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SEKEDAR UNTUK DIKETAHUI

Health care is One of the largest and most complex industry in both cost and employment (multifaceted operations)

Schulz (1996)

STAGES IN HEALTH SERVICE MANAGEMENT


PUBLIC HEALTH PERIOD into the 1920s PHYSICIAN PERIOD , 1930s into 1960s;

HOSPITAL PERIOD, 1960s into 1990s;

Schulz (1996)

PENGERTIAN SEBUAH SISTEM

Tatanan dari : 1. Berbagai unsur 2. Saling berkaitan 3. Ketergantungan satu dengan lainnya 4. Berfungsinya seluruh unsur

ANALISIS JABATAN

MANAGEMENT SDM
Perencanaan SDM

Uraian Jabatan Rekruitment, seleksi dan penempatan Identitas Jabatan Tanggung Jawab jabatan Persyaratan jabatan Penilaian Karya Pegawai Balas Jasa

Fungsi Dan tugas jabatan

Lingkungan Kerja jabatan

Jenjang Karier Pendidikan dan Pelatihan Penyempurnaan Struktur Organisasi

KONSEKUENSI PENGGAJIAN YANG TIDAK MEMUASKAN


Performansi Pemogokan Keluhan - 2 Hasrat akan Gaji yang lebih baik

Mencari Pekerjaan baru

Absensi tinggi Keluar dari perusahaan

Tarik diri Kurang puas akan gaji Gairah kerja menurun Kurang puas dalam kerja Absensi tinggi Kerap kali pergi ke klinik Kesehatan mental memburuk

PEGAWAI
Pemberi jasa berdasarkan : Pikiran Tenaga Sebagian waktu Untukkepentingan perusahaan / organisasi

PEGAWAI DI RUMAH SAKIT (berdasar profesi)


Pok Medis Pok Paramedis Keperawatan Pok Paramedis Non Keperawatan Pok Non Medis

GAJI PEGAWAI
Imbalan jasa yang diterima pegawai karena telah memberikan: 1. Pikiran 2. Tenaga 3. Sebagian waktu

REAL LIFE COMPENSATIONS


Fixed Cost Variable Cost

SASARAN UTAMA PELATIHAN


Peserta memahami konsepsi dan permasalahan dan balas jasa. Peserta memahami tujuan dan tahapan penyusunan balas jasa. Peserta memahami konsepsi evaluasi jabatan sebagai metode dasar pemberian balas jasa. Peserta memahami perumusan sistim penggajian di rumah sakit.

PERMASALAHAN DOMINAN
Gaji yang tidak memuaskan dapat mengakibatkan penurunan produktivitas dan kualitas kerja

Biaya kompensasi yang tinggi menurunkan kemampuan berkompetisi mempersempit kemampuan penyediaan jabatan

Phase I Identify and study jobs


Position description

JOB ANALYSIS

Job description

Job standard

Phase II Internal Equity


Job ranking

JOB EVALUATION
Job grading Faktor comparison Point system

Phase III External equity

WAGE AND SALARY SURVEY


Dept Unemployment of labor offices Employer association Profesional Self cunducted association surveys

Phase IV Matching internal and external worth


Job evaluation worth
William B Werther Jr - 1989

PRICING JOBS

Match

Labor market worth

EFFECTIVE COMPENSATION MANAGEMENT


Acquire Qualified Personnel Retain Present Employees Ensure Equity Reward Desired Behavior Control Costs Comply With Legal Regulations Further Administrative Efficiency

Competency
Any characteristic of a person that differentiates levels of performance
Demonstrably Related to Superrior Performance in a job Characteristic that Enables Superior Performers to Demonstrate Critical Behaviors:
more often

in more situation with better result


Hay Group

Elements of Competency
Skills Knowledge Social Role
are the things a person knows how to do well, e.g reading, a profit and-loss statement is what a person knows about a partcular substantive area, e.g basic accounting principles. is the image a person project to others. It reflects a persons values what one believes is important to do such as developing others or providing a sense of mission & direction. is the way a person sees him/herself the internal concept of identity, e.g, seeing oneself as a teacher or leader

Self Image

Traits

are relatives enduring and stable characteristics of a persons behavior, e.g being a good listener, or being able to recognize patterns across seemingly unrelated elements.
are natural and constant thoughts and preference in a particular area (i.e Achievement, Affilition, and Power) that drive, direct, and select a persons outward behavior)

Motives

Hay Group

Compensable factors affecting payment


External Market 1 Role Individual 2

Org s Culture History & values

Performance
Note: 1. Nature of job and responsibilities 2. Skill, knowledge, traits, motives and charateristic 3. How well in delivering the org. strategy

Implementing Competencies
Phase I Identiying and Articulating Competencies Linkage to Development Strategy of Competency Models

Phase II Establishing a Baseline

Establishing A Baseline

Phase III Developing/Improving Competencies

Training and Development

Succession Planning

Selection

Phase IV Rewarding/Reinforcing Competencies

*Performance Management

*Competency Based Pay

Hay Group

*Must be included in developing competency-based pay

Implementing Competencies
Phase I Identiying and Articulating Competencies

Linkage to Strategy

Development of Competency Models

Phase II Establishing a Baseline

Establishing A Baseline

Hay Group

Implementing Competencies
Phase III Developing/Improving Competencies

Training and Development

Succession Planning

Selection

Phase IV Rewarding/Reinforcing Competencies

*Performance Management

*Competency Based Pay

*Must be included in developing


competency-based pay
Hay Group

ICEBERG MODEL OF COMPETENCY

Easier to be developed

Skill Knowledge

Necessary but not sufficient

More difficult to be developed

Social Role Self Image Traits Motives

Underlying characteristics necessary for success

Hay Group

Macam dan jenis penghasilan pegawai

1. Paket gaji ( kualifikasi pegawai, diberikan secara tetap ) 2. Indirect compensations ( fringe benefit ) 3. Insentive prestasi ( variable/tidak tetap karena prestasi kerja ) 4. Work premium atau premi ( insentif pelayanan, kerja team, lembur ) 5. Bonus ( profit sharing )

BIAYA TETAP (FIXED COST)


Paket Gaji (kualifikasi pegawai) Gaji Pokok Tunjangan Keluarga Tunjangan Fungsional

BIAYA VARIABEL
(VARIABLE COST) Indirect compensation (Security Needs ,
Companys Responsibility, Employee Services, atau Fringe-Benefit)

Incentive (Merit, Work Premium) Bonus (Profit Sharing)

Posisi strategis sistem penggajian:

Ketrampilan Kemahiran - Karya nyata Perusahaan Imbalan Karyawan

Pengembangan Sistem Penggajian


1. Penilaian karya pegawai 2. Pendidikan dan pelatihan 3. Pola karir

Kesimpulan
1. 2. 3. 4. 5. Kebijakan penyesuaian Produktivitas versus biaya Kesempatan berinovasi Menghargai perilaku positif pegawai Dikelola secara cermat, bijak, berkesinambungan

Ketrampilan

Tahu
Mau = tindakan Bisa = kecepatan bekerja Tahu = ketepatan bekerja