Rajesh Tripathi

Of late, a challenge is being seen in organisations to pursue a model to compensate their employees in such a way that motivates them, as well as does not impact their profitability. In the same context, I tried simplifying all related concepts, here. Industrialisation brought in the challenge of how and what to be paid to workers being employed to undertake certain jobs. These jobs primarily were having tasks which were repetitive in nature and therefore, once a skill was developed, more or less all workers were equal in their performance. This sowed the seed of Pay for Position or Job based Pay , whereby based on the knowledge and skill, a person was having and were being utilised by him to perform to achieve certain pre-determined level of performance, equal wages were paid. This led to a model that focused on compensation tiers tied to job titles. In a way, additional levels of responsibility combined with senior level job titles with higher compensation are a clear path for...

“A recent research has revealed that organisations that excel in project management meet their goals two and a half times more often and waste about 13 times less money than organisations that are poor at project management.” Seems something new, as research is supported by some data – making a reality more real. But fact remains as it is. When an activity is taken without having a goal, a well thought of ‘where to reach target’, activity only provides some people some experience. In my words experience is nothing but repetition of same mistake again and again. Therefore no learning occurs, even at the cost of expenses incurred by the organisation. On top of that it brings to the organisation a culture of negativity and avoiding change. Every activity, should therefore be taken as a project with well-defined path and target to achieve them. It will help in providing learning and overall, successful organisation to its people.