vii sistem imbalan

8/4/2019 VII Sistem Imbalan

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SISTEM IMBALAN(COMPENSATION)


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1. Compensation is what employees receive in

exchange for their contribution to the organization,it helps the organization achieve its objectives and

obtain, maintain, and retain a productive

workforce.

2. Compensation refers to all forms of financialreturns and tangible services and benefits

employees receive as a part of an employment

relationship


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The objectives of Compensation management are to

help the organization achieve strategic success whileensuring internal and external equity.

Acquire qualified personnel Retain current employees Reward desired behavior Control costs Comply with legal regulations

Internal equity, ensure that more demanding positions or better qualifiedpeople within the organization are paid more.

External equity, assure that jobs are fairly compensated in comparison withsimilar jobs in the labor market


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Total

Returns

Total

Compensation

Cash

Compensation Benefits

Base

Merit/Costof Living

Short-termincentives

Long-termincentives

Income

protection

Work/lifefocus

Allowances

Relational

Returns

Recognition &Status

Employmentsecurity

Challenging work

Learningopportunities


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Major phase of Compensation managementMajor phase of Compensation management

Job evaluation

worth MatchLabor market

worth

Pricing jobs

Dept

NAKER

Employer

association

Professional

associations

Self conducted

surveys

Wage & salary surveys

Job

ranking

Job

grading

Factor

comparison

Point

system

Job evaluation (develop a rational approach to pay)

Positionspecifications Jobdescriptions Jobstandards

Job analysisPhase-I

Identify & study jobs

Phase-II

Internal equity

Phase-III

External equity

Phase-IV

Matching internal

and external worth

Rate range for each job


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Job Ranking,rank each job subjectively according to its relativeimportance (consider individual factors such as the responsibility, skill, effort

and working condition) in comparison with other jobs in the firm.

Position Rank Remark

Janitor 1 Less Importance

Secretary 2 Importance

Office Manager 3 Very Importance


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Job Grading,it works by having each job assigned to a grade bymatching standard descriptions with each jobs description.

Work is simple, with little variation, done under general supervision. Training or skill

required. Employee has minimum responsibilities and must take some initiative to

perform satisfactorily.

Ex: Part expediter, machine oiler, Clerk-typist II.

Work is simple and highly repetitive, done under close supervision, requiring some

training or skill. Employee is expected to assume responsibility or exhibit initiative

only rarely.Ex: Clerk-typist I, Machine cleaner

Work is simple and highly repetitive, done under close supervision, requiring minimal

training and little responsibility or initiative

Ex: Janitor, file clerk

Job Grade Standard Description

I.

II.

III.

Work is complex, varied, done under general supervision. Advance skill level

required. Employee is responsible for equipment and safety; shows high degree of

initiative.

Ex: Machine operator II, Tool and die specialist

V

Work is moderately complex, with some variation, done under general supervision.High level of skill required. Employee is responsible for equipment or safety; regularly

exhibits initiative.

Ex: Machine operator I, Tool and die apprentice

IV


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Factor Comparison,comparing the critical or compensablefactors (common job elements such as responsibility, skill, mental effort,

physical effort, and working condition) for each key job (commonly found

throughout the organization), and put wages for each job as its

compensation.

Compensable or critical factors Key Jobs

Machinist Forklift Driver Secretary Janitor File Clerk

Responsibility 3,20 1,80 2,40 0,80 1,40

Skill 4,00 1,80 2,00 0,80 1,30

Mental Effort 3,00 1,20 1,80 0,50 1,40

Physical Effort 2,00 1,80 0,70 2,70 0,90

Working Condition 0,07 0,60 0,60 1,90 0,60

Total 12,27 7,20 7,50 6,70 5,60

Wage Rate ($) 12,27 7,20 7,50 6,70 5,60


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Rate Responsibility Skill Mental Effort Physical Effort WorkingCondition

4,00 Machinist

3,90

3,80

3,70

3,60

3,503,40

3,30

3,20 Machinist

3,10

3,00 Machinist

2,90

2,80

2,70

2,60

2,50

2,40 Secretary

2,30

2,20

2,10

2,00 Secretary Machinist

1,90

1,80 Secretary

1,70

1,60

1,50

1,40

1,30

1,20

1,10

1,00

0,90

0,80

0,70 Secretary

0,60 Secretary

0,50 Machinist

0,40

0,30

0,20

0,10

0,00


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Point System,this system evaluates the compensable factors of eachjob, but instead of using wages as the factor comparison does, it uses

points.

Compensable or critical factors Level

Minimum Low Moderate High

I II III IV

1 Responsibility

aSafety of others 25 50 75 100

bEquipment and materials 20 40 60 80

cAssisting trainees 5 20 35 50

dProduct/ service quality 20 40 60 80

2 Skill

aExperience 45 90 135 180

bEducation/ training 25 50 75 100

3 Effort

aPhysical 25 50 75 100

bMental 35 70 105 150

4 Working Condition

aUnpleasant condition 20 40 60 80

bHazard 20 40 60 80

Total 1000


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1. Responsibility

b. Equipment and materials.

Each employee is responsible for conserving the companys equipment and

materials. This include reporting malfunctioning equipment or defective materials,

keeping equipment and materials cleaned or in proper order, and maintaining,

repairing, or modifying equipment and materials according to individual job duties.

The company recognizes that the degree of responsibility for equipment andmaterial varies widely throughout the organization.

Level I. Employee reports malfunction equipment or defective materials to

immediate superior.

Level II. Employee maintains the appearance of equipment or order of

materials and has responsibility for the securityof such equipment

or materials.Level III. Employee performspreventive maintenance andminor repairs on

equipment or correct minor defects in materials.

Level IV. Employee performs major maintenance or overhauls of equipment

or is responsible for decidingtype, quantity, and quality of materials

to be used.


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Wage and Salary surveys, suatu aktifitas penelitian yang bertujuanuntuk mendapatkan informasi tentang standar upah dan gaji yang

berlaku dipasar tenaga kerja (labor market), dan akan dipergunakan

sebagai referensi dalam penetapan besaran upah dan gaji (pay level)oleh satu organisasi/ perusahaan.

Point Values

Wa

gesorSalaries


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Problematika kompensasiProblematika kompensasi

1. Strategic Objectives, pola kompensasi dapat dipergunakan untukmendorong terciptanya kerjasama tim, apabila besaran kompensasi

dikaitkan dengan tingkat kinerja tim (bukan kinerja individu).

2. Prevailing wage rates, kondisi ini terjadi apabila permintaan TKjauh melebihi penawaran yang tersedia di pasar tenaga kerja,

sehingga tingkat upah yang diminta melebihi tingkat normal.

3. Union power, kekuatan menawar (bargaining power) yang dimilikiSerikat Buruh, dapat berpengaruh pada kesepakatan upah.


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4. Government regulations, ketentuan-ketentuan pemerintah yangmengatur hubungan industrial, terkadang menimbulkan ketidak

samaan pemahaman antara buruh dan majikan.

5. Productivity and costs, kondisi ideal adalah bila buruh dibayar

sesuai dengan produktifitasnya.


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Nontraditional CompensationNontraditional Compensation

Kompensasi tambahan yang diberikan kepada karyawan/ unit

kerja, apabila kinerjaseorang karyawan tersebut melebihi tingkatyang telah ditentukan (InsentiveInsentive), dan atau apabila unit kerjaunit kerjadapat melakukan penghematan biayabiaya/ peningkatan labalaba (gain-gain-

sharingsharing).


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1. Increase employee

motivation.2. Minimize costs per unit

produced.

3. Attract and retain a highperforming workforce.

Three Primary Reasons for Adopting

Pay Incentive Plans


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PROS

Individual motivation.

Employee perception of equity highperformance linked to high reward.

CONS

Inflexible behavior: focus only onrewards.

Undesireable outcomes: low quality,

equipment damage, poor customerservice, etc.

Low cooperation.

Perceived inequity & low distributive andprocedural justice.


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Group/Team

Equal rewards for all groupmembers.

Differential rewards based onindividual merit.

Differential rewards betweengroups based on performance

goals.


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PROS

Individual motivation.Employee cooperation.

Broader employee focus: totality ofoutcomes.

Employee perception of equity tied toreward of whole group.

CONS

Difficulty in designating operating groups.

Perception of individual inequity tied tofree rider effect.

vii sistem imbalan

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