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

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

4.  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

5.  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

6.  Adjust pay structure
◦ Penyelarasan struktur bayaran dalaman orgn
berdasarkan maklumat tinjauan pasaran (hasil
tinjauan boleh digunakan utk mengesahkan
keputusan JE orgn)
 Estimate competitor’s 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

7.  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

8.  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

9. Geographic Production Office and Technicians Scientists & Managerial Executive
Scope Clerical Engineers Professional
Local: Within Most likely Most likely Most likely
relatively small
areas such as
cities.
Regional: Only if in Only if in Most likely Likely Most likely
Within a short supply short
particular area or critical supply or
of the state or critical
several states
National: Most likely Most likely Most likely
Across the
country
International: Only for Only for Sometimes
Across several critical skills critical skills or
countries or those in those in very
very short short supply
supply
9

10.  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

11.  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

12.  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

13.  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

14.  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

15.  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

16.  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

17.  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

18.  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

19.  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

20.  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

21.  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

22.  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

23.  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

24.  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

25.  Taburan frekuensi
 Kecenderungan memusat
◦ Min
◦ Mod
◦ median
 Sisihan
◦ Sisihan piawai
25

26. 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

27. 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

28.  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

29.  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

30. External
Merge Competitive
competitiveness: Draw
Select Design internal & pay levels,
Pay relationships Set Policy policy
market survey external mix, and
among lines
pressures structures
organizations
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

31. 31

32. 32

33. 16
Survey: 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

34.  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

35. 55,000
Salaries 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

36. 36

37.  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

38.  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

39.  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

40.  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

41.  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

42. 42

43.  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

44.  Importance of overlap
◦ Exhibit 8.17: Range Overlap
44

45. 45

46.  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

47. 47

48. 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

49. 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 work
2. Price bands: Reference market rates
◦ Exhibit 8.20: Reference Rates Within Bands
49

50. 50

51. Internal Pressures External Pressures
Job Structure Pay Structure
51

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

53. 53

54. 54

55. 55