An Empirical Study on Compensation Management Practices in Digital Marketing Company

Kiran Kumar Thoti

doi:10.18535/ijsrm/v10i4.em11

Abstract

Compensation management is often referred as salary and wage administration. Human resource management department designs compensation policy. Organizations can be competitive if they update their compensation package according to market conditions. Standard human resource policy gives high priority for better compensation package. The parameters considered while designing compensation management are job responsibilities, experience, company budget and job market. Human resource managers design compensation strategy through scorecard. Pay equity can be attained with competitive compensation package. The research was conducted to the employee working in Hyderabad digital marketing companies. The hypotheses were tested using chi square test, ANOVA & other statistical testing tools.

Keywords

Compensation ManagementHuman Resource ManagementDigital Marketing

References

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[refR-1] Aruna, M., & Anitha, J. (2015). Employee retention enablers: Generation Y employees. SCMS Journal of Indian Management, 12(3), 94.Google Scholar ↗

[refR-2] Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management. Oxford University Press.Google Scholar ↗

[refR-3] Chatterjee, S. R. (2016). Human resource management in India:‘Where from’and ‘where to?’. Strategic Human Resource Management at Tertiary Level, 49.Google Scholar ↗

[refR-4] Ghosh, D., & Gurunathan, L. (2015). Do commitment based human resource practices influence job embeddedness and intention to quit?. IIMB Management Review, 27(4), 240-251.Google Scholar ↗

[refR-5] Karanth, K. K., Gupta, S., & Vanamamalai, A. (2018). Compensation payments, procedures and policies towards human-wildlife conflict management: Insights from India. Biological Conservation, 227, 383-389.Google Scholar ↗

[refR-6] Khalid, K., & Nawab, S. (2018). Employee participation and employee retention in view of compensation. SAGE Open, 8(4), 2158244018810067.Google Scholar ↗

[refR-7] Kundu, S. C., & Lata, K. (2017). Effects of supportive work environment on employee retention. International Journal of Organizational Analysis, 25(4), 703-722.Google Scholar ↗

[refR-8] Mahajan, Y. D. (2020). Impact of Coronavirus pandemic on fast moving consumer goods (FMCG) sector in India. Journal of Xi'an University of Architecture & Technology, 12.Google Scholar ↗

[refR-9] Morgeson, F. P., Brannick, M. T., & Levine, E. L. (2019). Job and work analysis: Methods, research, and applications for human resource management. Sage Publications.Google Scholar ↗

[refR-10] Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.Google Scholar ↗

[refR-11] Santhanam, N., Kamalanabhan, T. J., Dyaram, L., & Ziegler, H. (2017). Impact of human resource management practices on employee turnover intentions. Journal of Indian Business Research.Google Scholar ↗

[refR-12] Singh, D. (2019). A literature review on employee retention with focus on recent trends. International Journal of Scientific Research in Science and Technology, 6(1), 425-431.Google Scholar ↗

[refR-13] Tripathi, P. M., & Solanki, U. (2020). Economic Value Added and Employees’ Compensation: A Study of the Indian FMCG Sector. Solid State Technology, 63(4), 1829-1838.Google Scholar ↗

[refR-14] Tung, R. L. (2016). New perspectives on human resource management in a global context. Journal of World Business, 51(1), 142-152.Google Scholar ↗