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bahan pelatihan penggajian / payroll
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SEKEDAR UNTUK DIKETAHUI 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
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 PENGERTIAN SEBUAH SISTEM
Tatanan dari :1. Berbagai unsur2. Saling berkaitan3. Ketergantungan satu
dengan lainnya4. Berfungsinya seluruh
unsur
ANALISIS JABATAN
Uraian Jabatan
IdentitasJabatan
Fungsi Dan tugas
jabatan
Persyaratanjabatan
LingkunganKerja
jabatan
Perencanaan SDM
Rekruitment, seleksi danpenempatan
Penilaian Karya Pegawai
Penyempurnaan StrukturOrganisasi
Balas Jasa
Jenjang Karier
Pendidikan dan Pelatihan
MANAGEMENT SDM
TanggungJawabjabatan
KONSEKUENSI PENGGAJIAN YANG TIDAK MEMUASKAN
Performansi
Pemogokan
Keluhan - 2
MencariPekerjaan
baru
Hasrat akanGaji yang lebih
baik
Keluar dariperusahaan
Absensi tinggi
Tarik diri
Kerap kalipergi
ke klinik
Kesehatanmental
memburuk
Kurang puasdalam kerja
Absensitinggi
Gairah kerjamenurun
Kurang puasakan gaji
PEGAWAI PEGAWAI
Pemberi jasa berdasarkan : • Pikiran • Tenaga• Sebagian waktuUntukkepentinganperusahaan / organisasi
PEGAWAI DI RUMAH SAKIT (berdasar profesi)
PEGAWAI DI RUMAH SAKIT (berdasar profesi)
• Pok Medis• Pok Paramedis Keperawatan• Pok Paramedis Non Keperawatan• Pok Non Medis
GAJI PEGAWAI GAJI PEGAWAI
Imbalan jasa yang diterima pegawai karena telahmemberikan:1. Pikiran 2. Tenaga 3. Sebagian waktu
REAL LIFE COMPENSATIONS
REAL LIFE COMPENSATIONS
• Fixed Cost
• Variable Cost
SASARAN UTAMA PELATIHAN 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 PERMASALAHAN DOMINAN
Gaji yang tidak memuaskan dapat mengakibatkan penurunan produktivitas dan kualitas kerja
Biaya kompensasi yang tinggi menurunkan kemam- puan berkompetisi mempersempit kemampuan penyediaan jabatan
WAGE AND SALARY SURVEY
Phase IIdentify and study jobs
Phase IIInternal Equity
Phase IIIExternal equity
Phase IVMatching internal
and external worth
JOB ANALYSIS
Positiondescription
Jobdescription
Jobstandard
JOB EVALUATION
Jobranking
Jobgrading
Faktorcomparison
Pointsystem
Dept of labor
Unemploymentoffices
Employerassociation
Profesionalassociation
Self cunductedsurveys
PRICING JOBS
Match Labor market worth
Job evaluationworth
William B Werther Jr - 1989
EFFECTIVE COMPENSATION MANAGEMENT
EFFECTIVE COMPENSATION MANAGEMENT
• Acquire Qualified Personnel• Retain Present Employees• Ensure Equity• Reward Desired Behavior• Control Costs• Comply With Legal Regulations• Further Administrative Efficiency
CompetencyCompetency
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 resultHay Group
Skills are the things a person knows how to do well, e.greading, a profit –and-loss statement
Knowledge is what a person knows about a partcular substantive area, e.g basic accounting principles.
Social Role is the image a person project to others. It reflects a person’s values – what one believes is important to do – such as developing others or providing a sense of mission & direction.
Self Image is the way a person sees him/herself – the internal concept of identity, e.g, seeing oneself as a teacher or leader
Traits are relatives enduring and stable characteristics of a person’s behavior, e.g being a good listener, or being able to recognize patterns across seemingly unrelated elements.
Motivesare natural and constant thoughts and preference in a particular area (i.e Achievement, Affilition, and Power) that drive, direct, and select a person’s outward behavior)
Elements of CompetencyElements of Competency
Hay Group
Role Individual
Ext
erna
l Mar
ket
External M
arket
Org ‘s
CultureHistory & values
Performance
Compensable factors affecting paymentCompensable factors affecting payment
1 2
3Note:1. Nature of job and responsibilities2. Skill, knowledge, traits, motives and charateristic3. How well in delivering the org. strategy
External Market
Implementing CompetenciesImplementing Competencies
Phase IIdentiying and Articulating
Competencies
Phase IIEstablishing a Baseline
Linkage toStrategy
Development of Competency
Models
EstablishingA Baseline
Phase IIIDeveloping/Improving
Competencies
Phase IVRewarding/Reinforcing
Competencies
Training andDevelopment
SuccessionPlanning
Selection
*PerformanceManagement
*CompetencyBased Pay
*Must be included in developing competency-based pay
Hay Group
Implementing CompetenciesImplementing Competencies
Phase IIdentiying and
Articulating Competencies
Phase IIEstablishing a Baseline
Linkage toStrategy
Development of Competency
Models
EstablishingA Baseline
Hay Group
Phase IIIDeveloping/Improving
Competencies
Phase IVRewarding/Reinforcing
Competencies
Implementing CompetenciesImplementing Competencies
Training andDevelopment
SuccessionPlanning
Selection
*PerformanceManagement
*CompetencyBased Pay
*Must be included in developing competency-based pay
Hay Group
Skill
Knowledge
Necessary but not sufficient
Easier to be developed
Social Role Self Image Traits
Motives
More difficult to be
developed
Underlying characteristics necessary for
success
Hay Group
ICEBERG MODEL OF COMPETENCY
Macam dan jenis penghasilan pegawaiMacam 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) BIAYA TETAP (FIXED COST)
• Paket Gaji (kualifikasi pegawai)
• Gaji Pokok
• Tunjangan Keluarga
• Tunjangan Fungsional
BIAYA VARIABEL (VARIABLE COST)
BIAYA VARIABEL (VARIABLE COST)
• Indirect compensation (Security Needs , Company’s Responsibility, Employee Services, atau Fringe-Benefit)
• Incentive (Merit, Work Premium)
• Bonus (Profit Sharing)
Posisi strategis sistem penggajian:
Imbalan
Karyawan
Ketrampilan – Kemahiran - Karya nyata
Perusahaan
Pengembangan Sistem Penggajian
Pengembangan Sistem Penggajian
1. Penilaian karya pegawai
2. Pendidikan dan pelatihan
3. Pola karir
KesimpulanKesimpulan
1. Kebijakan penyesuaian
2. Produktivitas versus biaya
3. Kesempatan berinovasi
4. Menghargai perilaku positif pegawai
5. Dikelola secara cermat, bijak, berkesinambungan
Ketrampilan
Mau
Bisa
TahuMau = tindakanBisa = kecepatan bekerjaTahu = ketepatan bekerja