class Employee { //Data members protected string firstName; protected string lastName; protected char gender; protected int dependents; protected double annualSalary; protected Benefits benefit; protected string employeeType; protected static int numEmployees = 0; //Constants public const string DEFAULT_Name = "not given"; public const int MIN_DEPENDENTS = 0;
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having to determine where the major needs are, and how to manage the cost of expenses. So looking at the areas listed, the most expensive of the list would have to start out with the attempt to improve benefits available to all employees. Yearly employee benefits increase and with organizations trying hard to find and retain the best of the best. With employees feeling certain ways about the organization can damper the morale. So with 44% of your employees says they aren’t happy with the current
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With the high costs of disengagement and employee turnover, it’s a little wonder that companies are looking for ways to optimize the stages of their employee life cycle. “The cost of disengagement is staggering – it leads to more than $450 billion in lost profits in the U.S. annually!” as per Gallup’s State Of The American Workplace: Employee Engagement Insights For U.S. Business Leaders. According to experts, when it comes to the cost of employee turnover the, “estimates run as high as 150 percent
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Common Employee Benefit Plans . Primary Categories of Benefit Plans • Legally Required Benefits 1. Workers Compensation offers insurance benefits to employees who become ill or are injured at work. This insurance is different in every state and is dictated at the state level. In addition, some states require employers to purchase disability insurance. 2. Unemployment Insurance provides compensation to employees who lose their job for no fault of their own. It is different
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A Memo to Vice president – Zach Evans urging him not to close the fitness centre. Our management built the fitness centre in the headquarters complex as it considered exercise to be an important benefit to offer its employees. It also touted the fitness centre as a major draw for young employees, especially because of the remote location of the headquarters. Your proposal to close the fitness centre is misplaced as it violates the crux of our company belief and threatens to thwart the moral spirit
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1. INTRODUCTION One of the traditional Human Resource (HR) functions is determining employees’ compensation. In modern organisations, with variety of costly employee benefit programmes, wage incentive programmes and structured pay scale, the compensation task is even more difficult and challenging for an HR specialist. Employee compensation can affect their productivity and their tendency to stay with the organisation. The HR manager must ensure that the compensation policy does not lead to high
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-Holiday accommodation -Promotion -Loan benefit : electronics, house, car, motor, computer/ laptop III. Incentives -Reimbursement and allowance -Annual increment and bonuses TNB practices online payment system. They distribute payment by Employee Self Service (ESS). Besides that, TNB also use other method of payment such as ERMS / EHRMS. There are two major system of payment : 1. Time-related systems 2. Piece-rated systems TNB implement Time-related systems, wages are paid for a
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Employee Benefits Offering benefits to an employee is always beneficial to both the organization and the employee. The benefits offered are essential to the livelihood of the employee in a way that they feel comfortable both at home with their families as well as at work. Therefore, benefits offered by an organization become a deciding factor in whether the employees are satisfied or whether they will stay in the organization. The law has clearly outlined some benefits that the employee must receive
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Comprehensive Case Scenario Human Resources Management The Wilson Brothers Limited Case Case Scenario Written By Charles Purchase, Seneca College (Case Fictional) History In 1960, the Wilson Brothers, Bob and John, started Wilson Brothers Limited. This Canadian company manufactured and distributed various lines of prepared food products for the Canadian market from a number of plants, with the head office located in Brandon, Manitoba. Bob was just 23 years old at the time, and John
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Corporate Strategy- Esmark Inc. 1. Swift’s costs were much higher than many newer meat-packers due to its agreement with the national meat cutters’ union. Its agreement forced it to pay similar wages regardless of location. Swift paid an hourly wage of $8.25 plus an additional 60% in fringe benefits, whereas Iowa Beef only paid $6.50 an hour plus 30% in additional fringe benefits. Iowa Beef also enjoyed significant production efficiency. They installed modern facilities that enabled them
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