Thesis Abstract

Abstract
Compensation and remuneration are essential components of an organization's strategy to attract, retain, and motivate employees. This research project aims to evaluate the impact of remuneration on employees' attitudes and performance within an organization. The study will explore how different forms of compensation, such as salary, bonuses, benefits, and non-monetary rewards, influence employee motivation, job satisfaction, and engagement. The research will utilize a mixed-methods approach, combining quantitative surveys and qualitative interviews to gather data from employees across various departments and levels within the organization. Quantitative data will be collected through structured questionnaires to assess employees' perceptions of their compensation packages and their overall attitude towards work. Qualitative data will be gathered through in-depth interviews to provide a deeper understanding of the mechanisms through which remuneration affects employee behavior and performance. The study hypothesizes that there is a significant relationship between remuneration, employee attitudes, and performance. It is expected that employees who perceive their compensation as fair and competitive will demonstrate higher levels of job satisfaction, motivation, and commitment to the organization. Conversely, employees who feel underpaid or undervalued may exhibit lower levels of engagement and productivity. By examining the impact of remuneration on employee attitudes and performance, this research project aims to provide valuable insights for organizations seeking to enhance their compensation strategies. The findings from this study can inform HR practices and policies related to salary structures, incentive programs, and performance management systems. Ultimately, the goal is to help organizations optimize their compensation practices to create a more engaged, motivated, and high-performing workforce. The implications of this research are significant for both organizations and employees. A better understanding of how remuneration influences employee attitudes and behaviors can lead to improved retention rates, higher job satisfaction, and increased productivity within the organization. By aligning compensation with employee needs and expectations, organizations can foster a positive work environment that supports employee well-being and organizational success.

Thesis Overview

INTRODUCTION

Remuneration refers to the mode of compensating the workers exerting their energy or spending their time in accomplishing their organizations objectives. Remuneration can be in monetary terms or in form of services. A monetary term is of course in form of wages and salaries and part of fringe benefits like housing and transportation allowances. Compensation package has three major components which are wages and salaries, fringe benefits and the other one is incentive schemes on employees atitude.

Remuneration which comes in form of services includes recreational services, canteen services and medical services. Remuneration has a significant impact on workers attitude and performance in organization because it is the most effective motivational technique. Good remuneration improves productivity, while poor remuneration affects productivity adversely. However, the general problem of monetary remuneration is that they are expert in the short run but not necessarily cost effect. On the other hand, monetary remuneration can motivate workers depending on his or her needs for money on employees atitude.

Individual behaviour and consequently performance in an organization is related to remuneration. This is because people come to work in order to excel or to succeed in competitive situation. As such, individuals with high needs for achievement have intense desire for success and equally intense fear of failure. As individuals, they like to see challenges set moderately difficult talk (but not impossible goal) for themselves, take realistic approach to risk, prefer to assume personal responsibilities to get the job done like specific and prompt feedback on how they are performing and likeness to work for long hours (Alfred, 1987) on employees atitude.