DIVINE GUIDELINES FOR IMPORTANT ORGANISATIONAL ISSUES – PART 1 



Salaries and Allowance System


Those residing in the urban areas receive more allowances than their 
counterparts living in the rural areas. Of course, people living in urban areas 
incur heavy expenditure in the form of high house rents, water, electricity 
charges, etc., whereas people in rural areas incur less under similar heads. 
Today, the Dearness Allowance (DA) given is either equal or more than the basic 
pay of an employee. Some companies over and above this, pay bonus to their 
employees, which is not proper.* Those workers whose lives are in constant 
danger, such as those working in mines, alone ought to be paid bonus as an 
additional compensation for the risk they bear in such occupations. Educated 
youth today, should join only those organisations where high principles are 
practiced. However, before that, students must gain some amount of experience 
working for a short time in small firms. Today, although several Multi National 
Companies (MNCs) are interested in opening their organisational units in India, 
their pre-conditions do not appear to be that favourable to the host country 
(India). This is basically because Indians have a very soft nature and their 
weaknesses are exploited, just as during the times of British colonization. 
Educated youth must be careful in dealing with crucial matters and as such 
their minds should always be well balanced to deal with such situations. 


Youth must serve their motherland. Today, they are allured by money and are 
going abroad. You may think that an American salary of $2,000 is equal to Rs. 
60,000 in India (amount here varies in accordance with dollar value at the 
given time) and hence it is more gainful to go there. Actually, $2,000 is not 
equivalent to Rs. 60,000, but definitely less than half of that amount 
pertaining to Indian conditions. Here is an example. You pay Rs. 1 for a banana 
here, but will have to pay Rs. 10 there. 


To be Continued…


Source: Management of Organisational Issues, Chapter 6, Man Management: A 
Values-Based Management Perspective

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