INTRODUCTION:

The term fringe benefits refer to various extra benefits provided to employees, in addition to the compensation paid in the form of wage or salary. Balcher (1961) defines these benefits as, "any wage cost not directly connected with the employees productive effort, performance, service or sacrifice." Cockmar (1975) defines fringe benefits as, "those benefits which are provided by an employer to or for the benefit of an employee and which are not in the form of wages, salaries and time-related payment”.

According to Mamoria (1997) "Fringe benefit is primarily a means in the direction of ensuring, maintaining and increasing the income of the employee. It is a benefit which supplements the income of the employee. It is a benefit which supplements to a worker's ordinary wages and which is of value of them and their families in so for as it materially increases their retirement."

Thus, fringe benefits are those monetary and non-monetary benefits given to the employees during and post-employment period which are connected with employment but not to the employees contributions to the organization.

The important objectives of fringe benefits are: to create and improve sound industrial relations; to boost up employees morale; to motivate the employees by identifying and satisfying their unsatisfied needs; to provide qualitative work environment and work life; to provide security to the employees against social risks like old age benefits and maternity benefits; to protect the health of the employees and to provide safety to the employees against accidents; and to promote employee's welfare by providing welfare measures like recreation facilities (SubbaRao and Rao 1998).In this research paper, an attempt has been made to assess the policies concerned with the benefits and services and satisfaction status of non-teaching staff of APS University Rewa (M.P.).

OBJECTIVES:

1. To assess the policies concerned with the benefits and services of non-teaching staff of APS University Rewa.

2. To evaluate the employees satisfaction relation to benefits and services.

REVIEW AND LITERATURE:

The primary economic reward is sometimes also known as compensation or remuneration and paid in the form of wages or salaries. The non-wage financial payments are known as fringe-benefits or supplemental pay (Kumar, 2000). The target organization reflects a poor image of reward and welfare system. Therefore, a reward system capable of identifying good performance for non performance must be designed. Budhwar (1996) in his study has specified that 70.1 % organsiations offer incentive schemes for their employees. In 48.1 % of the organizations pay and benefits are attached to the performance, skills or competencies of the employees.

Kharbanda (1986), and Appa Rao (1988) confirm that money as an incentive can influence the job behaviour of employees and will motivate the workers. The money provides a symbolic value as a measure of recognition for accomplishment, status and place in the society, But the effect may be negative, when (i) The material needs are minor in his need hierarchy, (ii) The individual feels that he is unfairly rewarded for his efforts, and (iii) peripheral factors are not satisfied. Many a times the wages are decided on cognitive factors stitch as education, seniority and length of service. Thus, the compensation is paid according to who a person is rather than what a person does. But it is difficult to measure work performance for equity based payment i.e. pay for performance.

Ghazanfar et.al. (2011) examined the relationship between satisfaction with compensation and work motivation. The main finding of study was: satisfaction and compensation can be factor of work motivation, flexible pay is not a motivation factor in the job with the employee holding; benefits do not have a significant impact on work motivation. Suresh Kumar and Aparna (2012) The showed that it professionals are very much dissatisfied with fringe benefits, nature of work and contingent reward, while moderately satisfied with pay promotion and supervision factors.

Malik (2013) Shows those ad-hoc basic faculties are highly dissatisfied regarding salary/leave benefits, job security, research support and facilities, career advancement. Sharma (2013) reveled that a significant difference exists in the motivation level of the employee with regards to various compensation components. Basic salary, short and long term incentives, benefits and services.

METHODOLOGY:

This study is confined only to non-teaching staff of APS University Rewa (M.P.). The study is based on primary and secondary data. The source of Primary data is the responses of the employees obtained through questionnaire. The technique of interview and discussion has also been used as one of the diagnostic tool. Sources of secondary data are based on various Annual reports, financial estimates, Audit Reports, University Calendar, University Regulations, Statutes, Ordinance, records, file and other published materials of the A.P.S. University, Rewa. An analysis of employee’s satisfaction in relation to fringe benefits, questionnaires distributed various cadres of group A, B and C employees that are administration, supervisor and Assistant. The scoring has been obtained on a five point scale. In order to make the interpretation easier the mean score were converted into percentage score using the formula of Rao (1991) i.e.

Percentage score = (Mean Score-1)´ 25

The degree of dimension have been divided into very good, Good, Average, Poor, Extremely poor.

Benefits and Services in A.P.S. University Rewa (M.P.):

Leaves:

Leave rules for the employees of A.P.S. University, Rewa, have been framed according to Statute No. 31; Part, 4; points 22 to 72, according to which the leave is not the right, rather a facility which the university extends to them in place of work. The competent authority can refuse to sanction in case of compulsory retirement, or may call back in the mid of leave period. If any employee is terminated from the service or resigned, in that case the facility of leave is ceased. However, if any dismissed employee is reinstituted after appeal revision, in that case his previous leaves are again credited. On the request of the employee, one type of leave can be converted into another but such commutation is never the right of an employee. One type of leave can be clubbed with another barring the casual leave. No employee can be sanctioned leave in continuation beyond 5 years. During this period, the employee will be paid the salary for the leave due to his credit. The remaining period will be considered as leave without pay. In the event of LWP, the date of increment will automatically be shifted for the total period of LWP. Every employee has to apply for leave 3 weeks in advance, except the medical leave. The account of leave is maintained in the Head office. If an employee remains absent willfully or does not turn up on expiry of leave, such employee is liable to be subjected to disciplinary action (A.P.S. University, Rewa Statutes, 2001).

i) The university has accepted all Sundays, II and III Saturdays and all gazetted holidays as holidays for the employees;

(ii) Casual leaves - Thirteen days in every calendar year;

(iii) Optional holiday - Three days in every calendar year;

(iv) Compensatory leave - In lieu of the working days on holidays, a maximum of 13 days compensatory leave is permissible to nonteaching staff;

(v) Earned leave - A maximum to 30 days earned leave is permissible in one calendar year. In the event of working for lesser period, proportionate EL is credited accordingly. The E.L. availed I credited is recorded in individual's service book;

(vi) Medical leave - A total of 20 days half pay leave is credited in the service book every year;

(vii) Special disability leave - If an employee becomes disabled during the disposal of govt. duty, such employee, on the recommendation of the Medical doctor, is sanctioned a maximum of 2 years leave out of which 120 days are permitted with full pay, and the rest with half pay. Such leave is not adjusted I deducted with the E.L. or Medical leave but can be combined with other leaves as above.

(viii) Maternity leave: This leave to the extent of 90 days is permissible to female employees of the University having less than two issues. It is not debited from the leave account. In the event of miscarriage, 45 days maternity leave is permissible and can be clubbed with other leaves.

(ix) Family planning leave - According to M.P. State Govt. rules, 6 days leave is permissible to males for family planning operation. If the operation fails, additional 6 days leave is sanctioned. In the event of death of the child, 21 days leave is sanctioned for reunion of the vas deference. In case of female employees, 14 days leave is permitted for non-explorer T.T. However, if the operation fails, additional 14 days leave is again permitted. When the wife undergoes family planning operation, 7 days leave is permitted to the husband, but if the 1 st operation fails, 6 days leave is again permitted to the husband in the event of II operation of the spouse (Suvidha Hand Book, 2002).

(x) Other special casual leave - The executive members of the employees union are permitted to avail 7 days special casual leave to attend the meetings; travelling allowance is also permitted.

(xi) Study leave - This leave period extends from 12 to 24 months. The non teaching staff rarely avails it. The leave is permitted for improving the qualification in the interest of the students common mass. The approval of the administrative council is needed to avail the same.

(xii) Lien - If an employee proceeds to serve in another institution on request, the lien to such employee is permitted to a maximum of 2 years. If the individual turns back prior to the termination of leave, his service is considered regular.

Note: To avail the lien or study leave, five years service (including the probation period) is essential. (A.P.S. university Statutes, No.3!), 2001

(xiii) Rest.

(1) During the period of work, half an hour rest is permitted, and

(ii) During the period of Ramjan, the Muslim employees are permitted to go 1/2 hour earlier.

1. Leave sanctioning Authorities:

Leave sanctioning authorities of A.P.S. University, Rewa are mentioned in Table-1.

2. Journey and Journey expenses:

The officers of group A are entitled for AC II class 10 railways as against the II class sleeper to those of groups Band C. Likewise, the group A employees are entitled for journey expenses @ Rs160/- per day as against Rs. 96/- to group Band Asstt. Superintendent, and Rs.64/- to work assistant and senior work assistant. In state capitals and Metropolitan cities, these rates are increased to an one half times. The non-teaching staff .of the university is given additional benefit of lodging and conveyance when the individual is on tour for official work.

3. Retirement:

The age of retirement to non-teaching staff of university is 60 yrs.. The following benefits are extended to retiring employees.

1. Encashment of earned leave: A total of 240 days of earned leave as admissible can be encashed at the time of retirement.

2. Gratuity: As per the rules of the State Govt. the retiring employee is paid gratuity equivalent to 16.5 months salary or Rs.350000/- whichever is less.

3. Pension: On completion of minimum 33 years of services, the employee is entitled for full pension and is paid 50% of the average of last 10 months basic pay and relief on it as admissible in State Gov!. Recently, an emergency fund Pratyasit Pension Kosh worth Rs.12 lakh has been established aiming financial help to pensioners wide order no. Pension/2002/117 dated 16.12.2002.

4. Provident fund and GIS payment: These are paid as per the deductions made and interest on it.

In the event of some serious diseases to the employee or his/her family, the expenditure is reimbursed by the University on recommendation of the executive body of the University.

7. Education:

Higher secondary school (10+2) is in existence in the university for the education of children of university employees. The staff of the school consists of 10 teachers. The tuition fee paid by the sons/daughters/wife of the employees is refunded by the university. On the recommendation of the administrative council, study leave to the employee is granted which is rarely admissible provided it may aid in performing or performance of duty.

8. Cultural Programmes:

Cultural programmes are Organized on 20^th July, the day of establishment of the University. All sections of the university employees participate in it.

Those employees who are the members of the university library get the facility of reading / consulting the books and can get the books issued even.

9. Residential accommodation (facility):

The university campus posses residential quarters like F, G, H and I which are insufficient. Those who fail to get the University accommodation are extended House rent allowance as per M.P. Govt. rules. The other amenities like roads, light, telephone etc. are also provided to the employees.

10. Conveyance:

University conveyance for to and fro journey to attend the duty. is provided. The Registrar is provided with Ambassador car for the same.

11. Canteen:

The canteen facility provides normal standard edible items but furniture drinking water, building etc. are not up to the expectations and need to be attended on priority for improvement.

12. House:

The guest house is well furnished with all amenities required.

13. Recruitment on compassionate basis:

In the event of death of an employee, son/daughter/wife or any other person as designated by the deceased wife/husband is employed on this ground to a maximum of class III post.

14. Employees Welfare Fund:

For the benefit of University employees, a fund has been established in which any member can be a contributor to the extent of 1 % of basic pay. The member will earn 5% interest on his deposits. In addition, the desirous can be benefitted for the loans like house construction, purchase of conveyance and other special emergencies.

15. Others:

The facility of Bank, Post office and Police station is also available in the University. In addition, a security wing has also been established with one security officer and 8 security men.

Employees satisfaction in relation to fringe benefits:

Table – 2: Employees satisfaction in relation to Fringe Benefits.

S.N.	Statement/Groups	(A)	(B)	(C)	Overall
S.N.	Statement/Groups	%	%	%	%
	Highly satisfied	-	25.0	-	6.0
	Satisfied	16.7	25.0	21.9	22.0
	Just satisfied	50.0	33.4	12.5	22.0
	Normally	33.3	8.3	25.0	22
	Dissatisfied	-	8.3	40.6	25
	Total satisfaction	16.7	50	21.9	28

Source: Primary Data (Item -8 of Job satisfaction)

The employees satisfaction in relation to fringe benefits in shown in Table 2- which depicts that the level of satisfaction is respectively 16.7%, 50.%, 21.9% and 28.0% in the groups A, B, C and Overall of the University.

CONCLUSION:

Result indicates that the satisfaction score in relation to benefits and services appears poor for group A, good for group B, and extremely poor for group C. The overall score of the university are extremely poor /unsatisfactory.

REFERENCE:

1. Balcher D.W. (1961): Fringe Benefits- do we know enough about them. Wage and Salary Administration. South Western Pub. Company Cincinnati Ohio. p. 488.

2. Cockmar R. (1975): Employees benefits for managers and executives. Hand Book of Salary and Wages. Growth Press, Epping Sensex. P. 73.

3. Mamoria C.B. (1997) : Personnel Management. Himalaya Pub. House New Delhi.

4. Subba Rao P and Rao S.P. (1998) : Personnel Human Resource Management Text Cases and Games. Konark Pub. New Delhi. pp.1 -507.

5. Malik Manju (2003) : A comparative study on job satisfaction between ad-hoc basis teacher and regular teachers-with reference to degree colleges of Kurukshetra. Int. Nat. Jour. of Social Science and Interdisciplinary Research (IJSSIR) Vol. 2 (4) April 2013. pp. 52-60.

6. Ghazanfar F., Chuanmins., Khan M.M., Basir M. (2011): A study of relationship between satisfaction with compensation and work motivation. Inter Nat. Jour. of Business and Social Science .Vol. 2 (1) (Jan. 2011) pp. 120-131.

7. Sharma Renu (2013) : The impact of various components of compensation on the motivation level of employees a comparative study of selected Indian public and private Banks. Inter Nat. Jour. of Application or Innovation in Engineering of Management (IJAIEM) Vol. 2(7) (July 2013). pp. 511-516.

8. Kwak J. and Lee E. (2009): An empirical study of fringe benefits and performance of the Korean firms. International Jour. of Business and Management Vol. 4(2) pp 3-9.

9. Gutpa Shobhna J. and H . Pannu K (2013): A comparative study of job satisfaction in public and private sector. Indian Jour. of Arts. Vol. 1(1) pp 1-6.

10. Sarkar Jeeta (2014) : An overview of empirical research on CEO pay-firm performance, Inter.Nat Jour. of Economics and Business Studies. Vol. 3 (6)

11. Suresh Kumar and K. Arpna (2012) : Job satisfaction for IT professional in Banglore city. Paripex Indian Jour. of Research . Vol. 1 (11) pp. 90-92.

12. Tiwari Usha (2013) : A study on rewards and recognitions and its impact on employees motivation and job satisfaction at Union Bank of India (UBI). H.R. Journal (International Jour.) of Management Vol. 6 (1) April- Sept. PP. 105-112.

13. Appa Rao, P.B. (1998) Personnel Problem in Small State Industry, Deep and Deep Pub. , New Delhi.

14. Budhwar, P.S. (1998) Human Resource Management in six manufacturing Industries: An emprical study, Indian Jour. of Training and Development, 26 (1) : 67-78.

15. Kharbanda, O.P. (1986) . Motivation, Nothing like pay packet. The Economic Times. Sept. 4, p. IV.

16. Kumar, B. (2000). Human Resource Development, Mohit Publication New Delhi, pp. 155-171.

Received on 25.08.2014 Modified on 02.09.2014

Int. J. Ad. Social Sciences 2(3): July-Sept., 2014; Page 145-150

S.No.	Category		Sanctioning Authority
Casual Leave :
1. 2. 3.	Registrar Registrar Office Staff Dy. Register, Finance Officer, Asstt. Registrar Ministerial Staff (For 5 day only)		Kulpati Registrar Registrar Concern DR, ARS
Special Casual Leave :
1. 2. 3.	Registrar Dy. Registrar, Finance Officer, Asstt. Registrar/Sec. to V.C. Class III employees (Asstt. to Section Officer)	Kulpati Executive Council Kulpati Executive Council Registrar Kulpati	Up to two months More than two months Up to 3 months More than 3months Up to 1 month More than 1 month