A Study On Payroll Management 123

“A STUDY ON PAYROLL MANAGEMENT”
CHAPTER – I
INTRODUCTION
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CHAPTER – I
INTRODUCTION
1. INTRODUCTION
Over the past few years a body of knowledge has been accumulating on the
process of determining how much individual employees are to be paid. This field of
knowledge has been developed largely by employees working alone, to some extent
by employers and unions. The name usually attached to it is "Payroll administration".
The Payroll administration deals with techniques and procedures for designing and
maintaining salary structure rewarding staff and exercising wage control. The basic
aim of wage administration is to attract, retain and motivate the employees by
maintaining competitive equitable wage structure. It is concerned with
 the design and maintenance of wage structure,

 the operation of wage progression system,
 the provision of employee's benefits and other allowances and the
development of a total remuneration policy.
Payroll is a remuneration, which an employee receives as compensation in

return for his or her contribution to the organization. Remuneration occupies an
important place in the life of an employee. His or her standard of living, status in the
society, motivation, loyalty and productivity depend upon the remuneration he or she
receives. For the employer too, employee remuneration is significant because of its
contribution to the cost of production.
Payroll administration refers to the establishment and implementation of

sound policies and practices of employee's compensation. It includes factors such as
job evaluation, surveys of wage and salaries, analysis or relevant organizational
problems, development and maintenance of wage structure establishing rules of
administering wage, wage payments, incentives, profit sharing, wage changes and
adjustment, supplementary payments, control of compensation cost and other related
items. For human resource management, employee remuneration is a major function.
The HR specialist has a difficult task of fixing wages and salaries, acceptable to
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employees and their leaders. A sound Payroll administration achieve the following
objectives:
For Employees
 Employees are paid according to requirements for their jobs i.e., highly skilled
jobs are paid more compensation than low skilled jobs.
 The chances of favouritism are greatly minimised.
 Job sequences and times of promotion are established whenever they are
applicable.
 Employees' morale and motivation are increased because a wage/salary plan
can be explained and it is based on facts.
To Employers
 The employers can systematically plan for and control their labour costs
 In dealing with a trade union, they can explain the basis for their wage
programme.
 A Payroll administration reduces the likelihood of friction and grievances over
wage inequalities.
 It attracts qualified employees by ensuring an adequate payment for all the
jobs.
Payroll represent a substantial part of the total costs in most of the organizations.
The primary economics or financial reward is pay in the form of wage as "salaries",
by means of which individuals are attracted to an organization and their maximum
effort, co-operation and loyalty is secured. From the point of view of employees,
payroll are considered as the price for their effort or contribution made towards the
organization. Thus it must be sufficient to the subsistence, to lead a better standard of
living and also to provide for their future (savings). At the same time, labour cost
representing the human contribution to production requires constant control,
measurement and analysis.
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Theoretical background
Payroll is a list of employees who get paid by the company. Payroll also refers to the
total amount of money employer pays to the employees. As a business function, it
involves:
 Developing organization pay policy including flexible benefits, leave

encashment policy, etc.
 Defining payslip components like basic, variable pay, HRA, and LTA
 Gathering other payroll inputs (e.g., organization’s food vendor may supply
information about the amount to be recovered from the employees for meals
consumed)
 The actual calculation of gross salary, statutory as well as non-statutory
deductions, and arriving at the net pay
 Releasing employee salary
 Depositing dues like TDS, PF, etc. with appropriate authorities and filing
returns
In short, we can say that payroll process involves arriving at what is due to the
employees also called as ‘net pay’ after adjusting necessary taxes and other
deductions.
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The equation for calculating the net pay
 Net pay = Gross income - gross deduction

Where,
 Gross income or salary = All types of regular income + allowances + any
one-time payment or benefit
 Gross deduction = All types of regular deductions + statutory deductions +
any one-time deductions
What are the stages to processing payroll?
A payroll officer needs to do careful planning. There are always ongoing tasks
that need attention and a constant need to monitor changes to withholdings,
contribution to social security funds, etc. The entire process can be split into three
stages, pre-payroll, actual payroll and post payroll activities.
PRE-PAYROLL ACTIVITIES
Defining payroll policy
The net amount to be paid is affected by multiple factors. The company's

various policies such as pay policy, leave and benefits policy, attendance policy, etc.
come into play at that time. As a first step, such policies need to be well defined and
get approved by the management to ensure standard payroll processing.
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Gathering inputs
Payroll process involves interacting with multiple departments and personnel.

There can be information like mid-year salary revision data, attendance data, etc.
In smaller organizations, these inputs are received from a consolidated source

or fewer teams. However, in a larger organization, the task of gathering data may look
overwhelming. If you are using a smart payroll software having integrated features
like leave and attendance management, employee self-service portal, etc. inputs
collection process does not remain a problem.
Input validation
Once inputs are received, you need to check for validity of the data concerning
adherence to company policy, authorization/approval matrix, right formats, etc. You
also need to ensure that no active employee is missed out and that no inactive
employee records are included for salary payment. Actual payroll process
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Payroll calculation
At this stage, the validated input data is fed into the payroll system for actual
payroll processing. The result is the net pay after adjusting necessary taxes and other
deductions. Once payroll process is over, it is always a good practice to reconcile the
values and verify for accuracy to avoid any errors.
Post-payroll process
Statutory compliance
All statutory deductions like EPF, TDS, ESI are deducted at the time of
processing payroll. The company then remits the amount to the respective government
agencies. The frequency can vary depending on the type of the dues. In most cases,
payment of dues is made via challans. After all dues are paid return/report are filed.
E.g., for filing PF return, ECR is generated and filed.
Payroll accounting
Every organization keeps a record of all its financial transactions. Salary paid
is one of the significant operating costs which has to be reported in the books of
accounts. As part of payroll management, it is essential to check that all salary and
reimbursement data is fed accurately into accounting/ERP system.
Payout
You can pay salary by cash, cheque or bank transfer. Typically organizations
provide employees with salary bank account. Once you complete payroll, you need to
ensure that company’s bank account has sufficient funds to make the salary payment.
Then you need to send a salary bank advice statement to the concerned branch. This
statement is issued with particulars like employee id, bank account number, amount of
wages, etc. If you are opting for a payroll software that has employee self-service
portal, you can easily publish the payslips and employees can log-in to their account
and access the payslips.
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Reporting
Once you complete payroll run for a particular month, finance and high
management team may ask for reports such as department wise employee cost,
location wise employee cost, etc. As a payroll officer, it becomes your responsibility
to dig into the data and extract required information and share the reports.
Challenges in handling payroll management process
The payroll process becomes challenging due to two main reasons.
The requirement to stay statutory complaint
As mentioned before, non-adherence to statutory laws can lead to levy of fines

and penalties and in the worst case may even threaten the existence of the business.
Today there are some advanced payroll management software that automatically
processes payroll in compliance with statutory laws.
Dependence on multiple payroll inputs sources
Before payroll can be processed, you need to get all the data together from
sources such as attendance register, conveyance facility availed record, data from HR
team like salary revision information, etc., making it a complicated process. For many
years HR and payroll officers were managing payroll on excel sheets, but excel sheets
have problems like dependency on excel formulas for salary calculation, complexity
in adding and removing employees and other limitations like manual data entry,
difficulty in extracting information, etc.
For many years HR and payroll officers were managing payroll on excel
sheets, but excel sheets have problems like dependency on excel formulas for salary
calculation, complexity in adding and removing employees and other limitations like
manual data entry, difficulty in extracting information, etc.
Various methods available to do payroll for your business
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The possible options for running payroll can be
 Excel based payroll management

 Payroll outsourcing
 Using payroll software
Excel based payroll management
Many businesses who are at an initial stage of operations and have a handful of
employees usually go for excel based payroll management.
Excel based payroll management involves doing payroll calculation on excel sheets
using standard payroll calculation template. The mathematical formulas are set that
help the payroll officer do the computation. While this method does not involve any
cost, but it has its inherent limitations like
 High chances of clerical and mathematical errors as data is entered manually

 Difficulty in adding and removing employees from payroll list
 Chances of duplicate data and omission of entries at times
 Need to monitor tax updates and other statutory changes like PF, PT etc
Payroll outsourcing
Outsourcing payroll means you want an external agency to take care of your
payroll function. Many organizations who do not have a dedicated person for payroll
go for this option. Based on their pay cycle, every month they provide employee
salary information and other data such as attendance, leaves, reimbursement details,
etc. to the payroll service provider. The service provider then computes payroll and
also takes care of statutory compliance. Since payroll is a crucial function and
businesses want to have full transparency and control over it, they often hesitate in
outsourcing payroll.
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Payroll software
As discussed above, for running successful payroll, you need to ensure that
payroll inputs are coming from every source in a timely and seamless manner. The
intent of using software is to reduce the friction in getting the inputs. There are
advanced payroll management software available in the market that not only
automates payroll computation but also serve as a holistic leave and attendance
management, HR management and employee self-service portal. Depending on the
size of your business and use cases you can opt for an appropriate payroll software for
your business
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CHAPTER – II
RESEARCH DESIGN
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CHAPTER – II
RESEARCH DESIGN
2. RESEARCH DESIGN
2.1. TITLE OF THE STUDY
“A study on payroll management with special reference to Pai International ”
2.2. STATEMENT OF THE PROBLEM
Payroll management play a very important role in determining the conditions
of employment. The relationship between employers and Employee depends mainly
on wages. Generally, employees offer their services for different types of rewards
viz., basic pay, bonus, commission and profit sharing plans for incentives and benefits
such as insurance, medical, recreational etc. The management has to observe legal
formalities that offer physical as well as financial security to employees. Payroll
administration in an organization plays an important role in any HR department
efforts to obtain, maintain and retain an effective work force. All the factors relating
to wages and salary administration leads to increase in output, improved quality
satisfaction of the workers, better industrial relations and so on. Therefore, this study
is aimed at a detailed analysis of human resource management with reference to
payroll administration in Pai International, bangalore. The study is to gain practical
and logical knowledge towards payroll administration and to understand the reason
for the source of dissatisfaction among employees
2.3. SCOPE OF THE STUDY

The study covers the analysis of payroll and different personnel problems like
recruitment, selection, placements, service conditions, rules and regulations,
promotions, transfer, trainings, retrenchments, payments leave matters etc. It is
undertaken with a broad view of making in depth study into the personnel problems
faced by the employees of Pai International , Bangalore. It will be useful for the
concerned sample in their exercise of policy framing and drafting of programs and
guidelines for the personnel welfare.
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2.4. OBJECTIVE OF THE STUDY

 To examine the existing structure of payroll salary administration in Pai
International , Bangalore.
 To ascertain the job satisfaction among the employees in MICO Industries
Ltd. Bangalore.
 To identify the different benefits/incentives given to the employees by Pai
International Bangalore apart from wages and salary.
 To locate areas of inter-personal and personnel problems generating out of
nature of work like stress, fatigue etc.
 To study the employees' grievances handling and settlement of Pai
International Bangalore.
 To know the management perception about their employees.
2.5. SAMPLING
A formal descriptive study was conducted and questionnaire is based on descriptive
analysis hence a systematic RANDOM sampling is used for analysis.
2.6. SAMPLING SIZE
The study is conducted on a sample size of seventy respondents.

2.7. METHODOLOGY
The methodology used in this study is convenience sampling. The questionnaire
consists of number of questions written in a definite order on a form. The
questionnaire is given to the respondents who are expected to read, understand and
write down in the space meant for the purpose in the questionnaire itself. In this study
questionnaire are presented with exactly the same wording and in the same order to all
the respondents. The study is random sampling where each and every item in the
population has an equal chance of includes in the sample. The survey includes all
kinds of age groups, professions, social class etc...
(A) DATA BASE OF THE STUDY: FIELD OF THE STUDY
The field of the study is payroll management and selected to study the payroll
management with reference to Pai International.
SURVEY UNDERTAKEN
The survey was undertaken at Pai International, in Bangalore.
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RESEARCH PROCEDURE
1. Questionnaire forms were distributed to the existing customers for the
collection of data.
2. Spot study was undertaken.
APPROACH STUDY
The respondents were kindly requested in order to fill up the questionnaire.
(B) METHODS OF DATA COLLECTION
The data for the study was obtained from both primary and secondary sources.
PRIMARY DATA
The tools used for the primary data collection is purely questionnaires
SECONDARY DATA
The secondary data is collected with the help of various strategies.
QUESTIONNAIRES
With the help of questionnaires, the data was collected from the existing customers.
WEBSITE
The website www.ascent-online.com was made use of to collect the information
regarding Pai International solution.
SURVEY
In this survey questionnaire forms were distributed to all kinds of people of different
age group, of different professions, major residential areas of Bangalore district.
Immediately the questionnaire forms were collected from the respondents.
FIELD WORK
70 respondents have filled the given questionnaire and it has been distributed to
people of various age groups. This has been done by distributing questionnaires to the
respondents.
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2.8. PURPOSE OF THE STUDY
The purpose of the studies are that both factors are important factors in an
Organization. Different types of decisions require different processes and criteria. For
example, an employee’s annual merit increase is typically based on the organization’s
budget, changes in the labor market for the specific job, the employee’s salary relative
to her peers’ and her performance. In contrast, a decision about who to promote is
based on performance and demonstrated potential to operate successfully at the next
level. Payroll tasks can include keeping track of hours, calculating wages, withholding
taxes and deductions, printing and delivering checks and paying employment taxes to
the government.
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CHAPTER – III
COMPANY PROFILE
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CHAPTER – III
COMPANY PROFILE
3. COMPANY PROFILE
ABOUT PAI INTERNATIONAL
Pai International is a story of successful brand in retailing Electronics, Appliances,

Mobiles, Laptops & more... A saga that dates back to the year 2001 when Pai
International was launched as a single store and never looked back. Today there are 57
Pai outlets across Karnataka & Andhrapradesh, like Bangalore, Hyderabad, Mangalore,
Mysore, Hubli, Belgaum, other major metros and other key towns. Pai International is
one of the most-sought-after retailers for all global brands enjoying enviable goodwill
and loyalty among the customers of home appliances and consumer electronics.
The past decades have seen technology transforming lives and lifestyles tremendously
and Pai International is content to have played a major role in driving this journey
forward. Pai International has carved out a niche for itself as the most admired and
reliable retailer with its genuine offers, best pricing, best shopping ambience and
delivery practices, genuine lucky draws and so on. Mr.Rajkumar Pai, MD of Pai
International Electronics has been steering this movement from the top as the MD with a
sharp business acumen and stewardship.
We at Pai International work as one family with a shared sense of values held in high
esteem. Responsibility, dedication, perseverance and innovation are the key words that
inspire us and as a culture these permeate our entire work atmosphere.
Our philosophy is to keep pace with the customer expectations and keep innovating so as
to rejuvenate their lives with fresh experiences. Pai Mobiles, our exclusive chain of
mobile stores and Pai Digital, our exclusive chain of digital stores focusing on IT
products, Cameras, Smart Phones etc. have stemmed from this deep-seated belief of Pai
International.
So are our expansion plans. We have entered Andhra Pradesh also to make more and
more customers experience advantage Pai!
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Pai International has many surprises up its sleeves. The days to come would witness us
drawing more smiles and winning more hearts.
Basic Information
Nature of
Retailer
Business
Company
Dhaneshwar
CEO
Legal Status of
Limited Company (Ltd./Pvt.Ltd.)
Firm
Annual
More than Rs. 10000 Crore
Turnover
PRODUCTS SUPPORT
 Apple
 Sony
 Samsung
 Whirlpool
 Nokia
 Store Locator
 Track an Order
 Bulk Buy
 Customer Support
 eWaste Management
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PAI INTERNATIONAL ELECTRONICS PRODUCT AND

SERVICES
TV AUDIO AND VIDEO
MOBILES
COMPUTERS
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CAMERAS
CSR ACTIVITY
As per E-Waste Management Rules 2016
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PAI INTERNATIONAL ELECTRONICS LIMITED Considers environmental

management activities to the utmost and contribute to the prevention and solution of
various environmental problems. We analyze mass balance in the company’s business
operations and use it to develop measures to reduce its impact on the environment.
PAI INTERNATIONAL ELECTRONICS LIMITED applies the effort in the
provision of ‘’solution for society’’, to create a safe, secure, efficient and fair society
where people lead the prosperous lives. The continuous improvements in our products
& solutions establish a sustainable lifestyle base by utilizing limited resources
effectively and taking measures to prevent damage to the global environment in order
to live in harmony with the earth. PAI INTERNATIONAL ELECTRONICS
LIMITED provides support in elucidating casual factors and in formulating
countermeasures for various environmental problems in order to realize a sustainable
society in harmonious coexistence with the earth.
PAI INTERNATIONAL Waste Collection programme
PAI INTERNATIONAL ELECTRONICS LIMITED complies with the E-Waste

(Management) Rules, 2016 and E-Waste (Management) Amendment Rules, 2017. As
part of Extended Producers’ Responsibility, PAI INTERNATIONAL
ELECTRONICS LIMITED has set up a collection mechanism to channelize and
recycling/dismantling of e-waste.
General Scheme of Collection:
PAI INTERNATIONAL ELECTRONICS LIMITED being a producer as per E-waste

management rule-2016 has been acting towards the goals of sustainable development
for effectively management of electronic waste.
PAI INTERNATIONAL ELECTRONICS LIMITED also confirm to give priority to

compliance and follow all regulation amended from time to time by the government
authorities related to e-waste management Rules, 2016.
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As an environmentally responsible corporate organization we hereby ensure

environmentally safe and sound management of e-waste and for the same we have
partnered with M/s Vincular Testing Labs India Private Limited a Producer
Responsibility Organization who will support us in the channelization of e-waste from
end customer to the recycling/dismantling premise, establishment of collection centres
and running buy-back scheme as an when required.
PAI INTERNATIONAL ELECTRONICS LIMITED also has involved GMS

WORLDWIDE EXPRESS PVT. LTD. as a supporting reverse logistics partner for
door to door collection of e-waste.
As per our agreement, environmentally safe and sound transportation and handling of
e-waste collected from door to door service will be done by the reverse logistic
partner.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
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CHAPTER – IV
DATA ANALYSIS AND INTERPRETATION
4. DATA ANALYSIS AND INTERPRETATION
Table: 1
1. Age
PARTICULARS NO. OF RESPONDENTS PERCENTAGE

20-30 years 15 21.4
21-40 years 24 34.3
41-50 years 10 14.3
Above 51 years 21 30
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 15(21.4%) are 20-
30 years old, 24(34.3%) 21-40 years old, 10(14.3%) are 41-50 years old and
remaining 21(30%) are above 51 years.
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CHART: 1
Chart showing Age
Interpretation
From the table it makes clear that 21.4% of respondents belong to the age
category of 20-30 years while 34.3% of 21-40 years of age, 14.3 of 41-50 years and
30% of are above 51 years of age. Thus, it is concluded that highest number of
respondents belongs to the age category of 21-40 years.
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Table: 2
2. Gender

Male 45 64.3
Female 25 35.7
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 45(64.3%) are
male gender and remaining 25(35.7%) are female gender.
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CHART: 2
Chart showing Gender
Interpretation
It is observed from the table that 64.3% of respondents are male whereas
35.7% of female. Thus, it is concluded that highest number of respondents are male
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Table: 3
3. Designation
Job 18 25.7
Business/Self Employed 20 28.6
Student 10 14.3
Farmers 14 20.0
Retired 8 11.4
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 18(25.7%) are in
job, 20(28.6%) are business/self employed, 10(14.3%) are student, 14(20.0%) are
formers remaining 8(11.4%) are retired.
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CHART: 3
Chart showing Designation
Interpretation
It is observed from the table that 25.7% of respondents are job while 28.6% of
respondents Business/Self Employed, 14.3% of respondents Student, 20.0% of
respondents Farmers and 11.4% of are retired. Therefore, it is concluded that highest
number of respondents business/self-employed.
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Table: 4
4. Work experience

Less than 1 Year 11 15.7
1-5 Years 13 18.6
5-15 Years 14 20.0
15-25 Years 19 27.1
More than 25 Years 13 18.6
Total 70 100
Analysis:-
having less than 1 year work experience, 13(18.6%) are having 1-5 years experience,
14(20.0%) are having 5-15 year experience, 19(27.1%) are having experience 15-25
years experience and remaining 13(18.6%) are having more than 25 years.
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CHART:4
Chart showing Work experience
Interpretation
From the above table it infers that 15.7% of respondents possess less than 1
year while 18.6% of are 1-5 years, 20.0% of are 5-15 years, 27.1% of are 15-25 years
and 18.6% of respondents more than 25 years. Thus it is concluded from the study
that highest number of respondents 15-25 years.
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Table: 5
5. Do you have personnel department in your organisation
PARTICULARS NO OF REPSPONDENTS PERCENTAGE

Yes 70 100
No 0 0
TOTAL 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents were says yes
70(100%) and remaining said no 0(0%).
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CHART: 5
Chart showing do you have personnel department in your organisation
Interpretation
It is observed from the table that 100% of respondents are agreed whereas 0%
of disagreed. Thus, it is concluded that highest number of respondents are agreed.
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Table: 6
6. Do you have written personnel policies

Yes 70 100
No 0 0
TOTAL 70 100
Analysis:-
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CHART: 6
Chart showing Do you have written personnel policies
Interpretation
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Table: 7
7. How do you communicate personnel policies to your employees

Personnel bulletins 15 21.4
Circular letters 25 35.7
Employee meetings 16 22.9
Display on staff notice boards 14 20.0
TOTAL 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 15 (21.4%) are
personnel bulletines policies, 25(35.7%) are circular letters, 16(22.9%) are employees
meeting policies and remaining 14(20.0%) are displayed on staff notice board
policies.
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CHART: 7
Chart showing how do you communicate personnel policies to your employees
Interpretation
From the above table it infers that 21.4% of respondents possess Personnel
bulletins while 35.7% of Circular letters, 22.9% of are Employee meetings, and
20.0% of respondents Display on staff notice boards. Thus it is concluded from the
study that highest number of respondents Circular letters.
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Table: 8
8. How is the payroll structure fixed by the unit

As per company agreements 10 14.3
As per grades/Merits 15 21.4
Employee consulting 25 35.7
As per management policy 20 28.6
TOTAL 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 10(14.3%) are as
per company agreements, 15(21.4%) are as per grades/merits, 25(35.7%) are
employee consulting remaining 20(28.6%) are as per management policy.
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CHART: 8
Chart showing How is the payroll structure fixed by the unit
Interpretation
From the above table it infers that 14.3% of respondents possess As per
company agreements while 21.4% of As per grades/Merits, 35.7% of Employee
consulting and 28.6% of respondents As per management policy. Thus it is concluded
from the study that highest number of respondents are Employee consulting.
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Table: 9
9. How is the incentives/bonus fixed by the unit

As per company agreements 40 57.1
As per management policy 30 42.9
TOTAL 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 40(57.1%) are as
per company agreements remaining 30(42.9%) are as per management policy.
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CHART: 9
Chart showing How is the incentives/bonus fixed by the unit
Interpretation
It is observed from the table that 57.1% of respondents are As per company
agreements and 42.9% of As per management policy. Therefore, it is concluded that
highest number of respondents are as per company agreements.
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Table: 10
10. How do you settle the grievances of your employees at unit level

Direct approach to the
36 51.4
management
As per procedures of the unit 34 48.6
TOTAL 70 100
Analysis:-
direct approach to the management remaining 34(48.6%) are as per procedures of the
unit.
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CHART: 10
Chart showing how do you settle the grievances of your employees at unit level
Interpretation
It is observed from the table that 51.4% of respondents are direct approach to
the management and 48.6% of as per procedures of the unit. Therefore, it is concluded
that highest number of respondents are direct approach to the management.
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Table: 11
11. Do you think payroll of your employees in proportion to their nature of

job

Yes 70 100
No 0 0
TOTAL 70 100
Analysis:-
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CHART: 11
Chart showing I do not feel that the work I do is appreciated
Interpretation
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Table: 12
12. How do you rate the current Payroll Management System

Very efficient 18 25.7
Efficient 12 17.1
Undecided 9 12.9
Inefficient 14 20.0
Very inefficient 17 24.3
Total 70 100
Analysis:-
very efficient, 12(17.1%) are efficient, 9(12.9%) are undecided, 14(20.0%) are
inefficient and remaining 17(24.3%) are very inefficient.
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CHART: 12
Chart showing How do you rate the current Payroll Management System
Interpretation
It is observed from the table that 25.7% of respondents are Very efficient

while 17.1% of respondents Efficient , 12.9% of respondents Undecided, 20.0% of
respondents Inefficient and 24.3 % of Very inefficient. Therefore, it is concluded that
highest number of respondents are Very efficient.
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Table: 13
13. When was your payroll system last reviewed
NO. OF PERCENTAG
PARTICULARS
RESPONDENTS E
less than one year ago 12 17.1
more than one year ago but less than 2
18 25.7
years
more than two years ago but less than 3
11 15.7
year
more than 3 years ago 16 22.9
Other 13 18.6
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 12(17.1%) are less
than one year ago, 18(25.7%) more than one and a half year, 11(15.7%) are two and
half year, 16(22.9%) more than 3 year and remaining 13(18.6%) are others.
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CHART: 13
Chart showing I find I have to work harder at my job because of the
incompetence of people I work with
Interpretation
It is observed from the table that 17.1% of respondents are

less than one year ago while 25.7% of respondents more than one year ago but less
than 2 years , 15.7% of respondents more than two years ago but less than 3 year,
22.9% of respondents more than 3 years ago and 18.6 % of Other. Therefore, it is
concluded that highest number of respondents are more than one year ago but less
than 2 years.
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Table: 14
14. How many days will take you to finish the payroll process of employees
using the manual payroll system

One week 14 20.0
Less than one week 12 17.1
More than one week 15 21.4
Days 16 22.9
Hours 13 18.6
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 14(20.0%) are one
week, 12(17.1%) less than one week, 15(21.4%) are more than one week, 16(22.9%)
are days, remaining 13(18.6%) are hours.
Page 50
CHART: 14
Chart showing How many days will take you to finish the payroll process of
employees using the manual payroll system
Interpretation
It is observed from the table that 20.0% of respondents are One week while
17.1% of respondents Less than one week , 21.4% of respondents More than one
week , 22.9% of respondents Days and 18.6 % of Hours. Therefore, it is concluded
that highest number of respondents are Days.
Page 51
Table: 15
15. How satisfied are you with the accuracy of your payroll

completely satisfied 10 14.3
very satisfied 9 12.9
somewhat satisfied 24 34.3
slightly satisfied 14 20.0
Not at all satisfied 13 18.6
Total 70 100
Analysis:-
completely satisfied, 9(12.9%) are very satisfied, 24(34.3%) are somewhat satisfied,
14(20.0%) are slightly satisfied remaining 13(18.6%) are not at all satisfied.
Page 52
CHART: 15
Chart showing How satisfied are you with the accuracy of your payroll
Interpretation
It is observed from the table that 14.3% of respondents are

completely satisfied while 12.9% of respondents very satisfied, 34.3% of respondents
somewhat satisfied, 20.0% of respondents slightly satisfied and 18.6 % of
Not at all satisfied. Therefore, it is concluded that highest number of respondents are
somewhat satisfied.
Page 53
Table: 16
16. How many personnel provide and maintain your payroll

1 9 12.9
2 12 17.1
3 13 18.6
4 21 30.0
Others 15 21.4
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 12.9% of
respondents are 1 while 17.1% of respondents 2, 18.6% of respondents 3, 30.0% of
respondents 4 and 21.4 % of others. Therefore, it is concluded that highest number of
respondents are 4.
Page 54
CHART: 16
Chart showing How many personnel provide and maintain your payroll
Interpretation
It is observed from the table that 12.9% of respondents are 1 while 17.1% of
respondents 2, 18.6% of respondents 3, 30.0% of respondents 4 and 21.4 % of others.
Therefore, it is concluded that highest number of respondents are 4.
Page 55
Table: 17
17. Did you find yourself having a hard time for computing the monthly
salary for employees

Yes 6 8.6
No 13 18.6
Sometimes 15 21.4
Always 24 34.3
Never 12 17.1
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 6(8.6%) are says
yes, 13(18.6%) says No, 15(21.4%) says sometimes, 24(34.3%) says always
remaining 12(17.1%) says never.
Page 56
CHART: 17
Chart showing Did you find yourself having a hard time for computing the
monthly salary for employees
Interpretation
It is observed from the table that 8.6% of respondents are yes while 18.6% of
respondents no, 21.4% of respondents sometimes, 34.3% of respondents always and
17.1 % of never. Therefore, it is concluded that highest number of respondents are
always.
Page 57
Table: 18
18. How many times did you encounter wrong computation of all the salary
of full-time and part- time using manual system

none 9 12.9
one to five times 12 17.1
six to ten times 10 14.3
eleven to twenty times 21 30.0
more than twenty times 18 25.7
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents are 9(12.9%)
none, 12(17.1) are one to five times, 10(14.3%) are six to ten times, 21(30.0%) are
eleven to twenty times remaining 18(25.7) are more than twenty times.
Page 58
CHART: 18
Chart showing How many times did you encounter wrong computation of all the
salary of full-time and part- time using manual system
Interpretation
It is observed from the table that 12.9% of respondents are none while 17.1%
of respondents one to five times, 14.3% of respondents six to ten times, 30.0% of
respondents eleven to twenty times and 25.7 % of more than twenty times. Therefore,
it is concluded that highest number of respondents are eleven to twenty times.
Page 59
Table: 19
19. Are you in favour of computerized payroll system? If your answer in is

yes, choose why
NO. OF PERCENTAG
PARTICULARS
RESPONDENTS E
You don’t have to compute for your taxes
6 8.6
manually.
To see a complete detail of your salary
14 20.0
information.
It can process quickly than manual. 21 30.0
Computations can change quickly. 16 22.9
It can save materials that are used in... 13 18.6
Total 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents 6(8.6%) are you
don’t have to compute for tax manually, 14(20.0%) are to see a complete detail of
salary information,21(30.0%) are can process quickly than manual,16(22.9%) are
computation can change quickly,13(18.6%) can save materials that are used in.
Page 60
CHART: 19
Chart showing Are you in favour of computerized payroll system? If your
answer in is yes, choose why
Interpretation
It is observed from the table that 8.6% of respondents are You don’t have to
compute for your taxes manually while 20.0% of respondents To see a complete detail
of your salary information, 30.0% of respondents It can process quickly than manual,
22.9% of respondents Computations can change quickly and 18.6 % of It can save
materials that are used in. Therefore, it is concluded that highest number of
respondents are It can process quickly than manual.
Page 61
Table: 20
20. How much does Company’s work environment meet your expectations

Highly supportive 12 17.1
Supportive 15 21.4
Neutral 18 25.7
Unsupportive 11 15.7
Highly unsupportive 14 20.0
TOTAL 70 100
Analysis:-
From the above table, it can be analysed that out of 70 respondents.12(17.1%), are
highly supportive 15(21.4%), are supportive, 18(25.7%) are neutral, 11(15.7%) are
unsupportive and remaining 14(20.0%) are highly unsupportive.
Page 62
CHART: 20
Chart showing how much does Company’s work environment meet your
expectations
Interpretation
From the above table it infers that 17.1% of respondents possess Highly
supportive while 21.4% of are Supportive, 25.7% of are neutral, 15.7% of are
Unsupportive and 20.0% of respondents Highly unsupportive. Thus it is concluded
from the study that highest number of respondents neutral.
Page 63
CHAPTER-V
FINDINGS
Page 64
CHAPTER-V
FINDINGS
5. FINDINGS
 It makes clear that 21.4% of respondents belong to the age category of 20-30
years while 34.3% of 21-40 years of age, 14.3 of 41-50 years and 30% of are
above 51 years of age. Thus, it is concluded that highest number of
respondents belongs to the age category of 21-40 years.
 It is observed from the table that 64.3% of respondents are male whereas
35.7% of female. Thus, it is concluded that highest number of respondents are
male.
 It is observed from the table that 17.1% of respondents are UG, 38.6% of PG,
15.7% of professional courses and 28.6% of are diploma. Therefore, it is
concluded that highest number of respondents PG.
 It is observed from the table that 25.7% of respondents are job while 28.6% of
respondents Business/Self Employed, 14.3% of respondents Student, 20.0% of
respondents Farmers and 11.4% of are retired. Therefore, it is concluded that
highest number of respondents business/self-employed.
 It infers that 15.7% of respondents possess less than 1 year while 18.6% of are
1-5 years, 20.0% of are 5-15 years, 27.1% of are 15-25 years and 18.6% of
respondents more than 25 years. Thus it is concluded from the study that
highest number of respondents 15-25 years.
 It is observed from the table that 100% of respondents are agreed whereas 0%
of disagreed. Thus, it is concluded that highest number of respondents are
agreed.
agreed.
 It infers that 17.1% of respondents possess Board of directors while 21.4% of
are Personnel committee and 20.0% of respondents Management staff union.
Thus it is concluded from the study that highest number of respondents
Personnel committee.
Page 65
 It infers that 21.4% of respondents possess Personnel bulletins while 35.7% of

Circular letters, 22.9% of are Employee meetings, and 20.0% of respondents
Display on staff notice boards. Thus it is concluded from the study that highest
number of respondents Circular letters.
 It infers that 14.3% of respondents possess As per company agreements while
21.4% of As per grades/Merits, 35.7% of Employee consulting and 28.6% of
respondents As per management policy. Thus it is concluded from the study
that highest number of respondents are Employee consulting.
 It is observed from the table that 57.1% of respondents are As per company
agreements and 42.9% of As per management policy. Therefore, it is
concluded that highest number of respondents are as per company agreements.
 It is observed from the table that 51.4% of respondents are direct approach to
the management and 48.6% of as per procedures of the unit. Therefore, it is
concluded that highest number of respondents are direct approach to the
management.
agreed.
 It is observed from the table that 25.7% of respondents are Very efficient
while 17.1% of respondents Efficient , 12.9% of respondents Undecided,
20.0% of respondents Inefficient and 24.3 % of Very inefficient. Therefore, it
is concluded that highest number of respondents are Very efficient.
 It is observed from the table that 17.1% of respondents are
less than one year ago while 25.7% of respondents more than one year ago
but less than 2 years , 15.7% of respondents more than two years ago but less
than 3 year, 22.9% of respondents more than 3 years ago and 18.6 % of Other.
Therefore, it is concluded that highest number of respondents are more than
one year ago but less than 2 years.
 It is observed from the table that 20.0% of respondents are One week while
17.1% of respondents Less than one week , 21.4% of respondents More than
one week , 22.9% of respondents Days and 18.6 % of Hours. Therefore, it is
concluded that highest number of respondents are Days.
Page 66
 It is observed from the table that 14.3% of respondents are

completely satisfied while 12.9% of respondents very satisfied, 34.3% of
respondents somewhat satisfied, 20.0% of respondents slightly satisfied and
18.6 % of Not at all satisfied. Therefore, it is concluded that highest number of
respondents are somewhat satisfied.
 It is observed from the table that 12.9% of respondents are 1 while 17.1% of
respondents 2, 18.6% of respondents 3, 30.0% of respondents 4 and 21.4 % of
others. Therefore, it is concluded that highest number of respondents are 4.
 It is observed from the table that 8.6% of respondents are yes while 18.6% of
respondents no, 21.4% of respondents sometimes, 34.3% of respondents
always and 17.1 % of never. Therefore, it is concluded that highest number of
respondents are always.
 It is observed from the table that 12.9% of respondents are none while 17.1%
of respondents one to five times, 14.3% of respondents six to ten times, 30.0%
of respondents eleven to twenty times and 25.7 % of more than twenty times.
Therefore, it is concluded that highest number of respondents are eleven to
twenty times.
 It is observed from the table that 8.6% of respondents are You don’t have to
compute for your taxes manually while 20.0% of respondents To see a
complete detail of your salary information, 30.0% of respondents It can
process quickly than manual, 22.9% of respondents Computations can change
quickly and 18.6 % of It can save materials that are used in. Therefore, it is
concluded that highest number of respondents are It can process quickly than
manual.
 It infers that 17.1% of respondents possess Highly supportive while 21.4% of
are Supportive, 25.7% of are neutral, 15.7% of are Unsupportive and 20.0% of
respondents Highly unsupportive. Thus it is concluded from the study that
highest number of respondents neutral.
Page 67
CHAPTER – VI
SUGGESTIONS AND CONCLUSIONS
Page 68
CHAPTER – VI
SUGGESTIONS AND CONCLUSIONS
6. SUGGESTIONS AND CONCLUSIONS

CONCLUSIONS
The management formulates the payroll structure in consultations with the

union and normally it is in favour of the employees. This Bipartite consent system has
helped to maintain the uniformity in the payroll administration under workmen
category in the company. Revision of salary is routine process and there is no much
direct impact on the workers productivity. The only point of interest is the extents of
increase in income tax payment etc., It is uniform to all employees but incentive
varies between the employees on the basis of their cadres. Aspirations and desires are
with all the human beings and the company employees cannot be exceptions. But the
limitations in each area do make the difference. Employee, like any one else, do wish
to have better living etc., generally, a company employee has no grievance about his
emoluments, as it is governed a settlement with the management and union, which is
uniformly applicable to all employees. The only field where cause for grievance arises
is treatment given to an employee or discrimination between employees or
favouritism or extra facility given to certain class without valid reason or acts of
injustice due to personal feuds etc. These misunderstandings are sorted out at the
company level by proper understanding as such hardly any case is referred to higher
ups for their interference or action. It is true that union exerts influence over the
management on salary and wage decisions along with demand for other additional
benefits. It is clear from the analysis of opinions presented statistically that the
workmen express faith in their union as to fulfilling all of their service requirements,
resolving difficulties along with demands for their wages, benefits and incentives.
However the resolution to any particular matter depends upon the strength of union
and the weakness of the management. In the present conditions no employee thinks of
the organization objectives first, unless the organization ensures that it thinks its
employees as first in all the matters of giving benefits
Page 69
SUGGESTIONS
Despite any technological advances the most important factor in any successful
business is the need to keep employees happy. Normally employees aspire for higher
benefits, job security and stable work environment etc. If the organization is more
liberal to employee benefits and compensation measures they are more satisfied and
loyalty to the organisation will be more. Providing opportunities for job enrichment
like on job training methods, new motivational schemes in delivery their service,
work suggestions and appraisal systems are to be encouraged
It is the employee's view on the job he has been assigned, which determines, to a
large extent, his attitude to work. He is enthused to work with devotion if it is
interested to him otherwise, if it is against his liking then he grumbles, and often
complains of one or the other thing. Therefore routine allotment of work also should
be tune with the current requirements. Even if in any circumstance the different work
is allotted to one, it should be convincing to him, rather should not result into turmoil
of ill will between the persons
The feeling of inequality in certain benefits offered between employees can also
be done away through adopting rational and uniform incentives for all the employees
in the company disseminating of information related to such charges to the employees
to take them into confidence is essential in any such matters. Confidence building and
development of commitment to any changes in the company level is most required
from the Top management. During the course of discussions, persons in the company
employment both management staff and workman category revealed following
additional ways for rewarding the employees.
Page 70
BIBLOGRAPHY
WEBSITE
WWW.GOOGLE.COM
WWW.WIKIPEDIA.COM
WWW.PAIINTERNATIONAL.IN
RESEARCH ARTICLE
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“A STUDY ON PAYROLL MANAGEMENT”

 the design and maintenance of wage structure,

Payroll is a remuneration, which an employee receives as compensation in

Payroll administration refers to the establishment and implementation of

 Developing organization pay policy including flexible benefits, leave

The equation for calculating the net pay

 Net pay = Gross income - gross deduction

What are the stages to processing payroll?

Defining payroll policy

The net amount to be paid is affected by multiple factors. The company's

Payroll process involves interacting with multiple departments and personnel.

In smaller organizations, these inputs are received from a consolidated source

Challenges in handling payroll management process

The payroll process becomes challenging due to two main reasons.

The requirement to stay statutory complaint

As mentioned before, non-adherence to statutory laws can lead to levy of fines

Dependence on multiple payroll inputs sources

Various methods available to do payroll for your business

The possible options for running payroll can be

 Excel based payroll management

Excel based payroll management

 High chances of clerical and mathematical errors as data is entered manually

2.3. SCOPE OF THE STUDY

2.4. OBJECTIVE OF THE STUDY

The study is conducted on a sample size of seventy respondents.

2.8. PURPOSE OF THE STUDY

ABOUT PAI INTERNATIONAL

Pai International is a story of successful brand in retailing Electronics, Appliances,

PAI INTERNATIONAL ELECTRONICS PRODUCT AND

TV AUDIO AND VIDEO

As per E-Waste Management Rules 2016

PAI INTERNATIONAL ELECTRONICS LIMITED Considers environmental

PAI INTERNATIONAL Waste Collection programme

PAI INTERNATIONAL ELECTRONICS LIMITED complies with the E-Waste

General Scheme of Collection:

PAI INTERNATIONAL ELECTRONICS LIMITED being a producer as per E-waste

PAI INTERNATIONAL ELECTRONICS LIMITED also confirm to give priority to

As an environmentally responsible corporate organization we hereby ensure

PAI INTERNATIONAL ELECTRONICS LIMITED also has involved GMS

DATA ANALYSIS AND INTERPRETATION

4. DATA ANALYSIS AND INTERPRETATION

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

21-40 years 24 34.3

41-50 years 10 14.3

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

Business/Self Employed 20 28.6

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

5. Do you have personnel department in your organisation

PARTICULARS NO OF REPSPONDENTS PERCENTAGE

6. Do you have written personnel policies

PARTICULARS NO OF REPSPONDENTS PERCENTAGE

7. How do you communicate personnel policies to your employees

PARTICULARS NO OF REPSPONDENTS PERCENTAGE

8. How is the payroll structure fixed by the unit

PARTICULARS NO OF REPSPONDENTS PERCENTAGE

9. How is the incentives/bonus fixed by the unit

PARTICULARS NO OF REPSPONDENTS PERCENTAGE

PARTICULARS NO OF REPSPONDENTS PERCENTAGE