Affiliated to Dr. A. P. J.

Abdul Kalam Technical University, Lucknow, Uttar Pradesh

VISION
To become a Fully Integrated, Socially Responsible,
Contextually relevant, and Value-Based Management Institute
of National Reckoning by meeting the growing and emerging
needs of industry and business through contemporary innovative
management Teaching, Training, Research and Consulting.

MISSION
We intend to provide and develop the capabilities of the young
managers by raising their level of competence and intellect to
face various challenges in the global environment. In pursuit of
excellence, we provide training and development services, foster
research and disseminate knowledge through publication of
books, journals and magazines for the development of society at
large.
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Program Outcomes

PO 1: Apply knowledge of management theories and practices to solve business

problems within available resources.
PO 2: Foster analytical and critical thinking abilities for data-based decision
making.
PO 3: Ability to develop Value based Leadership while addressing the larger
environmental l issues.
PO 4: Ability to understand, analyze and communicate global, economic, legal,
and ethical aspects of business.
PO 5: Ability to lead themselves and others in the achievement of organizational
goals, contributing effectively to a team environment which supports diverse and
multidisciplinary settings.
PO 6: Identify business opportunities, design and implement innovations in work
space.
PO 7: Ability to communicate effectively with all stakeholders in a business
setting, considering the dynamism of domestic/ international business environment
as well as the ethical aspects.
PO 8: Ability to adapt to a rapidly changing environment by applying new skills
and competencies.
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Course Outcomes – Performance and Reward Management

Course Outcomes & Bloom’s Taxonomy

CO 1: Knowledge of Performance Management K1 (Remember)
and Performance Appraisal K2 (Understand)

CO 2: Competency to understand the importance K 1 (Remember)

of Performance Management K 2 (Understand)

CO 3: Knowledge about the Compensation and K 1 (Remember)

Reward Systems K 2 (Understand)

CO 4: Competency to implement the effective K 3(Apply)

reward systems in the organization K 4(Analyze)
K 5(Evaluate)

CO 5: Ability to explain the relevance of K 1(Remember)

competency mapping and understanding its K 2(Understand)
linkage with career development K 3 (Apply)

Employability Skills
Skills Measuring Tools
Ability to integrate employee performance to Exercises
business performance
Preparing Pay Roll Workshop, Exercise
Developing performance appraisal form and Exercises
performance standards
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

SCHEME OF EVALUATION (MBA SEM III)

COURSE: Performance and Reward Management

Subject Code: KMBHR02
Marks WEIGHTAGE
Assigned to WEIGHTAGE For For INTERNALS
Each INTERNALS (Actual)
A INTERNAL (OUT OF 50) Component (Percentage)
1 SESSIONAL 1 100 15% 15

SESSIONAL 2 100 15% 15

2 ASSIGNMENT 1 25 10% 2.5

ASSIGNMENT 2 25 10% 2.5

QUIZ ( 5 no. one from each 50 20% 10

3 unit)

Class Presentations/ 10 25% 2.5

4. Participation

5. Attendance 10 25% 2.5

Total of (A) 50
EXTERNAL (OUT OF 100
100)
B (Conducted by University)

TOTAL (A+B) 150

 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Syllabus – Performance and Reward Management(KMBHR02)

Code: KMBHR02 Course Credits:3 Teaching hrs: 36

Unit 1: ( 7 hours)

Introduction to Performance Management System: Meaning, Uses and purpose of Performance

Management, Performance Management Vs Performance Appraisal, Performance management and its
challenges in current scenario, Performance management as a System and Process, Establishing
Performance Criterion of developing an Effective Appraisal System, Criteria (KRA, KSA vs KPI) Case
Studies.

Unit 2: (7 hours)

Managing Performance: Methods of managing performance of all the levels of Management,360

degree Performance Appraisal, MBO and Performance analysis for the individual and organizational
development. Case Studies.

Unit 3: ( 7 hours)

Contemporary Issues: Potential appraisal, Competency mapping & its linkage with Career Development
and Succession Planning, Balance score card: Introduction and Applications, Advantages and limitations.
Case Studies.

Unit 4: (7 hours)

Reward System: Compensation – Definition, Function and Significance. Job evaluation: Methods of job
evaluation, Inputs to job evaluation, Practical Implication for technical / non-technical and executive/
managerial positions and significance of wage differentials. Case Studies.

Unit 5: (8 hours)

Compensation: Method of pay and allowances, Pay Structure: Basic Pay, DA, HRA, Gross Pay, Take
Home Pay etc, Incentive schemes; Methods of Payment: Time and Piece rate. Fringe benefits & other
allowances: Overtime, City compensatory, Travelling etc. Regulatory compliance: Introduction, Wage
and Pay Commissions, Overview of minimum wages Act – 1948 and Equal Remuneration Act- 1976.
Profit sharing options; Case studies.
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Mapping of Course outcome with Program outcome

CO-PO Mapping – Performance and Reward Management
1:Low 2: Medium 3:High

SE Subject code Course PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8
M Outcomes
Perfor CO1 2 2 1 2 3 1 1 1
mance KM
I and B CO2 1 2 1 2 1 2 2 1
Reward HR0 CO3 1 2 2 3 2 3 2 2
Manage 2
ment CO4 3 3 3 2 1 1 2 1

CO5 3 1 2 3 1 1 2 1
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Detailed Lecture Plan

Session Topics Reading/Reference Learning outcome
No
Unit 1
1 Introduction to Performance Performance Management Develop an
Management System: Meaning Systems and Strategies by understanding of
Dipak K Bhattacharyya, Performance
Pearson Management System
2 Uses and purpose of Performance Performance Management Ability to use
Management Systems and Strategies by performance
Dipak K Bhattacharyya, management
Pearson
3 , Performance Management Vs Googleread:https://talentmana Ability to differentiate
Performance Appraisal gement360.com/the- between performance
difference-between- management and
performance-management- performance appraisal
and-performance-appraisal/
4 Performance management and its Performance Management Knowledge about
challenges in current scenario by Srinivas R Kandula challenges faced in
performance
management
5 Performance management as a Performance Management Ability to explain the
System and Process Systems and Strategies by system and process of
Dipak K Bhattacharyya, performance
Pearson management
6 Performance management as a Case Study: Dabur: The Case Ability to explain the
System and Process of a People Integrated PMS system and process of
(Bhattacharyya) performance
management
7 Establishing Performance Criterion of Performance Management Knowledge of KRA, KPI
developing an Effective Appraisal Systems and Strategies by and KSA
System, Criteria (KRA, KSA vs KPI) Dipak K Bhattacharyya,
Pearson
8 Establishing Performance Criterion of Performance Management – Ability to design and
developing an Effective Appraisal Toward Organizational develop and design an
System, Criteria (KRA, KSA vs KPI) Excellence – T V Rao effective appraisal
system
9 Quiz/ Tutorial
Unit 2
10 Managing Performance: Methods of Performance Management Understanding various
managing performance of all the Systems and Strategies by methods of
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh
levels of Management Dipak K Bhattacharyya, performance
Pearson management at all
levels
11 Managing Performance: Methods of Performance Management Understanding various
managing performance of all the Systems and Strategies by methods of
levels of Management Dipak K Bhattacharyya, performance
Pearson management at all
levels
12 360 degree Performance Appraisal Performance Management – Competency to
Toward Organizational implement 360 degree
Excellence – T V Rao performance appraisal
13 MBO Performance Management Competency to
Systems and Strategies by implement MBO
Dipak K Bhattacharyya,
Pearson
14 Performance analysis for the Performance Management – Ability to analyze
individual and organizational Toward Organizational performance at all
development Excellence – T V Rao. Case levels of organization
Study: Diagnosing the causes
of poor performance
15 Quiz/ Tutorial
Unit 3
16 Contemporary Issues: Potential Performance Management Knowledge of
appraisal Systems and Strategies by Performance Appraisal
Dipak K Bhattacharyya,
Pearson
17 Competency mapping & its linkage Performance Management Ability to use
with Career Development and Systems and Strategies by Competency Mapping
Succession Planning Dipak K Bhattacharyya, for career development
Pearson of an employee
18 Competency mapping & its linkage Exercise on Competency Ability to use
with Career Development and Mapping Competency Mapping
Succession Planning for career development
of an employee
19 Balance score card: Introduction Performance Management Ability to understand
Systems and Strategies by Balance Score Card
Dipak K Bhattacharyya,
Pearson
20 Balance score card: Applications Performance Management Ability to implement
Systems and Strategies by Balance Score Card
Dipak K Bhattacharyya,
Pearson
21 Balance score card: Applications Performance Management Ability to implement
Systems and Strategies by Balance Score Card
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh
Dipak K Bhattacharyya,
Pearson
22 Balance score card: Advantages and Performance Management Ability to manage
limitations Systems and Strategies by Balance Score Card with
Dipak K Bhattacharyya, difficult possibilities
Pearson
23 Quiz/ Tutorial/ Case Study Case study: Creating BARS Analyze the utility of
based graphic rating scales for BARS method of
evaluating business student performance
performance in team projects management
Unit 4
24 Reward System: Compensation- Performance Management Ability to understand
Definition Systems and Strategies by Compensation system
Dipak K Bhattacharyya,
Pearson
25 Reward System: Compensation – Performance Management Ability to understand
Function and Significance Systems and Strategies by Compensation system
Dipak K Bhattacharyya,
Pearson
26 Job evaluation: Methods of job Performance Management, Knowledge of various
evaluation, Herman Aguinis, Chapter 10, methods of job
Pg 252 evaluation
27 Job evaluation: Methods of job Performance Management, Knowledge of various
evaluation, Herman Aguinis, Chapter 10, methods of job
Pg 252 evaluation
28 Inputs to job evaluation Internet articles and notes Ability to analyze the
job evaluation system
inputs
29 Practical Implication for technical / Performance Management, Ability to analyze the
non-technical and executive/ Herman Aguinis, Chapter 10, job evaluation system
managerial positions Pg 253 inputs
30 Practical Implication for technical / Performance Management, Ability to analyze the
non-technical and executive/ Herman Aguinis, Chapter 10, job evaluation system
managerial positions Pg 253 inputs

31 Significance of wage differentials Compensation System and Develop an

Performance Management, A M understanding of wage
Sarma, N Sambasiva Rao, differentials
Chapter 11
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh
32 Quiz/ Tutorial

Unit 5

33 Compensation: Method of pay and Compensation System and Knowledge of various

allowances Performance Management, A M methods of pay and
Sarma, N Sambasiva Rao, allowances
Chapter 1

34 Pay Structure: Basic Pay, DA, HRA, Compensation System and Knowledge of different
Gross Pay, Take Home Pay etc Performance Management, A M components of pay
Sarma, N Sambasiva Rao,
Chapter 1

35 Incentive schemes Compensation System and Knowledge of different

Performance Management, A M incentive schemes for
Sarma, N Sambasiva Rao, employees
Chapter 10

36 Methods of Payment: Time and Compensation System and Knowledge of payment

Piece rate Performance Management, A M methods of rewards
Sarma, N Sambasiva Rao,
Chapter 8

37 Fringe benefits & other allowances: Compensation System and Knowledge of different
Overtime, City compensatory, Performance Management, A M fringe benefits and
Travelling etc. Sarma, N Sambasiva Rao, other allowances
Chapter 12

38 Regulatory compliance: Compensation System and Develop an

Introduction, Wage and Pay Performance Management, A M understanding of wage
Commissions Sarma, N Sambasiva Rao, regulations
Chapter 13

39 Overview of minimum wages Act – Compensation System and Knowledge of wage

1948 and Equal Remuneration Act- Performance Management, A M related laws and acts
1976. Profit sharing option Sarma, N Sambasiva Rao,
Chapter 14

40 Quiz/ Tutorial
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

List of Books:
Suggested Readings:

1. T V Rao (2007). Performance Management and Appraisal Systems: HR Tools for Global
Competitiveness (Response Books)
2. Michael Armstrong (1999). Performance Management. Kogan Page.
3. Shrinivas R Kandula (2006). Performance Management: Strategies, Intervention & Drivers.
Pearson.
4. Chadha, P. (2003). Performance Management: Its About Performing Not Just Appraising.
McMillan India Ltd.
5. B D Singh (2012). Compensation and Reward Management, Excel Book.
6. Robert Bacal (2007). Performance Management, McGraw-Hill Education.
7. T. V. Rao: Performance Management: Towards Organizational Excellence (Sage Publications).
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Result Analysis of Performance and Reward Management - of 2018-19

Total number of students 69

Total number of students appeared 69

Students with marks below 40% 07

40-49% 10

50-59% 17

60-69% 23

70-79% 08

80-89% 04

Above 90% 0

Target for the coming year:

40-49% 15
50-59% 30
60-69% 30
70-79% 13
80-89% 10
Above 90% 2
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Tutorial Sheet – Performance and Reward Management (KMBHR02)

UNIT 1

Q1. Explain the concept of performance management cycle. Is it a continuous cycle?

Q2 What are the important performance domains? How do performance domains relate to
performance dimensions?

Q3. What are the important characteristics of performance standards?

UNIT 2

Q1. Discuss the effectiveness of MBO and BARS in a performance appraisal.

Q2. What are the suitable performance appraisal methods in HR?

Q3. Explain how different types of biases in performance appraisal can reduce its effectiveness.

UNIT 3

Q1. Explain how balanced score card and metrics can strengthen the strategic performance
management?

Q2. Explain the concept of competency. How does competency development help in effective
performance management of an organization.

Q3. What are the important source of competency information?.

UNIT 4

Q1. How can a good reward system motivate employee in an organization?

Q2. Is designing a robust compensation system necessary for the organization’s strategy?

Q3. How does job evaluation contribute to designing of a good compensation plan?

UNIT 5

Q1. What are the different components of a pay plan?

Q2. Differentiate between fringe benefits and other incentives?

Q3. Why is regulation of wages mandatory for a country like India?

 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Assignment – Unit 1

Obtain a copy of the job description for a current or recent job or from someone you know. Then,
obtain a copy of the mission statements for the organization and unit in question. Revise the job
description so that it is aligned with the unit and organizational strategic priorities. Revisions
may include adding tasks and KSAs important in the mission statement that are not already
included in the job description.

Assignment – Unit 2

Explain the objectives of performance goal-setting? What are the requirements for setting
meaningful goals?
Also set an achievement goal for a worker working at a grocery store.

Assignment – Unit 3

Explain how the Balanced Score card and metrics can strengthen the strategic performance
management.

Give a suitable example.

Assignment – Unit 4
Clearly define and discuss the relationship among job analysis, job description and job
evaluation.
What are the issues revolving around wages?

Assignment – Unit 5

What are the salient recommendations on wage policy by committees/ commissions.

 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Quiz – Performance and Reward Management

Unit 1
Q1. Performance Management is important tool?
a) To clarify performance objective
b) To set standards for performance & critical dimensions
c) To enhance competencies
d) All of above

Q2. Performance Management is not merely means of getting better results from organization,
team & individual

a) True
b) False
Q3. Performance management is associated with the approach of creating shared vision of
purpose. These are said by

a) Peter Drucker
b) John Stoery
c) Fletcher
d) Roger Davis

Q4. HR Functions those are the important part of PMS are?

a) HR Strategy
b) Recruitment
c) Training and Development
d) All of above

Q5. Effective PM work toward the

a) Improvement of overall organization performance
b) Improving and managing the Team performance
c) Improving and managing the Individual performance as a part of team
d) All of above
Q6. Which of the following is NOT one of the recommended guidelines for setting effective
employee goals?
a) assigning specific goals
b) assigning measurable goals
c) assigning challenging but doable goals
d) administering consequences for failure to meet goals
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Q7. Annual Confidential Report (ACR) is the term which is mostly referred to
a) Performance Appraisal
b) Performance Reward System
c) Performance Management
d) All Of Above
Q8. Defining the KRA’s , KPI & KSA is not the requirement of effective performance
management system

a) True
b) False
Q9. Step by step Stages in the process of performance management are in the order:
Step 1 Performance planning, Step 2 Performance execution, Step 3Performance assessment,
Step 4 Performance Review, step5 Performance Renewal
a) 23145
b) 13254
c) 12345
d) None of above
Q10. _____________________ is the second stage of effective performance management
process
a) Performance assessment
b) Performance execution
c) Performance planning
d) None of above
Q11. Performance appraisal focuses on traits vs Performance management Focus is on
quantifiable objectives, values and behaviors
a) True
b) False

Unit 2
Q1. Which of the following terms refers to the process of evaluating an employee's current
and/or past performance relative to his or her performance standards?

a) Recruitmentp
b) Employee Selection
c) Performance Appraisal
d) Employe orientation
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Q2. The primary purpose of providing employees with feedback during a performance appraisal
is to motivate employees to _
a) Apply for managerial positions
b) Remove any performance deficiencies
c) Revise their performance standards
d) Enroll in work-related training programs
Q3. Performance Appraisal is conducted to assess the productivity of the workers
a) To solely work on their increments
b) To solely improve their performance
c) To work on improving the performance, no attention on human aspect of the worker.
a) none of the above
Q4. In most organizations, which of the following is primarily responsible for appraising an
employee's performance?
a) Employee's direct supervisor
b) Company appraiser
c) Human resources manager
d) CEO Representative
Q5. Supervisors should provide employees with feedback, development, and incentives
necessary to help employees eliminate performance deficiencies or to continue to perform well.

a) True
b) False

Q6. Performance Appraisal is mostly carried out?

a) Monthly
b) Quarterly
c) Bi-annually
d) Annually

Q7. Raters can be immediate supervisors, specialists from the HR department, subordinates,
peers, committees, clients and self - appraisals or a combination of all.

a) True

a) False
Q8. All of the following are reasons for appraising an employee's performance EXCEPT _
a) assisting with career planning
b) correcting any work-related deficiencies
c) creating an organizational strategy map
d) determining appropriate salary and bonuses
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Q9. Which of the following is most likely NOT a role played by the HR department in the
performance appraisal process?
a) Conducting appraisals of employees
b) Monitoring the effectiveness of the appraisal system
c) Providing performance appraisal training to supervisors
d) Ensuring the appraisal system's compliance with laws

Q10. What is the first step in the appraisal process?

a) Giving feedback
b) Defining the job
c) Administering the appraisal tool
d)Making plans to provide training

Q11. An effective performance management system design includes

a) Performance Planning
b) Performance managing
c) Performance Appraisal
d) Performance monitoring
e) All of above
Q12. Purpose of performance management system is to
a) Sustain excellence
b) Strong internal communication
c) Feedback
d) Evaluation and monitoring

Unit 3
Q1. While organizing a potential appraisal system, a HR manager does not need to:

a) Understand the personality of each employee

b) Define weightage to performance dimensions

c) Define weightage to seniority

d) Identify mechanisms to assess the individual on different indicators

Q2. The essential characteristics of an effective appraisal system do not include:

e) Reliable
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f) Viable

g) Relevant

h) Valid

Q3. Identify which of the following is not considered a problem with performance appraisal:

i) Judgment errors

j) Lack of ratee preparedness

k) Lack of rater preparedness

l) Poor appraisal forms

Q4.While giving feedback, the appraiser should ensure that:

m) Attitude are being referred in place of acts

n) The feedback dwells on the past

o) The feedback is based on data

p) The feedback should be given once in a while

Q5. On of the main disadvantages of group appraisal is that it is:

q) Time consuming

r) Biased

s) Costly

t) Not merit oriented

Q6. Performance Management system are directly linked to only pay

b) True
c) False
Q7. Which of the following term refers to the process where we try to assess that the current
capabilities, competencies, attitude of the person is such that they can be given more
responsibility for the future.
a) Performance management
b) Performance
c) Potential Appraisal
d) Performance Appraisal
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Q8. Potential Appraisal is indicator of hidden talent and is future oriented.

a) True
b) False
Q9. The appraisal system which is made to judge the competencies of the individual for future
planning is defined as
a) Performance Appraisal
b) Performance planning
c) Performance management
d) Potential Appraisal
Q10. Performance appraisal is future looking whereas Potential appraisal is backward looking
a) True
b) False

Q11. Balances Score Card is an approach which seeks to provide a balanced and comprehensive
framework for judging an organization’s performance from perspective financial perspective,
customer perspective, Internal Process Perspective, learning and growth perspective;
a) True
b) False
Q12. Process of identifying key competencies for an organization and/or a job and incorporating
those competencies throughout the various processes

a) Competency
b) Competency mapping
c) Performance Appraisal
d) All of above

Q13. Balanced score card is the comprehensive approach which covers

a) financial perspective, customer perspective, Internal Process Perspective, learning

and growth perspective
b) financial perspective, customer perspective, Internal Process Perspective
c) financial perspective, Internal Process Perspective, learning and growth perspective
d) customer perspective, Internal Process Perspective, learning and growth perspective
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Unit 4
Q1. Components of Reward systems include financial rewards, non financial rewards and
psychological satisfaction.
a) True
b) False
Q2. Which of the following is a job grading structure that falls between using spot salaries versus
many job grades to determine what to pay to particular positions and incumbents within those
positions?
a. Broadbanding
b. Variable compensation
c. Executive compensation
d. Team base pay
Q3. In which of the following situations it won’t be suitable to pay a monthly salary to the
employee:
a. when people are employed on a part-time basis
b. when people are employed on regular fixed incomes
c. when people are employed on temporary basis
d. when overtime is large part of the remuneration
Q4. A fixed salary which is decided as mutual understanding between the employer and
employee; is an expression of what type of rewards:
a. Rewards as rights
b. Rewards as those which are contingent
c. Rewards as those which are incentives
d. All of the above
Q5. . In a systematic compensation management, pay is referred to as:
a. the rewards that employees receive as a result of their employment
b. all the extrinsic rewards that employees receive
c. only the base wage or salary that employees receive
d. the actual money that employees receive in exchange for their work
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Q6. The usage of performance appraisals such as compensation, downsizing, layoffs and
promotion are classified as:
a. systematic uses
b. subjective uses
c. development uses
d. administrative uses
Q7. Common uses of information generated via performance appraisal include all of the
following except:
a. administrative/ personal decisions
b. organizational training and development programme
c. input to job content evaluation
d. feedback to individuals performance
Q8. Job evaluation is a technique which refers to
a. establishing fair and equitable pay structure
b. establishing latest technology
c. establishing safety procedures
d. establishing do’s and don’ts of any job
Q9. Which of the following is not a method of job evaluation
a. ranking method
b. grading method
c. paired comparison method
d. point method
Q10. A fixed salary which is decided as mutual understanding between the employer and
employee; is an expression of what type of rewards:
a. Rewards as rights
b. Rewards as those which are contingent
c. Rewards as those which are incentives
d. All of the above
Unit 5
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

Q1. For which industry the first non-statutory wage board was set up in India?
a. Cotton textile
b. Cement
c. Iron and Steel
d. Coal mining
Q2. As per the amendment to the Payment of Wages Act, 1936, made in 2017, the Act shall
apply to wages payable to an employed person drawing a monthly wage not exceeding:
a. Rs 28000
b. Rs 26000
c. Rs 24000
d. Rs 30000
Q3. Which of the following is a group incentive plan?
a. Barth Variable Incentive Plan
b. Hayne’s Incentive Plan
c. Rowan Incentive Plan
d. Scanlon Incentive Plan
Q4. Which of the following is/are organization wide incentive plan(s)?
1. Commission Plan
2. Employee Stock Option Plan
3. Gain Sharing Plan
Select the correct answer using the codes given below
a. 1,2 and 3
b. 1 and 2
c. 2 and 3
d. only 1
Q5. Which of the following is not a fringe benefit?
a. Transport facility
b. Subsidised canteen facility
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

c. Free education to the children

d. Dearness allowance
Q6. The year when the Minimum Wage Act came into effect is
a. 1946
b. 1947
c. 1948
d. 1949
Q7. The second type of wage payment apart from time wage system is
a. Piece wage system
b. Daily wage system
c. Weekly wage system
d. Monthly wage system
Q8. Which of the following is not a recommendation to help avoiding the problems associated
with wage and salary surveys?
a. generate survey data at the beginning of the calendar year
b. make comparisons of the participating companies for comparability
c. compare more than one organization’s base wage or salary
d. consider variations in job descriptions
Q9. To develop an equitable wage structure arrange the following points in proper sequence
1. Jobs to be placed in each grade
2. Legislation relating to wages
3. Differentials between plan pay plans
4. Dealing with wages/ salaries that are not of line with the structure
5. Payments in comparison to prevailing wage rates
6. Number and width of pay grades
7. Provision for merit leaves
a. 2-5-6-1-7-3-4
b. 5-4-7-6-3-2-1
 Affiliated to Dr. A. P. J. Abdul Kalam Technical University, Lucknow, Uttar Pradesh

c. 1-2-3-4-5-6-7
d. 7-5-6-4-3-2-1
Q10. Equal remuneration Act 1976, prohibits discrimination in matters relating to
remuneration on the basis of
a. Religion
b. Region
c. Sex
d. All of the above