1. BAB 5TINJAUAN AMALAN BAYARAN 17hb Oktober 2011 Email: ahalim@uum.edu.my

2. Tinjauan Bayaran Pasaran Market Salary Survey Oktober 2011 BSMH3043 PENTADBIRAN PAMPASANBSMH3043 COMPENSATION ADMINISTRATION 3

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. 12

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 14

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 23

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 28

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

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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

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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

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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

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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

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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 49

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50. Internal Pressures External Pressures Job Structure Pay Structure 51

51. Rasulullah SAW bersabda maksudnya: "Siapa yang menjurusi satu jalan untuk mencari ilmu nescaya Allah akan mempermudahkan padanya jalan ke syurga." (Sahih Muslim) 52

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