netrashetty
Netra Shetty
The Weinstein Company (TWC) is an independent American film studio founded by Harvey and Bob Weinstein in 2005 after the pair left the then-Disney-owned Miramax Films, which they had co-founded in 1979. The brothers retained ownership of the Dimension Films label of Miramax.
Chief executive compensation
· The compensation for chief executive is based on:
1. Qualification
2. Experience
3. Performance
4. Service length
Manager’s compensation
· The managers are offered compensation in term of salary, benefits, short term incentive and long term incentives
Professional compensation
· No response is given by the organization.
Female workers
· The organization has female workers.
· The females are being paid more as compare to male workers.
Pay policy
· The organization has secret pay policy.
· The pays are revised after every two years.
· In case of inflation, for the retire personnel there is no change in pension policy.
Relationship between productivity and salaries
· The organization believes in the relation between productivity and pays / salaries / wages.
· They have strong intensity of the relationship in the organization.
KAPCO
Introduction to The Organization
The Kot Addu Power Company (KAPCO) runs a 1600 MW combined cycle Power Plant at Kot Addu, a small town, in the middle of Pakistan. The company came into existence in the June of 1996 when the Water And Power Development Authority (WAPDA) the state run the power generation utility of Pakistan, privatized the plant by offering 36% stake to strategic investor “National Power “ of U.K. along with management control.
WAPDA entered into an agreement with KAPCO for the purchase of the power for next 25 years from this Plant. The tariff covered two kinds of payments viz. capacity and energy payment. The capacity payment is made on the available capacity of the plant and is mainly used by the company to meet fixed expenses and 756 million dollar debt liability that is inherited from WAPDA. The energy payment is done on the actual dispatch from the plant. It covers the fuel cost and there is hardly any saving from this part.
Departments
· The organization has two major and four sub departments.
· The organization has the formal “HR” department.
No of employees
· The organization has approximately eight hundred people working in three different shifts round the clock.
1. Country Culture
The culture of a society is a set of assumptions, values, and rules about social interaction. A country’s culture can be defined as the set of values, symbols, beliefs, and languages that guide behavior within that culture. Culture is important to IHRM. The differences in culture from country to country calls for matching HRM practices and policies. The HRM personnel need to develop a set of culture sensitive policies and practices that are both acceptable within the local culture and acceptable to management at the parent company ( 2002).
2. Political Policies and other Regulations
Industrial relations, and specifically the relationship between the worker, the union, and the employer, differ from one country to another. Some countries give legal rights to employees to have a voice in setting company policies. Many countries allow the interference of the state in the relations between employers and unions ( 2002).
3. Economic Factors
Differences in economic systems among countries also translate into inter-country differences in HRM practices. In free enterprise systems, for instance, the need for efficiency tends to favor HRM policies that value productivity, efficient workers, and staff cutting where market forces dictate. In socialists systems, HRM practices tend to shift towards preventing unemployment, even at the expense of sacrificing efficiency. Included in the economic factors is the cost of labor ( 2002).
4. Managerial, Educational and Technological Development in the Host Country
A multinational corporation who seeks to expand in Europe faces different challenges and issues than a multinational corporation that opts to extend its operation to Western Africa. In Europe, the available workforce is likely to be well educated and have considerable technical and management experience ( 2002).
5. International Experience of the Organization
Organizations with extensive international experience have had the opportunity to develop more diverse methods of maintaining coordination and control over their foreign operators. Newcomers to the global market place may view the international business environment as more unpredictable, higher in ambiguity and uncertainty, and perhaps more threatening than more experienced global players ( 2002).
6. How the Subsidiary is established
The method used to establish operations in foreign locations also may affect HRM policies. In the case of foreign operations that are acquired by merger or acquisition, the presence of existing HRM practices in the acquired/merged operations likely will reduce the wholesale exportation of home country HRM systems into the subsidiary
Survey for the pay rates
· The organization conduct the commercial survey for establishment of pay rates.
Basis for pay structure
· The organization set the pay structure of various appointments on the basis of :
1. Qualification
2. Experience
3. Technical skills
Job evaluation concept
· Yes, the organization has job evaluation concept in vogue to determine the salaries / wages.
Basic salaries
Chief executive compensation
· The compensation for chief executive is based on:
1. Qualification
2. Experience
3. Performance
4. Service length
Manager’s compensation
· The managers are offered compensation in term of salary, benefits, short term incentive and long term incentives
Professional compensation
· No response is given by the organization.
Female workers
· The organization has female workers.
· The females are being paid more as compare to male workers.
Pay policy
· The organization has secret pay policy.
· The pays are revised after every two years.
· In case of inflation, for the retire personnel there is no change in pension policy.
Relationship between productivity and salaries
· The organization believes in the relation between productivity and pays / salaries / wages.
· They have strong intensity of the relationship in the organization.
KAPCO
Introduction to The Organization
The Kot Addu Power Company (KAPCO) runs a 1600 MW combined cycle Power Plant at Kot Addu, a small town, in the middle of Pakistan. The company came into existence in the June of 1996 when the Water And Power Development Authority (WAPDA) the state run the power generation utility of Pakistan, privatized the plant by offering 36% stake to strategic investor “National Power “ of U.K. along with management control.
WAPDA entered into an agreement with KAPCO for the purchase of the power for next 25 years from this Plant. The tariff covered two kinds of payments viz. capacity and energy payment. The capacity payment is made on the available capacity of the plant and is mainly used by the company to meet fixed expenses and 756 million dollar debt liability that is inherited from WAPDA. The energy payment is done on the actual dispatch from the plant. It covers the fuel cost and there is hardly any saving from this part.
Departments
· The organization has two major and four sub departments.
· The organization has the formal “HR” department.
No of employees
· The organization has approximately eight hundred people working in three different shifts round the clock.
1. Country Culture
The culture of a society is a set of assumptions, values, and rules about social interaction. A country’s culture can be defined as the set of values, symbols, beliefs, and languages that guide behavior within that culture. Culture is important to IHRM. The differences in culture from country to country calls for matching HRM practices and policies. The HRM personnel need to develop a set of culture sensitive policies and practices that are both acceptable within the local culture and acceptable to management at the parent company ( 2002).
2. Political Policies and other Regulations
Industrial relations, and specifically the relationship between the worker, the union, and the employer, differ from one country to another. Some countries give legal rights to employees to have a voice in setting company policies. Many countries allow the interference of the state in the relations between employers and unions ( 2002).
3. Economic Factors
Differences in economic systems among countries also translate into inter-country differences in HRM practices. In free enterprise systems, for instance, the need for efficiency tends to favor HRM policies that value productivity, efficient workers, and staff cutting where market forces dictate. In socialists systems, HRM practices tend to shift towards preventing unemployment, even at the expense of sacrificing efficiency. Included in the economic factors is the cost of labor ( 2002).
4. Managerial, Educational and Technological Development in the Host Country
A multinational corporation who seeks to expand in Europe faces different challenges and issues than a multinational corporation that opts to extend its operation to Western Africa. In Europe, the available workforce is likely to be well educated and have considerable technical and management experience ( 2002).
5. International Experience of the Organization
Organizations with extensive international experience have had the opportunity to develop more diverse methods of maintaining coordination and control over their foreign operators. Newcomers to the global market place may view the international business environment as more unpredictable, higher in ambiguity and uncertainty, and perhaps more threatening than more experienced global players ( 2002).
6. How the Subsidiary is established
The method used to establish operations in foreign locations also may affect HRM policies. In the case of foreign operations that are acquired by merger or acquisition, the presence of existing HRM practices in the acquired/merged operations likely will reduce the wholesale exportation of home country HRM systems into the subsidiary
Survey for the pay rates
· The organization conduct the commercial survey for establishment of pay rates.
Basis for pay structure
· The organization set the pay structure of various appointments on the basis of :
1. Qualification
2. Experience
3. Technical skills
Job evaluation concept
· Yes, the organization has job evaluation concept in vogue to determine the salaries / wages.
Basic salaries
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