasonal factories) employing ten or more persons and carrying on a manufacturing
process with the aid of power or employing 20 or more persons and carrying on a manufacturing
process without the aid of power and such other establishments as the Government may specify.
Benefits
There are 6 kinds of benefits provided under the act:
Sickness benefit
Maternity benefit
Disablement benefit
Dependants benefit
Medical benefit
Funeral expenses.
Working hours:
Working hours for adults are as follows:
Not more than 48 hours a week
Not more than 9 hours a day.
Interval for rest of at least 30 mins. After 5 hours of work.
Total period of work including rest interval must not be spread more than 10 ½ hours a day.
Holiday for whole day once a week.
Overtime for working more than 9 hours a day or 48 hours a week at double the rate.
Women cannot be employed after 7pm and before 6am.
Employment of children:
The following rules apply to the employment of children:
Employment of children below 14 yrs of age is prohibited.
A child who has completed 14 years of age but less than 15 may be employed for a maximum
period of 4 ½ hours a day provided:
o A certificate of fitness has been granted by the certifying surgeon.
o He is not employed between 10pm and 6am.
The manager must maintain a register of child workers in the prescribed form.
A child who has completed the age of 15 but less than 18 may e employed as an adult
provided he has certificate of fitness for a full days’ of work.
Leave rules:
Rules for annual leave:
A worker must be allowed annual leave with wages at the rate of one day for every twenty
days worked during the previous calendar year provided he has worked for 240 days or more
in the previous calendar year.
A child worker must be allowed annual leave with wages at the rate of one day for every 15
days worked during the previous calendar year provided he has worked 240 days or more in
the previous calendar year.
Leave ma be accumulated up to 30 days for adults and 40 days for children
The leave is exclusive of holidays occurring during or at either end of the leave period.
Wages for leave allowed must be paid before the leave period begins.
Employees earning less than Rs.1600/- per month are covered and protected by this act.
Time and method of payment:
The wages must be paid on a working day and not on a Holiday.
Establishments employing less than 1000 persons must pay wages before the expiry of the 7 th
day of every month and other establishments must pay before the expiry of the 10th day of
every month.
When the employment of any person is terminated the wages earned by him must be paid
before the expiry of the second working day from the day of termination.
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