MANAJEMEN SUMBER DAYA MANUSIA

COMPENSATION
MOHAMMAD JAMIL RIZWAN (042014353001)

VIOLA CAHYANINGRUM (042014353008)

MUCHAMMAD GHOZI IZZUDDIN (042014353016)

FARAH DIBA (042014353024)

AINUR LEKSONO (042014353031)

PAY AND INCENTIVE
SYSTEM

Pembayaran dan sistem intensif adalah dua dari tiga bentuk kompensasi yang

diberikan perusahaan kepada SDM-nya. Tujuannya adalah untuk memotivasi agar

karyawan berjuang untuk mencapai produktivitas yang lebih tinggi.

Kompensasi adalah sesuatu yang dinamis, yang dipengaruhi oleh faktor pasar

tenaga kerja, perjanjian bersama, peraturan pemerintah, dan filosofi top

management.
CHANGING
PHILOSOPHIES
REGARDING PAY
SYSTEMS
COMPONENTS OF ORGANIZATIONAL
REWARD SYSTEMS
TO BE EFFECTIVE,
ORGANIZATIONAL REWARD
SYSTEMS SHOULD PROVIDE
FOUR THINGS

Tingkat penghargaan yang cukup untuk memenuhi kebutuhan

dasar perusahaan

Kesamaan dengan pasar tenaga kerja eksternal.

Kesamaan di dalam organisasi.

Perlakuan yang berdasarkan kebutuhan individual terhadap setiap

anggota organisasi. Secara luas, sistem pembayaran diciptakan untuk

menarik, menahan, dan memotivasi karyawan..

 THE OBJECTIVES OF PAY
SYSTEM
3 DIMENSI KEADILAN ATAU PERSAMAAN

KESAMAAN INTERNAL

BERDASARKAN HARGA KESAMAAN EKSTERNAL

DARI APA YANG
KESAMAAN INDIVIDUAL
DIBERIKAN INDIVIDU DISESUAIKAN DENGAN

PEMBAYARAN RATA- PEMBAYARAN YANG

BAGI ORGANISASI

RATA PERUSAHAAN ADIL SESAMA INDIVIDU

LAINNYA YANG MELAKUKAN

PEKERJAAN YANG

SAMA ATAU SERUPA

STRATEGIC INTEGRATION OF
COMPENSATION PLANS AND
BUSINESS PLANS
A NUMBER OF FACTORS
KONDISI PASAR TENAGA KERJA
INTERACT TO DETERMINE Ketersediaan keahlian khusus yang
WAGE LEVELS dibutuhkan akan mempengaruhi permintaan
dan penawaran tenaga kerja

LEGISLASI

Tentang Peraturan perundang-undangan

PP no 78 tahun 2015 tentang Pengupahan
PM no 1 tahun 2017 tentang Struktur dan Skala
Upah

PERUNDINGAN KERJA SAMA

Dipengaruhi oleh dua faktor :

a. Tingkat Upah
b. Perilaku pekerja di pasar tenaga kerja yang relevan

ORGANISASI & MANAJEMEN

Kemampuan perusahaan tergantung dari dinamika

kompetitif yang dihadapi oleh produk dan jasanya dipasar.
Karena itu, kemampuan perusahaan adalah faktor kunci
yang membatasi jumlah upah.
 AN OVERVIEW OF PAY-SYSTEM MECHANICS

Tujuan umum dalam mengembangkan sistem pembayaran adalah menetapkan nilai uang

untuk setiap pekerjaan dalam organisasi (tarif dasar) dan prosedur yang tertata baik untuk

menambah rata-rata dasar yang digunakan.

Untuk mengembangkan sistem seperti itu, kita membutuhkan empat alat dasar

1.Pembaharuan Job Description

2.Metode Evaluasi Kerja

3.Survey Pembayaran

4.Struktur Pembayaran
ALTERNATIVES TO PAY SYSTEMS
BASED ON JOB EVALUATION

1. MARKET BASED PAY

MASALAH KEBIJAKAN DALAM
Sistem pembayaran berbasis pasar menggunakan PERENCANAAN DAN ADMINISTRASI GAJI
pendekatan harga pasar langsung untuk semua
pekerjaan perusahaan. Kerahasiaan pembayaran gaji atau upah karyawan adalah
kebijakan yang sulit dipertahankan, terutama karena begitu
2. COMPETENCY BASED PAY
banyak informasi terkait gaji karyawan yang tersebar di
Sistem gaji berbasis kompetensi, pekerja tidak interntet.
dibayar berdasarkan pekerjaan, melainkan
Gaji karyawan dilindungi berdasarkan Undang-Undang
berdasarkan keahlian atau pengetahuan, yang
Ketenagakerjaan tentang hak karyawan untuk membahas upah,
keduanya disebut "kompetensi".
jam kerja, dan syarat serta ketentuan lain dari pekerjaan
mereka.

1. UU NO 13 TAHUN 2003 TENTANG KETENAGAKERJAAN

2. UU NO 21 TAHUN 2000 TENTANG SERIKAT PEKERJA ATAU BURUH

3. UU NO 2 TAHUN 2004 TENTANG PENYELESAIAN PERSELISIHAN HUBUNGAN INDUSTRIAL

4. UU NO 40 TAHUN 2004 TENTANG PERASURANSIAN

5. UU NO 24 TAHUN 2011
KETERBUKAAN INFORMASI GAJI
KARYAWAN

KELEBIHAN KEKURANGAN

1.Kinerja individu atau tim dapat diukur

1.Tidak ada jaminan bahwa jawaban
secara objektif.
memuaskan
2.Ukuran kinerja dapat dikembangkan
2.Biaya keputusan pembayaran yang salah
untuk semua aspek penting pekerjaan dan
3.Perbedaan pembayaran upah diketahui
kinerja terkait erat dalam rentang waktu
oleh semua karyawan
yang relatif singkat.
 The Effect of Inflation
Semua organisasi harus membuat beberapa penyisihan untuk inflasi dalam program gaji. Menjadi

sulit untuk merekrut karyawan baru di bawah keadaan ini, dan menjadi sulit untuk memotivasi

karyawan yang ada untuk tetap berproduksi.

Pay Compression
KENAIKAN GAJI
Dampak yang ditimbulkan :

1. Berkurangnya komitmen karyawan terhadap perusahaan Untuk menangani inflasi dalam sistem upah-gaji

adalah dengan meningkatkan rentang gaji

2. Rasa frustrasi dalam bentuk produktivitas kerja yang lebih rendah
(mis., Berdasarkan survei kenaikan rata-rata gaji
3. Keengganan untuk bekerja lembur, dan keengganan untuk bekerja sama dengan
awal untuk tahun yang akan datang). Dalam hal ini
karyawan baru yang dibayar lebih tinggi.
di atur PP No. 78 tahun 2015 tentang Pengupahan
Salah satu solusi untuk masalah kompresi gaji adalah

1. Menetapkan tingkat upah maksimum yang dibayarkan oleh perusahaan lain

untuk pekerjaan serupa.

2. Memberikan bonus sign-on untuk karyawan baru untuk menawarkan paket

kompensasi total yang kompetitif, terutama kepada mereka dengan

keterampilan khusus.
MERIT PAY SYSTEM
INSENTIF KERJA

Terdapat 2 sistem incentive yang sering digunakan untuk karyawan pada level

ini, yakni :

1. Lump-Sum Bonus, Sering disebut sebagai bonus sekaligus, di mana

karyawan menerima bonus ini di akhir tahun (di luar gaji pokok) yang

didasarkan dari employee atau company performance.

2. Spot Bonus, Sering disebut sebagai one time bonus atau bonus yang

langsung diberikan oleh atasan saat itu juga karena kinerja karyawan yang

melebihi ekspektasi.

Terdapat 2 hal yang harus diperhatikan pihak manajemen apabila hendak

menetapkan kebijakan mengenai pemberian incentives :

1. Menetapkan Standar Kinerja

2. Memperhatikan Union Attitudes.

Setting Performance Standards
1. Semua incentive yang diberikan tergantung dari standar kinerja yang sudah ditetapkan.

2. Standar ini memberikan informasi mengenai definisi, tugas, serta target pekerjaan dengan

detail dan jelas.

Contoh : Sales (target 100 unit/bulan), dan speed of delivery (target 2 jam/unit).

Jika karyawan yang bersangkutan dapat melebihi ekspektasi dari target-target yang

sudah ditentukan, maka layak mendapat incentive.

UNION ATTITUDES

Sikap serikat pekerja terhadap incentives system yang dibuat oleh pihak

manajemen :

1. Serikat ingin berpartisipasi dalam sistem manajemen insentif. Hal ini

dikarenakan karyawan sering takut bahwa manajemen akan memanipulasi

sistem yang merugikan mereka.

2. Partisipasi bersama membantu meyakinkan karyawan bahwa rencana yang

dibuat adil.

3. Serikat pekerja cenderung menentang sistem upah per satuan, maka dari itu

mereka kerap kali menciptakan konflik antar karyawan atau antar kelompok

agar suara mereka didengar.

TEAM INCENTIVE
Increase Productivity
Disadvantage
Improve Morale
1.Competition between teams.
2.Inability of workers to see
individual contributions and link
Advantage between effort and rewards
3.Top performers often feel
1.make it possible to reward disenchanted by having to carry
workers who provide essential free riders
services to line workers (so-
called indirect labor), yet who
are paid only their regular base
pay.
2.Encourage cooperation, not
competition, among workers.
 ORGANIZATION WIDE
INCENTIVES
PROFIT SHARING
a.Provide a group incentive for increased productivity,
b.Provide retirement income for their employees,
c.Institute a flexible reward structure that reflects a
company's actual economic position,
d.Enhance employees' security and identification with
the company,
e.attract and retain workers more easily, and/or
f.Educate individuals about the factors that underlie
business success and the capitalistic system.
DISADVANTAGE
Most employees don't feel that their jobs have a direct
impact on profits, or at least they can't see that link.
“Profit sharing is a double-edged sword.
On the one hand, compensation costs
become more variable a company pays
only if it makes a profit. On the other hand,
from the employee's perspective, benefits
and pensions are insecure. While profit
sharing can stimulate innovation and
creativity, the actual success of such
plans depends on the stability and security
of the overall work environment, the
company's overall HR management policy,
and the state of labor-management
relations. “
 Organization Wide Incentive
GAIN SHARING
GAIN SHARING DIFFERS FROM PROFIT SHARING IN THREE

focuses on achieving savings in areas over which

IMPORTANT WAYS:
employees do have control.

1. Gain sharing is based on a measure of productivity. Profit sharing

is based on a global profitability measure.

2. Gain sharing, productivity measurement, and bonus payments are

frequent events, distributed monthly or quarterly, in contrast to the

1. A philosophy of cooperation
annual measures and rewards of profit-sharing plans.
2. An involvement system
3. .Gain-sharing plans are current-distribution plans, in contrast to
3. A financial bonus

most profit-sharing plans, which have deferred payments. Hence

gain sharing plans are true incentive plans rather than employee

EMPLOYEE STOCK-OWNERSHIP PLANS benefits.

Generally, ESOPs are established

for any of the following reasons:

a.As a means of tax-favored

b.As a way of borrowing money relatively inexpensively “ESOPs are not risk-free to employees. ESOPs are not insured,

c.To fulfill a philosophical belief in employee ownership and if a company goes bankrupt, its stock may be worthless.“

d.As an additional employee benefit

 The Trust Gap
WHAT STEPS CAN COMPANIES TAKE TO

SEW CORPORATE TOP AND BOTTOM BACK TOGETHER?

1. Start with the obvious.

2. Consider instituting profit sharing, gain sharing, or some other

program.

3. Rethink perquisites.

4. Make sure the Board's pay consultants don't work for management.

5. Make sure your door is really open.

6. Help identify problems before they become crises.

7. Explain things-personally.
 INDIRECT COMPENSATION: EMPLOYEE BENEFIT PLANS

STRATEGIC CONSIDERATIONS IN THE

DESIGN OF BENEFITS PROGRAMS

LONG-TERM STRATEGIC BUSINESS PLANS

Such plans outline the basic directions in which an organization wishes to move in the next three to five
years. One strategic issue that should influence the design of benefits is an organization's stage of
development.

for example:
 STRATEGIC CONSIDERATIONS IN THE DESIGN OF
BENEFITS PROGRAMS

DIVERSITY IN THE WORKFORCE MEANS

DIVERSITY IN BENEFITS PREFERENCES

The perceived value of benefits rises when employers introduce choice through a flexible benefits package.

In addition, employees value benefits more than any other factor in determining their overall job satisfaction.

Young employees who

are just starting out are

likely to be more

concerned with direct

pay (e.g., for a house

Unionized workers may may place heavy
purchase) than with a
prefer a uniform benefits emphasis on flexible
generous pension pro-
package work schedules.
gram. Older workers may

desire the reverse.

 Strategic Considerations in the
Design of Benefits Programs
The government plays a central role in the design of any benefits package. While controlling the cost of
LEGAL
benefits is a major concern of employers, the social and economic welfare of citizens is the major concern
REQUIREMENTS
of government.

Income-maintenance laws were enacted to

provide employees and their families with income
security in case of death, disability,
unemployment, or retirement. At a broad level,
government tax policy has had, and will continue
to have, a major impact on the design of benefits
programs. Two principles have had the greatest
impact on
benefits..
 Competitiveness
of the benefits Offered
Total Compensation Program Objectives What is Total Strategic Compensation?

Motivate Employee Direct Compensation

1. Attract them to the organization
2. Retain competent and better
perforfmers
3. Encourage low performers to leave
4. Motivate othe key behaviours that
support organizational goals
All monetary compensation
1. Base salary
2. Incentives, Bonuses
Indirect Compensation
Benefits
1. Protection program
2. Pay for time not worked
3. Employee services and perquisites

Recognition Programs
1. Service Awards
2. Others
COMPONENT OF BENEFITS PACKAGE
WORKER'S COMPENSATION
DISABILITY INSURANCE
Hospitalization, Surgical, and
Maternity Coverage
PENSION

HOW PENSION
PLANS WORK
 GOJEK
Since the presence of online transportation applications, one of
which is Gojek, motorcycle taxi drivers or what are often called Gojek
drivers have increased dramatically. For people who are able to take
advantage of job opportunities, Gojek drivers are one of the lucrative
opportunities because they are able to open quite large jobs,
including in Bali. It is undeniable that the presence of Gojek can help
reduce unemployment. The great public interest in becoming Gojek
partners or drivers is the work system and compensation system
offered.

The compensation system implemented by PT Go-jek Indonesia in Bali in particular and Indonesia in
general, shows that the compensation system is provided by the company with a trip and bonus
system, the trip system does not have special requirements, it only takes passengers at their destination
safely with a discount 20% for each trip for the company, then compensation in the form of bonus points
where every closing point gets an additional bonus, in addition to bonus points compensation the
company also applies a daily bonus. With the current compensation system, drivers are satisfied even
without a fixed salary.
The application of compensation in increasing the job satisfaction of motorcycle taxi drivers
with a trip and bonus system, a trip system with a 20% discount for the company, then
compensation in the form of bonus points where every closing point gets an additional bonus,
the company also applies a daily bonus.

Gojek's strategy in increasing job satisfaction for motorbike drivers is to innovate to improve
the system and management that benefits all parties in order to increase employee
satisfaction, in this case the driver by replacing the old system with a rating system. The
inhibiting factor in the implementation of compensation (bonuses) and the Gojek strategy in
increasing the job satisfaction of the Gojek drivers is the refusal or protest from the driver to
the company regarding the rating system, while the supporting factors are the improvement of
the economy and welfare and reducing unemployment.

The real benefits are the compensation factor and Gojek strategy in increasing the job
satisfaction of Gojek drivers where the compensation policy and strategy to increase customer
satisfaction have a good impact or benefit for both the driver and the company.
TERIMA KASIH!