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BENEFITS & SERVICES

IMPROVING PRODUCTIVITY
STRATEGIC COMPENSATION SYSTEMS

08/07/2019 HUMAN RESOURCE 1


MANAGEMENT
• KOMPENSASI  SEMUA BENTUK
PENERIMAAN YANG MENGALIR
KEPADA KARYAWAN DAN TIMBUL
DARI ADANYA HUBUNGAN
KEPEGAWAIAN.

• MENDAPAT PERHATIAN BESAR


DARI MASYARAKAT,
ORGANISASI MAUPUN INDIVIDU

08/07/2019 HUMAN RESOURCE 2


MANAGEMENT
• MASYARAKAT KOMPENSASI BERKAITAN DENGAN
KEADILAN, PAJAK, DAN PEREKONOMIAN.
• ORGANISASI (1) KOMPENSASI YANG SIFATNYA
FINANSIAL MERUPAKAN BAGIAN PENTING DARI
PENGELUARAN PERUSAHAAN DALAM SUATU
PERUSAHAAN MANUFAKTUR, BIASANYA
KOMPENSASI MENGHABISKAN 50%-60% DARI TOTAL
BIAYA OPERASI. DALAM PERUSAHAAN JASA,
BAGIAN KOMPENSASI DAPAT MENCAPAI 80% DARI
BIAYA KESELURUHAN (2) KOMPENSASI DIANGGAP
SEBAGAI INVESTASI PERUSAHAAN PADA SUMBER
DAYA MANUSIA, YANG MERUPAKAN SUMBER DAYA
UTAMA, (3) KOMPENSASI BAIK YANG BERSIFAT
FINANSIAL MAUPUN NON FINANSIAL MERUPAKAN
SALAH SATU ALAT POTENSIAL UNTUK
MEMOTIVASI KARYAWAN.

08/07/2019 HUMAN RESOURCE 3


MANAGEMENT
• INDIVIDU  (1) KOMPENSASI
MERUPAKAN SUMBER PENDAPATAN,
(2) KOMPENSASI MERUPAKAN
PENERIMAAN YANG DIA PEROLEH
KARENA PENDIDIKAN DAN
KETRAMPILAN YANG DIMILIKINYA,
(3) KOMPENSASI MENUNJUKKAN
KONTRIBUSI KERJA MEREKA, (4)
KOMPENSASI MERUPAKAN SALAH
SATU DARI ELEMEN KEPUASAN
KERJA.

08/07/2019 HUMAN RESOURCE 4


MANAGEMENT
RANTAI NILAI KOMPENSASI

MEMBERSHIP PERFORMANCE COMMITMENT SKILL GROWTH

08/07/2019 HUMAN RESOURCE 5


MANAGEMENT
COMPENSATION : EFFECTIVE REWARD MANAGEMENT – RABINDRA N.
KANUNGO & MANUEL MENDONCA

THE REWARDS SYSTEM

ECONOMIC COMPENSATION SYSTEM NON-ECONOMIC COMPENSATION SYSTEM

CASH PAYMENT
BENEFITS
Base pay
Income protection programs
Merit pay Interpersonal
Reimbursed time off
Incentive plans Personal growth
Services & perquisites
Cost of Living Adjustment (COLA)

08/07/2019 HUMAN RESOURCE 6


MANAGEMENT
EFFECTIVE REWARD MANAGEMENT : A MODEL

ENVIRONMENT

EXTERNAL  Economic conditions, Technological changes, Government regulations, Unions, Sociocultural


factors

INTERNAL  Internal work culture, Business strategies, Product life cycles

COMPENSATION PROGRAMMES

COMPENSATION OBJECTIVES
Attract employees; Retain employees; Keep employee morale high; Motivate performance; Motivate growth;
Meet legal constrains

EFFECTIVE DEPENDS ON …. Salient rewards; Valued rewards; Contingent rewards

METHODS
PROCESS  Communication and decision making

TECHNIQUES  Performance management & incentives  Personal equity; Job evaluation  Internal
equity; Salary & benefit surveys  External equity

MANAGEMENT DEPENDS ON …. Design; Administration; Evaluation

08/07/2019 HUMAN RESOURCE 7


MANAGEMENT
MAJOR PHASES OF COMPENSATION MANAGEMENT

PHASE I : IDENTITY & STUDY JOB

JOB ANALYSIS

JOB JOB JOB STANDARDS


SPECIFICATIONS DESCRIPTIONS

PHASE II : INTERNAL EQUITY

JOB EVALUATION
(1) Job ranking, (2) Job grading, (3)
Factor comparison, (d) Point system

PHASE III : EXTERNAL EQUITY

WAGE & SALARY SURVEY

PHASE IV : MATCHING INTERNAL &


EXTERNAL WORTH

PRICING JOB
Job evaluation = match = labor market worth
RATE RANGE FOR EACH JOB

08/07/2019 HUMAN RESOURCE 8


MANAGEMENT
TUJUAN  (1) EFISIENSI DAN EFEKTIVITAS (RIGHT
WAYS), (2) KEADILAN  INDIVIDUAL, INTERNAL DAN
EKSTERNAL, (3) KETAATAN TERHADAP UU DAN PERATURAN
DI MANA PERUSAHAN BERADA.

“PROGRAM KOMPENSASI SUATU ORGANISASI TIDAK


DAPAT DITERAPKAN SEPANJANG MASA”

SECARA PERIODIK DILAKUKAN SURVEI KEPUASAN


TERHADAP KOMPENSASI YANG DIBERIKAN

08/07/2019 HUMAN RESOURCE 9


MANAGEMENT
MOTIVATION AND PERFORMANCE MODEL

Feedback to employee

EMPLOYEE
Rewards
EMPLOYEE SETS Employee PERFORMANCE IS CONSIDERS EQUITY
EXPECTATIONS & VALUED Are OF PERFORMANCE
Performs
GOALS job
given REWARD

Employee sets new goals and expectations based on prior experiences

PAY OBJECTIVES ARE ACHIEVED THROUGH FOUR PAY POLICIES


EXTERNAL COMPETITIVENESS  market definitions, competitor surveys, pay structures
INTERNAL ALLIGNMENT  work analysis, job descriptions, evaluation, internal structures
EMPLOYEE CONTRIBUTIONS  seniority, experience, performance, merit, teams
MANAGING / IMPLEMENTING  budgeting, communicating, change

08/07/2019 HUMAN RESOURCE 10


MANAGEMENT
ISSUES IN PERFORMANCE BASED PAY
REWARDING EMPLOYEES ON THE BASIS OF INDIVIDUAL, GROUP OR
ORGANIZATIONAL PERFORMANCE  TECHNOLOGY, INFORMATION SYSTEM, SIZE,
TRUST AND UNION STATUS
THE NUMBER OF PERFORMANCE BASED PAY PLANS  (A) A PLAN FOR EACH LEVEL OF
THE ORGANIZATION, (B) A PLAN FOR EACH DEPARTMENT OR FUNCTION IN THE
ORGANIZATION, (C) A PLAN FOR EACH TIME SPAN OF PERFORMANCE
MERIT PAY AS A SALARY INCREASE OR A ONE TIME BONUS PAYMENT
THE APPROPRIATE AMOUNT OF MERIT PAY
SUBJECTIVE VS OBJECTIVES MEASURES OF PERFORMANCE
THE LENGTH OF THE PAYOUT PERIODS
EMPLOYEE INVOLVEMENT IN DESIGNING AND ADMINISTERING MERIT PAY

08/07/2019 HUMAN RESOURCE MANAGEMENT 11


INCENTIVE SYSTEM
INDIVIDUAL INCENTIVE PLANS : (1) PIECE WORK OR PIECE RATE
INCENTIVES, (2) STANDARD HOUR PLANS, (3) SALES COMMISSIONS
AND BONUSES
GROUP INCENTIVE PLANS

CONDITIONS THAT FAVOUR THE EFFECTIVENESS OF INDIVIDUAL


INCENTIVE PLANS PROGRAMME (IPP)
IPP MUST ENSURE THAT THE PERFORMANCE BEHAVIORS WHICH IT
SEEK TO PROMOTE AND INFLUENCE DO INDEED LEAD TO ATTAINING
THE OBJECTIVES OF THE JOB AND THE ORGANIZATION
THE EMPLOYEE’S (EP) EXPECTANCY IN RESPECT OF THE
PERFORMANCE TARGETS MUST BE HIGH
THE PERFORMANCE-OUTCOMES LINKAGE MUST BE CLEARLY SPELT
OUT AND COMMUNICATED, WITH SPECIAL CARE TAKEN TO SEE
THAT THE TERMS, COMPUTATION FORMULAE, AND MODE OF
ADMINISTRATION ARE CLEARLY UNDERSTOOD AND ACCEPTED BY
EMPLOYEES

08/07/2019 HUMAN RESOURCE 12


MANAGEMENT
GAIN SHARING PLANS
Scanlon plan
Rucker plan
Improshare plan

CONDITIONS THAT FAVOUR GAIN SHARING PLANS


Capacity of the market to absorb the increase output
Overtime history
Commitment and leadership from top management and
a willingness to be open and honest with employees on all
matters relating to the operations that have an impact
on the bonus determination and pay out

GUIDELINES IN DESIGNING THE BENEFITS PROGRAM


Saliency  properly communicated
Valence  meet his/her needs and preferences, employee participation and
involvement, equity
Contingency  design of work

08/07/2019 HUMAN RESOURCE 13


MANAGEMENT
THE EFFECTS OF EMPLOYEE INVOLVEMENT IN DECISION MAKING

EMPLOYEE FEELINGS OF
INVOLVEMENT IN RESPONSIBILITY,
DESIGN :
CONTROL AND ORGANIZATIONAL
Performance based COMMITMENT EFFECTIVENESS
pay and performance
appraisal
(EP)
Incentive systems TRUST
INFORMATION OF (PO) PERFORMANCE
and gain sharing plans
ABOUT SYSTEM SYSTEM
Job evaluation, job (V)
structure and salary
structure
EMPLOYEE
Salary survey SATISFACTION
Benefits programs HIGHER
QUALITY
DECISIONS

08/07/2019 HUMAN RESOURCE 14


MANAGEMENT
DETERMINANTS OF PAY SATISFACTION

JOB RELATED VARIABLES


Perceived by employee as
PERSON RELATED VARIABLES
Perceived by employee as inputs INPUTS OUTCOMES
(a) Knowledge, skills & abilities; (b) (a) Organizational level; (a) Status; (b)
Specialized training; (c) Work experience; (b) Job difficulty,
(d) Job performance; (e) Age, length of Security; (c)
complexity; (c) Job
Interesting &
service; (f) Loyalty & commitment; (g) responsibility; (d) Time challenging work; (d)
Gender; (h) Ethnic origin span of discretion Participation in
decision making

REFERENT OTHER RELETED


VARIABLES
Employee perceptions of other’s :
Inputs & outcomes ratio
Pay
Employee perception of
amount of pay that If the two
CONTEXT RELATED VARIABLES should be received perceptions are :
Employee perceptions of own
Equal  pay
Wage history satisfaction
Actual pay Employee perception of Unequal  pay
amount of pay received dissatisfaction
Pay determination & administration method

08/07/2019 HUMAN RESOURCE 15


MANAGEMENT
CONSEQUENCES OF PAY DISSATISFACTION

PERFORMANCE

DESIRE FOR MORE STRIKES

GRIEVANCES

PAY DISSATISFACTION ABSENTEEISM


SEARCHING FOR
HIGHER PAYING
JOB
TURNOVER

TURNOVER
LOWER
ATTRACTIVENESS PSYCHOLOGICAL
OF JOB WITHDRAWAL
JOB
DISSATISFACTION
DISPENSARY VISITS

ABSENTEEISM
POOR MENTAL HEALTH

08/07/2019 HUMAN RESOURCE 16


MANAGEMENT
PRACTICAL GUIDELINES FOR ENHANCING PAY
SATISFACTION
ENSURING HIGH PAY SATISFACTION WOULD BE OFFER A HIGH PAY TO ALL
EMPLOYEES
MONITORING PAY SATISFACTION LEVELS THROUGH PERIODIC SURVEY
COMMUNICATION & EMPLOYEE INVOLVEMENT IN PAY DETERMINATION AND
ADMINISTRATION

SATISFACTION WITH NON-ECONOMIC OUTCOMES  JOB


DESIGN / REDESIGN
(A) SKILL VARIETY, (B) TASK IDENTITY, (C) TASK SIGNIFICANCE, (D) AUTONOMY,
(E) JOB FEEDBACK

08/07/2019 HUMAN RESOURCE 17


MANAGEMENT
EXPECTANCY THEORY MODEL FOR EXPLAINING ATTENDANCE
MOTIVATION

ACTUAL SITUATION ACTUAL SITUATION AND INSTRUMENTALITY OF


COMMUNICATION FROM OUTCOME FOR SATISFY
 EMPLOYEE’S HEALTH
OTHERS SALIENT NEEDS AND
 FAMILY OBLIGATIONS EQUITY
JOB SATISFACTION : JOB
 AVAILABILITY OF CONTENT & JOB CONTEXT
TRANSPORTATION
IMPACT OF : WORK ETHIC,
LOYALTY AND
IMPACT OF : LABOUR
COMMITMENT TO
MARKET CONDITIONS,
ORGANIZATION
SANCTIONS, SICK LEAVE
POLICIES, WORK GROUP
NORMS

ATTENDANCE
EFFORT  ATTENDANCE X ATTENDANCE  OUTCOME X VALENCE

08/07/2019 HUMAN RESOURCE 18


MANAGEMENT
METHODS OF CONTROLLING
ABSENTEEISM

FLEXTIME, SHORTER WORK WEEK


TRANSPORTATION FACILITIES
JOB DESIGN
JOB CONTEXT SATISFACTION
SICK LEAVE POLICIES  (1) CLEARLY SPECIFY THE EXCAXT
ENTITLEMENT OF THE PAID SICK LEAVE (EXP.: 7, 10, 15 PAID SICK DAYS
PER YEAR), (2) ALLOW EMPLOYEES TO ACCUMULATE OR CARRY
FORWARD UNUSED SICK DAYS, (3) PAY ONLY THE FROM THE SECOND
DAY OF ABSENCE
USE OF SANCTIONS  PERLU ADMINISTRASI PENCATATAN KEHADIRAN
DAN KETIDAKHADIRAN KARYAWAN. TERMASUK DIDALAMNYA
PENTINGNYA DOKUMENTASI YANG MENYERTAI KETIDAKHADIRAN
KARYAWAN SEPERTI SURAT KETERANGAN DOKTER, DAN SEBAGAINYA
 PERLU DIPIKIRKAN DAMPAK PEMBERIAN SANKSI

08/07/2019 HUMAN RESOURCE 19


MANAGEMENT
MENGUKUR ABSENSI

THE PERCENTAGE TIME-LOST INDEX


PERSENTASE KETIDAKHADIRAN DARI TOTAL WAKTU KERJA
THE FREQUENCY INDEX
JUMLAH ABSEN SELAMA PENGABDIAN PER KARYAWAN
THE BLUE MONDAY INDEX
JUMLAH ABSEN SETIAP HARI JUM’AT DAN SENIN
THE WORST-DAY INDEX
JUMLAH ABSEN YANG TERJADI PADA HARI-HARI BAIK DAN
BURUK SETIAP MINGGUNYA

08/07/2019 HUMAN RESOURCE 20


MANAGEMENT
EXPECTANCY THEORY MODEL FOR EXPLAINING ORGANIZATIONAL
TENURE
ACTUAL SITUATION AND
COMMUNICATION FROM
ACTUAL SITUATION OTHERS INSTRUMENTALITY OF
JOB SATISFACTION : JOB OUTCOME FOR SATISFY
EXTERNAL ENVIRONMENTAL
CONTENT & JOB CONTEXT SALIENT NEEDS AND
PRESSURE
EQUITY
 FAMILY RESPONSIBILITIES JOB CONTENT : CHALLENGING
ASSIGNMENT, RECOGNITION,
 FAMILY AND COMMUNITY AUTONOMY, OPPORTUNITY FOR
GROWTH, PARTICIPATION IN EQUITY OF OUTCOMES
TIES
DECISION MAKING
 OUTSIDE JOB
OPPORTUNITIES
JOB CONTEXT : PAY, BENEFITS,
CONGENIAL RELATIONSHIPS
WITH CO-WORKERS AND
SUPERVISORS, JOB SECURITY,
STATUS

EFFORT
EFFORT  STAY X STAY  OUTCOME X VALENCE
TO STAY

08/07/2019 HUMAN RESOURCE 21


MANAGEMENT