1. BAB 5TINJAUAN AMALAN BAYARAN 17hb Oktober 2011 Email:
[email protected]
2. Tinjauan Bayaran Pasaran Market Salary Survey Oktober 2011
BSMH3043 PENTADBIRAN PAMPASANBSMH3043 COMPENSATION ADMINISTRATION
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3. Proses yang sistematik dlm mengumpul maklumat tentang amalan
pembayaran upah/gaji dlm pasaran kerja yg relevan dgn organisasi,
dan membuat penilaian ke atas pakej bayaran yg ditawarkan oleh
pesaingnya. is a systematic process of collecting and making
judgments about the compensation paid by other employers 4
4. Adjust pay level (How much to pay?) Pay level merupakan
nilai purata bayaran oleh majikan [(jumlah gaji pokok+ bonus+
faedah+ options)/jumlah pekerja] Pemantauan ke atas perubahan pay
level pesaing adalah perlu utk membolehkan perbandingan dibuat
Adjust pay mix (what forms?) Pay mix merupakan gabungan pelbagai
jenis bayaran yg menghasilkan pakej bayaran Memantau bentuk bayaran
yg digunakan oleh pesaing (gaji pokok, bonus, saham, faedah) &
keutamaan setiap bentuk tersebut dlm pakej bayaran yg ditawarkan
oleh pesaing 5
5. Adjust pay structure Penyelarasan struktur bayaran dalaman
orgn berdasarkan maklumat tinjauan pasaran (hasil tinjauan boleh
digunakan utk mengesahkan keputusan JE orgn) Estimate competitors
Labor Cost Membolehkan orgn membanding perubahan purata bayaran dlm
industrinya Data tinjauan gaji boleh digunakan utk menganggar
perletakan harga produk & amalan pengeluaran pesaing dlm
industri yg sama 6
6. Special situations Utk masalah khusus yg berkaitan dgn
bayaran Cthnya bayaran gaji permulaan utk kerja-kerja tertentu yg
kritikal (dot.com company). Mempertahankan amalan bayaran
organisasi (CA or court-case) Keputusan mahkamah industri ke atas
aduan ketidakadilan amalan bayaran masih banyak berasaskan sejauh
mana amalan bayaran organisasi berdasarkan kepada trend amalan di
pasaran secara umum. 7
7. bergantung kepada: pekerjaan @ kemahiran yg diperlukan
adalah sama kawasan geografi yg sama industri produk &
perkhidmatan yg sama Kelayakan vs. kawasan geografi
Kelayakan/kemahiran yg semakin tinggi @ komplek, skop pasaran
semakin besar Kemahiran yg khusus utk industri tertentu sesuai
berasaskan industri Penetapan bayaran gaji yg mengambil kira
kawalan kos & kemampuan membayar lebih sesuai berasaskan skop
pasaran produk/perkhidmatan 8
8. Geographic Production Office and Technicians Scientists
& Managerial Executive Scope Clerical Engineers
ProfessionalLocal: Within Most likely Most likely Most
likelyrelatively smallareas such ascities.Regional: Only if in Only
if in Most likely Likely Most likelyWithin a short supply
shortparticular area or critical supply orof the state or
criticalseveral statesNational: Most likely Most likely Most
likelyAcross thecountryInternational: Only for Only for
SometimesAcross several critical skills critical skills orcountries
or those in those in very very short short supply supply 9
9. Who should be involved? Siapa yg harus terlibat How many
employers? Berapa banyak syarikat responden survey Which jobs to
include? Pekerjaan mana yg perlu dilibatkan What information to
collect? Jenis data yg perlu dikutip 10
10. Biasanya melibatkan normally will involve pengurus pampasan
(compensation manager) Pekerja employees Khidmat nasihat dari firma
perunding luar selalunya digunakan utk mengelakkan sebarang
tindakan perundangan hasil drp penetapan bayaran publicly available
data or outsource to the third party. 11
11. Tiada satu peraturan yg tetap - no specific rule Biasanya
syarikat besar (lead policy) mungkin akan melibatkan beberapa
pesaing utamanya (6 hingga 10) big companies with lead policy
normally try to have between 6 10 main competitors Syarikat kecil
hanya akan fokus kpd pesaing bersaiz kecil small companies will
focus on small competitors (within the same size) Tinjauan bayaran
peringkat kebangsaan yg dikendaikan oleh firma perunding selalunya
melibatkan > drp 100 syarikat responden national survey (third
party) will normally get data from more than 100 respondents.
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12. Several approaches to select jobs for inclusion Pendekatan
menentukan kumpulan pekerjaan yg perlu dilibatkan dlm survey
Benchmark job approach / Job matching Class matching Occupational
approach Global approach/Maturity Curve Low-High approach Job
evaluation approach 13
13. Paling biasa digunakan Benchmark job merupakan pekerjaan yg
mempunyai kandungan kerja yg stabil (jarang berubah) & sama di
kalangan organisasi yg berlainan. survey yg bertujuan membentuk
bayaran utk keseluruhan struktur bayaran orgn (semua fungsi utama
& semua tahap), benchmark job yg dipilih harus merangkumi
keseluruhan struktur pekerjaan orgn. Memerlukan syt responden
padankan pekerjaan yg terdpt dlm syarikatnya yg sama dgn benchmark
job dlm survey Darjah pemadanan benchmark job dlm survey dgn
pekerjaan syarikat responden boleh ditentukan melalui Perbandingan
point JE & pengagihan point dikalangan compensable factors
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14. Padankan pekerjaan yg di survey dgn pekerjaan yg terdpt dlm
syt responden berdasarkan kump. kerja (kelas) yg mempunyai faktor
boleh pampas yg sama Contoh: Kumpulan Kerja: Managerial Group (cth
jawatan supervisor) Faktor boleh pampas: Know-how, problem solving
& accountability 15
15. mengenal pasti kump kerja asas yg biasa digunakan cth
accounting, manufacturing, HR, purchasing dll Responden diminta utk
tanda jenis pekerjaan mengikut kump., kadar min & max
pembayaran Kelebihan Tidak memerlukan responden menandakan specific
job Memudahkan responden melaporkan data secara objektif.
Memudahkan analisis & ringkasan data mentah dibuat Jika
ditadbir dgn betul maka keputusan pemadanan kerja adalah mudah
& tepat 16
16. Sesuai digunakan utk pekerjaan profesional yang unik &
sukar di tinjau Menggunakan data kadar bayaran keseluruhan kumpulan
tersebut (dengan mendapatkan data-data gaji keseluruhan kumpulan)
Maturity curve dibentuk berdasarkan kadar bayaran 17
17. Sesuai utk pekerjaan yg sukar dipadankan (skill based data
vs job based data) Job-based data perlu ditukar ke dlm btk yg
bersesuaian dgn skill/competency structure. Tentukan bayaran gaji
utk benchmark job yg tertinggi & terendah utk kemahiran yg
relevan dlm pasaran yg relevan Garisan dibtk berdasarkan 2 nilai
gaji tersebut. Nilai gaji tertinggi Nilai gaji terendah Tentukan
gaji organisasi berdasarkan garisan tersebut. 18
18. Memerlukan semua pihak gunakan pendekatan penilaian kerja
yang sama Menekankan content (isi kandungan) kerja yg diukur dgn
point/grade yang dibayar dalam bentuk wang Guna kaedah min, mid dan
max bagi pembayaran untuk sesuatu pekerjaan Cth Hay Group 19
19. Organization data Total compensation data Terdpt 3 jenis
data yang biasa dikutip : latar belakang organisasi Maklumat ttg
sistem pampasan keseluruhan Data bayaran yg diterima oleh setiap
penjawat jawatan bagi sesuatu pekerjaan yg disurvey Jenis data yang
perlu dikutip dlm survey bergantung kpd kegunaan maklumat/data
tersebut 20
20. Dapat membezakan responden Maklumat kewangan (keuntungan,
jualan dll) yg lebih detail perlu dikutip bagi survey pekerjaan
jawatan tinggi Pakej pampasan kumpulan ini selalunya lebih
dipengaruhi oleh prestasi organisasi 21
21. Secara teorinya, data segala bentuk asas bayaran perlu
diliputi dlm survey untuk membezakan pakej bayaran yg ditawarkan
serta dpt menilai amalan bayaran oleh pesaing Secara praktikalnya,
hanya pakej benefit (faedah) yang mahal dan bersifat berubah sahaja
yg diliputi Base pay Total cash (base pay, profit sharing, bonuses)
Total compensation (total cash + benefits + stock options) Kutipan
data utk setiap btk campuran bayaran mempunyai kelemahan &
kelebihannya 22
22. Tarikh Maklumat pekerjaan Maklumat pekerja Bil subordinate
Peringkat jawatannya Years since degree Pendidikan Tarikh lapor
diri Pakej bayaran yg diterima Kadar bayaran sebenar yg diterima
Jumlah gaji yg diterima Jumlah kenaikan terbaru Bonus Insentif
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23. Mailed questionnaire Teknik yg paling biasa digunakan
Sesuai utk survey yg berskala besar Kos persediaan (cetak) akan
tinggi Online questionnaire Semakin mendapat perhatian para
pengkaji Menjimatkan kos Telephone interview Sesuai utk responden
yg sedikit Juga digunakan utk tujuan mendptkan penjelasan ttg
sesuai maklumat yg dibekalkan Face-to-face interview Memakan masa
& perlukan kemahiran utk temu duga Boleh digabungkan dgn
penggunaan questionnaire 24
24. Taburan frekuensi Kecenderungan memusat Min Mod median
Sisihan Sisihan piawai 25
25. i. Informal a. Jenis perbincangan dgn responden drp
bidang/jawatan yg sama; pengiklanan tertentu (classified ads) &
t/duga b. Kelebihan kos lebih murah; bersesuaian dgn waktu c.
Keburukan data kurang tepat; maklumat kadar pembayaran gaji
biasanya lebih tinggi drpd kadar pasaran 26
26. ii. Formal Survey sendiri Kelebihan mengikut matlamat &
obj sendiri Kekurangan kos tinggi, bias, halangan masa &
kepentingan hak tertentu utk lakukkan suvey mengakibatkan data
kurang tepat Survey pihak ketiga Data/maklumat dr pihak lain
digunakan utk orgn kita Kelebihan maklumat lebih konsisten; tepat
& profesional Kekurangan database & metodhologi bergantung
kpd pengkaji tersebut 27
27. Mendapatkan pemadanan kerja yg sesuai memadankan bayaran
bagi kerja yg berbeza perubahan dlm teknologi & ekonomi
mengakibatkan sukar mendefinisikan kerja secara tepat Kerja yg sama
gelaran tidak menjamin kandungan kerja yg sama Kutipan Data bayaran
yg Berguna perlu tahu membezakan data yg betul-betul berguna bg
menganalisis pasaran ketepatan maklumat bergantung kpd bila data
itu dikutip Kesesuaian sampel orgn & kerja sampel mestilah
sesuai & mengambarkan keadaan sebenar pasaran segmentasi perlu
diambil kira bagi melihat maklumat pesaing dr pelbagai sudut
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28. hubungkait data yg dikutip dgn polisi bayaran organisasi.
Samada data yang dikutip dpt memberi input tambahan & bernilai
kpd polisi bayaran organisasi polisi bayaran yg didefinikan dgn
jelas dpt membantu menentukan skop sesuatu survey dgn baik
Ketepatan maklumat yg dilaporkan Maklumat hasil dapatan survey yg
dilaporkan mungkin berbeza dgn apa yg sebenarnya diperlukan
Ketepatan analisis data Penggunaan teknik statistik yg tidak sesuai
akan menghasilkan tafsiran data yg tidak betul 29
29. External Merge Competitivecompetitiveness: Draw Select
Design internal & pay levels,Pay relationships Set Policy
policy market survey external mix, andamong lines pressures
structuresorganizations Some Major Decisions in Pay Level
Determination Determine pay-level policy. Define purpose of survey.
Specify relevant labor market. Design and conduct survey. Interpret
and apply results. Design grades and ranges or bands. 30
30. 31
31. 32
32. 16Survey: Salary ($000) 14 12 10 8 6 4 2 0 20 40 60 80 100
120 140 160 180 Job Evaluation Points Tech A Sr Tech Eng 1 Eng 3
Eng 5 Mgr 1 Mgr 3 33
33. Two parts of the total pay model have merged Exhibit 8.15
Internally aligned structure - Horizontal axis External competitive
data - Vertical axis Two aspects of pay structure Pay-policy line
Pay ranges 34
34. 55,000Salaries paid by competitors External
Competitiveness: 50,000 45,000 40,000 35,000 Pay Policy Line 30,000
AB CDEF GHIJK LMN OP Internal Structure: JE Points 35
35. 36
36. Approaches to translate external competitive policy into
practice Choice of measure 50th percentile for base pay 75th
percentile for total compensation Updating Policy line as percent
of market line Specify a percent above or below market line an
employer intends to match Other options Pay among the leaders Lead
for some job families and lag for others 37
37. Why bother with grades and ranges? Offer flexibility to
deal with pressures from external markets and differences among
firms Develop grades Exhibit 8.15 Establish range midpoints,
minimums, and maximums Overlap 38
38. External pressures Differences in quality (KSAs) among
individuals in external market Differences in productivity or value
of quality variations Differences in mix of pay forms of
competitors Internal pressures Recognize individual performance
differences with pay Meet employees expectations that their pay
will increase over time Encourage employees to remain with
organization 39
39. Grades group job evaluation data on horizontal axis All
jobs considered substantially equal for pay purposes placed in same
grade Each pay grade has its own pay range and all jobs in a single
grade have same pay range Enhances ability to move people among
jobs within a grade with no change in pay How many pay grades?
Number of jobs Organization hierarchy Reporting relationships
40
40. Ranges group salary data on vertical axis Establish upper
and lower pay limits for all jobs in each grade Exhibit 8.16
Midpoints correspond to competitive pay policy Point where
pay-policy line crosses center of each grade Often represents base
pay for a seasoned employee 41
41. 42
42. Size of range based on judgment about how ranges support
Career paths Promotions Other organization systems Typical range
spread Top-level management positions 30 to 60% above and below
midpoint Entry to midlevel professional and managerial positions 15
to 30% above and below midpoint Office and production positions 5
to 15% above and below midpoint 43
43. Importance of overlap Exhibit 8.17: Range Overlap 44
44. 45
45. Alternative to traditional salary structures Involves
collapsing salary grades into a few broad bands, each with a
sizable range One minimum and one maximum Range midpoint often not
used Purposes Provide flexibility to define job responsibilities
more broadly Foster cross-functional growth and development Ease
mergers and acquisitions Example Exhibit 8.18 46
46. 47
47. Ranges support . . . Bands support . . . Some flexibility
within Emphasis on flexibility within controls guidelines
Relatively stable organization Global organizations design
Cross-functional experience Recognition via titles or career and
lateral progression progression Reference market rates, Midpoint
controls, shadow ranges comparatives Controls in budget, few in
Controls designed into system system Give managers freedom with
Give managers freedom to guidelines manage pay Up to 150 percent
range- 100 400 % spreads spread 48
48. 1. Set number of bands Determine number of distinct levels
of employee contributions within organization that actually add
value Challenge - How much to actually pay people in same band who
are performing different functions and work2. Price bands:
Reference market rates Exhibit 8.20: Reference Rates Within Bands
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51. Rasulullah SAW bersabda maksudnya: "Siapa yang menjurusi
satu jalan untuk mencari ilmu nescaya Allah akan mempermudahkan
padanya jalan ke syurga." (Sahih Muslim) 52