|
|
INTERNATIONAL
JOURNAL OF SOCIAL SERVICE AND RESEARCH
|
Imam Firdaus Nugroho, Alief Ibadurrahman, Tubagus
Yopi Ramadhan, Dhafa Adriansyah, Fadhil Utama H
Faculty of Economics
and Management Institut Pertanian Bogor, West Java, Indonesia
Email: [email protected], [email protected], [email protected]
Abstract
One of the most
significant contributors to the economy in the Republic of Indonesia is SMEs.
SMEs are a pretty good means for forming and providing employment
opportunities. There must be someone who has an entrepreneurial spirit and
empathy for their environment in environment. SMEs are one of the actual
evidence of the nation's economic development from educated people who want
income and help people around them by creating jobs. Small and Medium
Enterprises (SMEs) have an excellent opportunity to become a pillar of the
people's economy. SMEs can be a good forum for job creation, with an average
contribution to Indonesia's Gross Domestic Product (GDP) of 50% in the last
three years. For a business to run correctly and adequately, work management is
needed to regulate the rights and obligations of employers and workers.
Entrepreneurs have the right to get income from their business, not apart from
their obligation to pay for the hard work of their employees. Workers or
employees have the right to be rewarded for their obligations, namely work. For
a harmonious relationship for both parties, both employers and workers, good
management of employees is required, including the payment of wages or
salaries. Decent wages for workers can make them comfortable in a job and give
their best effort. Compensation management is developing and implementing
strategies, policies, and compensation systems that help an organization
achieve its goals by obtaining and retaining the necessary people and
increasing their motivation and commitment. The purpose of the establishment of
compensation management is to respect employee performance, ensure fairness of
employee salaries, retain employees or reduce employee turnover, obtain quality
employees, control costs, and comply with regulations. Considerations regarding
compensation management include pay for position, pay for a person, and pay for
performance.
Keywords: Mandate; personal
data;
independent commission; personal data protection
Received 01 March 2022, Revised 10 March 2022, Accepted 29
April 2022
Introduction
One of the most significant contributors to the economy in
the Republic of Indonesia is SMEs. SMEs are a pretty good means for forming and
providing employment opportunities. There must be someone who has an
entrepreneurial spirit and empathy for their environment in environment. SMEs
are tangible evidence of the nation's economic
development
from educated people who want income and help people around them create jobs.
Small and Medium Enterprises (SMEs) have an excellent opportunity to become a
pillar of the people's economy. SMEs can be a good forum for job creation, with
an average contribution to Indonesia's Gross Domestic Product (GDP) of 50% in
the last three years (Soetjipto, 2020). Entrepreneurs have the right to get
income from their business, not apart from their obligation to pay for the hard
work of their employees. Workers or employees have the right to be rewarded for
their obligations, namely work.
For a business to run correctly and adequately, work
management is needed to regulate the rights and obligations of employers and workers.
For
a harmonious relationship for both parties, both employers and workers, good
management of employees is needed, including in the payment of wages or salaries.
Decent wages for workers can make them comfortable in a job and give their best
effort. Compensation management is developing and implementing strategies,
policies, and compensation systems that help an organization achieve its goals
by obtaining and retaining the necessary people and increasing their motivation
and commitment, Cahayani (2005:77- -78). The purpose of the establishment of
compensation management is to respect employee performance, ensure fairness of
employee salaries, retain employees or reduce employee turnover, obtain quality
employees, control costs, and comply with regulations. Considerations regarding
compensation management include pay for position, pay for a person, and pay for
performance.
This
research was conducted to study and evaluate the payroll system by PT Baneex
Indonesia with a system design based on job value. The most important thing is
to ensure mapping the workload, job risks, and compensation that accompanies
the job analysis. Information related to job grading (position level) will be
raised from this job analysis activity. Compensation system analysis is also
based on salary mapping, job evaluation, the point system method, minimum wage,
and decent living needs at PT Baneex Indonesia.
Formulation
of the problem
1.
What are the characteristics of PT Baneex
Indonesia?
2.
What is the salary structure of PT Baneex
Indonesia
3.
How is the West Java Province Minimum Wage and
Bekasi City Minimum Wage, along with their graphs of the basic salary
4.
How is the compensation factor at PT Baneex
Indonesia
5.
What is the Job Value and Job Grading at PT
Baneex Indonesia
6.
How is the salary mapping of PT Baneex
Indonesia using the adhered method?
7.
How is the salary mapping of PT Baneex
Indonesia using the overlapping method
8.
What are the Decent Living Needs (KHL) of PT
Baneex Indonesia's workers
9.
How to determine compensation using the Eckenrode
system method at PT Baneex Indonesia
A.
Purpose
1.
Analyzing the characteristics of PT Baneex
Indonesia
2.
Identifying the salary structure of PT Baneex
Indonesia
3.
Analyzing the West Java Province Minimum Wage
and Bekasi City Minimum Wage along with its graph of the basic salary
4.
Analyze compensation factors at PT Baneex
Indonesia5. Menganalisis Job Value dan Job Grading yang terdapat di PT Baneex
Indonesia
5.
Analyzing the salary mapping of PT Baneex
Indonesia with the adhered method
6.
Analyze the salary mapping of PT Baneex
Indonesia with the overlapping method
7.
Analyzing the Decent Living Needs (KHL) of
workers at PT Baneex Indonesia
8.
Analyze the determination of compensation using
the Eckenrode system method at PT Baneex Indonesia
B.
Benefits of research
The
benefits of this research are the impact of achieving the goals, namely:
1.
For companies, research results can be used as
input related to providing more rational compensation and improving company
welfare
2.
For researchers and academics, get more
information and knowledge related to compensation management
Method
A.
Place and time of research
The data used in this study are primary
data obtained from PT Baneex Indonesia through surveys and interviews and
secondary data in literature studies such as journals, theses, research
results, and books. Research activities began in September.
B.
Data Types and Sources
In this study, the data used are primary
data obtained from interviews and surveys with all employees of PT Baneex
Indonesia and secondary data obtained from journals, books, theses, and
research results.
C.
Data Processing Method
The data that has been collected will
then be analyzed and processed using quantitative analysis methods. The data
will be processed using Microsoft Excel 2016 software. The processed data will be
analyzed using job analysis, system method analysis, and salary mapping.
Results
and Discussion
A.
MSME Overview
PT Baneex Indonesia is a company engaged
in Manufacturing Spring and Assembly, established in January 2007 at Jl.
Toyogiri RT. 002 RW.03 � Kp. Legon
Ex. Jatimulya District. South Tambun. Regency. Bekasi with a building area of
576 M2. As a manufacturer of Automotive and Electronic components, we are always
committed to providing the best products and services that can fulfill and
translate customer desires. This commitment is held by all levels of
management, starting from Top Management, Middle Management, and all employees
who work at PT Baneex Indonesia; this UKM has a total of 35 employees.
B.
Analysis of
Respondents Characteristics
Respondents for the survey of salary data
in the study came from employees of PT Baneex Indonesia, which consisted of 35
employees ranging from Director, General Manager, Manager, to Staff and
Operators. The results of the survey can be seen in the table
Based on table 1, it is found that
superiors have a relatively sufficient or mature age, such as above 30, to lead
a division or unit. The top brass is also given a minimum of educational
requirements that must be taken, such as a diploma for Engineering Functional
Manager and production SPV, for the deputy to other manager positions are
required to obtain a bachelor's degree. However, the minimum education taken is
a high school / high school for staff positions themselves. Forage, it can be
concluded from the table data above that all supervisors are over 30 years old,
while for staff and operators, there are also employees under 30 years old. The
holders of leadership positions have also been in this company for a long time,
generally above six years have worked until they can get a top position. Still,
for the levels below it varies from under three years to above six years there
are also available. Each division's distribution or distribution of employees
is determined according to work needs. Therefore some divisions only contain
one person because it is enough to be done by one person, and some contain up
to 10 people because of such needs.
C.
Salary Analysis of UMK and UMP
The following is a table illustrating the
comparison of salaries for PT Baneex Indonesia employees with the Bekasi City
Minimum Wage and West Java UMP.
Figure
1
�Comparison
graph of basic salary, UMP, UMK
Based on table 2 and the picture above,
it can be seen that there is only one person who gets a salary below the West
Java UMP, namely a Production Operator, because his working time there has not
been up to a year. Meanwhile, 34 other employees have received salaries above
the West Java UMP. To compare the salaries of PT Baneex employees with the
Bekasi City UMK, there are still many who get salaries below the Bekasi City
UMK. Therefore, it is necessary to improve the compensation system so that employees
at PT Baneex can get a decent salary.
D.
Compensable Factor
This study uses ten types of compensable
factors in the form of education, work experience, communication, initiative,
flexibility, analytical thinking, conceptual thinking, analysis and problem
solving, impact and influence, and integrity. (Source: Colleges of Applied Arts
and Technology-Job Evaluation Manual and Hay's Dictionary). The following is a
description of the ten components:
1.
Education
This section identifies the minimum level
of formal education required to carry out the position's responsibilities. It
consists of four levels, including level 1: No School, level 2: High School,
level 3: Diploma, and level 4: Bachelor.
2.
Work Experience
This refers to the minimum time required
in a previous position to learn the techniques, methods, and practices required
to perform this job. It consists of four levels, including level 1: No
experience, level 2: Minimum one year, level 3: Minimum 2 years, and level 4:
Minimum 5 years.
3.
Communication
This factor measures how well the
existing soft communication skills are needed to carry out the position's
responsibilities effectively. It consists of five levels, including level 1:
Communication involves the routine exchange of information using politeness and
active listening. Level 2 involves the exchange of information that requires
explanation or interpretation. Level 3: Communication involves explaining and
interpreting information to secure understanding. May involve the communication
of technical information and advice, level 4: Communication involves explaining
and interpreting information in order to instruct, train, or gain cooperation
from others, and level 5: Communication involves passing on information in
order to obtain agreement, where interests may diverge, and negotiation skills
to resolve complex situations.
4.
Initiative
This factor measures the level of
motivation of employees to do something that exceeds the demands of the task,
do things that are not asked by anyone, which can improve work results and
prevent problems, or find/create new opportunities. It consists of five levels
covering levels including level 1: Act on current opportunities or problems,
level 2: Act quickly in a crisis, level 3: Act for the next three months, level
4: Act for 4 � 12 months forward, level 5: Acting for one year ahead.
5.
Flexibility
This competency requires understanding
and appreciating different and conflicting views on an issue and adapting
approaches for environmental changes. It can readily accept changes in the
organization or job requirements. It consists of four levels, including level
1: Accept the need to be flexible, level 2: Apply rules and procedures with
flexibility, level 3: Adjust tactics according to needs or situations, Level 4:
Adjust strategy according to needs and situations.
6.
Analytical Thinking
It is the ability to understand a situation/problem
by breaking it down into logically small parts or tracing the implications of
the problem or situation in stages. It consists of four levels including level
1: Breaking down a problem or situation into a list of simple tasks or
activities, level 2: Analyzing the most important things from a problem or
situation, level 3: Anticipating obstacles that will arise and thinking ahead
for steps next, level 4: Identify the parts of a complex problem and break it
down into detailed parts, and show the causal relationship for each part.
7.
Conceptual Thinking
It is the ability to identify patterns or
relationships between situations unrelated to one another. This includes the
ability to identify underlying issues in complex problems, summarize mixed and
incomplete information into something clear, and create new concepts. It
consists of five levels, including level 1: Using simple rules, reasoning, and
experience in recognizing a problem or situation. Level 2: Drawing conclusions
based on similarities and differences between one situation and another, level
3: Applying knowledge from theories or future trends than in looking at the
current situation, level 4: Explaining a complex problem or situation, level 5:
Thinking about something in a completely new way (Breakthrough thinking).
8.
Analysis and Problem Solving
This factor measures the complexity
involved in analyzing situations, information, or problems of varying degrees
of difficulty; and developing other options, solutions, or actions. It consists
of three levels, including level 1: Analysis and problem solving are carried
out according to the instructions and procedures that have been set. Solutions
may require selecting the most appropriate and predetermined alternative. Level
2: Situations and problems are quickly identified. Analysis or problem solving
is elementary. Solutions may require modifying existing alternatives or past practices.
Level 3: Situations and problems can be identified but may require further
investigation to define them precisely. Solutions require analysis and
gathering of information, which may be obtained from areas or resources not usually
used by the position.
9.
Impact and Influence
This competency is based on the desire to
influence or impact others with specific personal goals, certain impressions he
wants to display, and specific actions he wants others to take. Including is
the most appropriate approach to obtain support and cooperation to achieve
specific business goals. It consists of six levels, including level 1)Expressing
the desire to influence but not take action, level 2: Persuade directly in the
discussion or presentation, level 3: Performing dual or more actions (persuasion
measures) to persuade without trying to match the level and interests of the
audience, level 4: Tailoring the discussion or conversation to suit the
interests and level of the audience, level 5: Taking action to influence, each
step tailored to the audience, level 6: Develop strategies to influence certain
parties such as lobbying, building support 'behind the scenes.
10.
Integrity
It is to act consistently following the
values considered necessary even in difficult circumstances to do this.
Integrity shows that a person's actions follow the values he believes in. In
other words, "only word with deed." It consists of four levels
including level 1: Understanding values, code of ethics and acting honestly and
openly, level 2: Performing actions that are consistent with values and
beliefs, level 3: Acting according to values even though it is difficult to do
so, level 4: Act according to values even though it involves excellent costs
and risks.
Analysis of the Compensable Factors
Weight and Scale of PT Baneex Indonesia Employees This
study uses the hay profile method to determine the weights and scale of compensable
factors of PT Baneex Indonesia employees. It uses a pairwise comparisons scale
as a weight reference (Source: Analysis of Qualitative and Quantitative Rankings
in Multicriteria Decision Making). The following is the result of calculating
the weight and scale of compensable factors for employees of PT Baneex
Indonesia using the hay profile method:
Table
3
Skala
pairwise comparisons
|
No
|
Description
|
|
1
|
Both criteria
are equally important
|
|
3
|
Criterion
(A) is slightly more important than criterion (B)
|
|
5
|
Criterion
(A) is more important than criterion (B)
|
|
7
|
Criterion
(A) is more important than criterion (B)
|
|
9
|
Criterion
(A) is more important than criterion (B)
|
Tabel
4
Bobot
dan Skala Compensable Factors Karyawan PT Baneex Indonesia
|
|
Know-How
|
Problem
Solving
|
Accountability
|
|
|
|
Sub
Faktor
|
Education
|
Work
experience
|
Communication
|
Initiative
|
Flexibility
|
Analytical
Thinking
|
Conceptual
Thinking
|
Analysis
and Troubleshooting
|
Impact
and Influence
|
Integrity
|
Weight
|
|
Education
|
1,00
|
5,00
|
0,20
|
0,20
|
5,00
|
5,00
|
0,20
|
0,20
|
5,00
|
0,20
|
21,80
|
11,95%
|
|
Work experience
|
0,20
|
1,00
|
0,20
|
0,20
|
5,00
|
5,00
|
5,00
|
0,20
|
5,00
|
5,00
|
21,80
|
11,95%
|
|
Communication
|
5,00
|
5,00
|
1,00
|
1,00
|
1,00
|
1,00
|
1,00
|
1,00
|
1,00
|
1,00
|
17,00
|
9,32%
|
|
Initiative
|
5,00
|
5,00
|
1,00
|
1,00
|
3,00
|
3,00
|
3,00
|
3,00
|
3,00
|
3,00
|
27,00
|
14,80%
|
|
Flexibility
|
0,20
|
0,20
|
1,00
|
0,33
|
1,00
|
1,00
|
1,00
|
1,00
|
1,00
|
1,00
|
6,73
|
3,69%
|
|
Analytical Thinking
|
0,20
|
0,20
|
1,00
|
0,33
|
1,00
|
1,00
|
0,20
|
0,20
|
0,20
|
0,20
|
4,33
|
2,38%
|
|
Conceptual Thinking
|
5,00
|
0,20
|
1,00
|
0,33
|
1,00
|
5,00
|
1,00
|
0,20
|
0,20
|
0,20
|
13,93
|
7,64%
|
|
Analysis and TroubleshootingMasalah
|
5,00
|
5,00
|
1,00
|
0,33
|
1,00
|
5,00
|
5,00
|
1,00
|
0,20
|
0,20
|
23,53
|
12,90%
|
|
Impact and Influence
|
0,20
|
0,20
|
1,00
|
0,33
|
1,00
|
5,00
|
5,00
|
5,00
|
1,00
|
0,20
|
18,73
|
10,27%
|
|
Integrity
|
5,00
|
0,20
|
1,00
|
0,33
|
1,00
|
5,00
|
5,00
|
5,00
|
5,00
|
1,00
|
27,53
|
15,10%
|
|
|
|
|
|
|
|
|
|
|
|
|
182,40
|
100,00%
|
The table shows that the compensable factor with the
highest weight is integrity, with a total score of 27.5 and 15.10%. In contrast,
the compensable factor with the lowest weight is analytical thinking, with a
total score of 4.33 and only 2.38. %. The total
score
of all compensable factors used is 182.40.
Job
Value Analysis of PT Baneex Indonesia Employees
The
following is a table that compares the position scores of all employees of PT
Baneex Indonesia:
Tabel
5
PTBaneex
Indonesia employee
position score
comparison table
|
|
|
Know-How
|
Problem
Solving
|
Accountability
|
|
No
|
Sub
Faktor
|
Education
|
Work
experience
|
Communication
|
Initiative
|
Flexibility
|
Analytical
Thinking
|
Analytical
Thinking
|
Analysis
and Troubleshooting
|
Impact
and Influence
|
Integrity
|
|
|
Position
|
|
|
|
|
|
|
|
|
|
|
|
1
|
Deputy Director
|
4
|
4
|
4
|
3
|
3
|
4
|
4
|
3
|
5
|
4
|
|
2
|
Plant Manager
|
4
|
4
|
4
|
3
|
3
|
4
|
3
|
3
|
5
|
4
|
|
3
|
Manager accountant
|
4
|
4
|
3
|
3
|
4
|
4
|
3
|
3
|
4
|
3
|
|
4
|
Assistant Plant
Manager
|
3
|
3
|
4
|
3
|
3
|
2
|
3
|
3
|
5
|
3
|
|
5
|
Manager quality
control
|
4
|
4
|
4
|
2
|
4
|
3
|
3
|
3
|
3
|
3
|
|
6
|
Manager engineering
|
4
|
4
|
4
|
2
|
4
|
3
|
3
|
3
|
3
|
3
|
|
7
|
Supervisor produksi
|
4
|
4
|
2
|
2
|
2
|
2
|
2
|
2
|
3
|
3
|
|
8
|
Staff accountant
|
3
|
3
|
2
|
1
|
3
|
2
|
1
|
2
|
2
|
4
|
|
9
|
Staff epic
|
3
|
3
|
2
|
1
|
3
|
4
|
2
|
2
|
2
|
3
|
|
10
|
Staff engineering
|
3
|
3
|
2
|
1
|
3
|
4
|
2
|
2
|
2
|
3
|
|
11
|
Staff quality control
|
3
|
3
|
2
|
1
|
3
|
4
|
2
|
2
|
2
|
3
|
|
12
|
Operator Produksi
|
2
|
2
|
4
|
3
|
2
|
1
|
3
|
1
|
3
|
2
|
|
13
|
Staff mum
|
2
|
2
|
4
|
3
|
2
|
1
|
3
|
1
|
3
|
1
|
|
14
|
Operator Umum
|
2
|
2
|
4
|
3
|
2
|
1
|
3
|
1
|
3
|
1
|
|
15
|
Security
|
2
|
2
|
4
|
1
|
2
|
2
|
3
|
1
|
3
|
1
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The
table shows that the position with the highest position value is Deputy
Director, with a total score of 38. In contrast, the position with the lowest
position value is Security, with a total score of 21. Job Grading and Job Value
����������� Job
Grading is the process of compiling a salary table following a predetermined
salary mapping. This table
describes
the class of each position and data and information about the available
salaries.
Metode
Min/Max
Two methods can be used in determining job grading, namely
the given system method or the min-max method. The explanations of the two
methods are as follows:
1.
Given System method
This method determines the distance between grades to get
the desired grade.
Distance
between grades=
Table 6
�Metode Min/Max
|
No.
|
Position
|
∑
N x B (Job Value)
|
Grade
|
Min
|
Max
|
|
1
|
Deputy
Director
|
691
|
V
|
612
|
720
|
|
2
|
Plant
Manager
|
677
|
|
3
|
Manager
accountant
|
621
|
|
4
|
Assistant
Plant Manager
|
597
|
IV
|
520
|
612
|
|
5
|
Manager
engineering
|
587
|
|
6
|
Manager
quality control
|
587
|
|
7
|
Supervisor
produksi
|
498
|
III
|
443
|
520
|
|
8
|
Operator
Produksi
|
431
|
II
|
376
|
443
|
|
9
|
Staff
ppic
|
429
|
|
10
|
Staff
accountant
|
424
|
|
11
|
Staff
quality control
|
424
|
|
12
|
Staff
engineering
|
424
|
|
13
|
General
staff
|
403
|
|
14
|
General
Operator
|
403
|
|
15
|
Security
|
353
|
I
|
320
|
376
|
Based on the results using the min/max method, grade I is
worth [(320 x 17.6%) + 320] = 376.32. And so on for other grades until the
maximum value obtained has exceeded the current position value.
Salary
Mapping (Salary Mapping)
●
Salary mapping is a step carried out to find out the percentage
of the range spread and mid to mid salary from one position to another. The
following are some of the formulas needed in salary mapping, namely:
●
Average:
Average
or the average is used to determine the average salary of employees at that grade.
●
Spread:
Range
Spread is used to determine the distribution of employee salaries on the grade
of a job and adjusted to the company's financial capabilities.
●�
Mid to Mid:
Mid
to mid used to see the midpoint or the median value of employees' salary at
that grade, which is used in fixing the salary structure.
The condition of a good salary structure is when the mid
to mid-value is not greater than the range spread value or the mid to midis
smaller than the range spread. If the mid to mid is more remarkable, it can be
said that the salary structure is less structured and needs to be improved.
Improving the salary structure can be done using the Adhered and Overlapping
methods. This step is carried out to achieve ideals within a company so that
employees feel satisfied and performance increases and reduce jealousy between
workers.
|
No
|
Position
|
Grade
|
Total Members
|
Total Salary
|
Aktual
|
Aktual
|
|
Min
|
AVG
|
Max
|
Mid To Mid
|
Spread
|
|
1
|
Director
|
I
|
1
|
50.000.000
|
5.000.000
|
7.142.857
|
8.500.000
|
111%
|
70%
|
|
2
|
General Manager
|
2
|
|
3
|
Manager
|
3
|
|
4
|
SPV
|
1
|
|
5
|
Staff & Operator
|
II
|
26
|
88.000.000
|
1.500.000
|
3.384.615
|
6.000.000
|
-
|
300%
|
|
6
|
Security
|
2
|
Based on the calculation results, the salary mapping
results show that the current salary conditions are not ideal because there are
still conditions where the mid to mid-value has a value greater than the range
spread value. In addition, the difference in salary between grades is still too
far from the stipulated intervals, so it is not relevant. Therefore, there is
an improvement in the new salary structure to achieve optimal working
conditions.
2.
Adherent Compensation System (Squash)
|
Jabatan
|
Grade
|
Total Anggota
|
Adhered
|
Adhered
|
|
Min
|
Midpoint
|
Max
|
Mid To Mid
|
Spread
|
|
Director
|
I
|
1
|
6.150.000
|
8.525.000
|
10.900.000
|
77%
|
77%
|
|
General Manager
|
2
|
|
Manager
|
3
|
|
SPV
|
1
|
|
Senior Staff &
Operator
|
II
|
9
|
3.500.000
|
4.825.000
|
6.150.000
|
75%
|
76%
|
|
Staff & Operator
|
III
|
17
|
2.000.000
|
2.750.000
|
3.500.000
|
-
|
75%
|
|
Security
|
2
|
In the table, it can be seen that the spread has been
corrected with the spread values for grades I, II, III of 77%, 76%, and 75%,
respectively, which are optimal for the position structure of the company. Next
is to determine the appropriate initial minimum salary of IDR 2,000,000. The
next step is to determine the maximum salary with the formula [minimum salary +
(minimum salary*spread)]. After that, determine the salary midpoint with the
formula [(minimum salary + maximum salary)/2]. In the Adhered method, the
maximum value in the previous grade will be the minimum value for the next
grade. The last step is to determine the mid-to-mid value with the formula
[(midpoint value above it � midpoint value below it)/midpoint value below it].
After the results are obtained, the compensation system is ideal because the
spread value is greater than the mid to mid-value. The following is an
illustration of the adhered method compensation system.
Figure
2
graph
of adhered compensate compensation system
3.
Overlap Compensation System (Overlapping)
|
No
|
Position
|
Grade
|
Total Members
|
Overlap
|
Overlap
|
|
Min
|
Midpoint
|
Max
|
Mid To Mid
|
Spread
|
|
1
|
Director
|
I
|
1
|
5.992.727
|
8.240.000
|
10.487.273
|
72%
|
75%
|
|
2
|
General Manager
|
2
|
|
3
|
Manager
|
3
|
|
4
|
SPV
|
1
|
|
5
|
Senior Staff &
Operator
|
II
|
9
|
3.503.650
|
4.800.000
|
6.096.350
|
71,54%
|
74%
|
|
6
|
Staff & Operator
|
III
|
17
|
2.050.000
|
2.798.250
|
3.546.500
|
-
|
73%
|
|
7
|
Security
|
2
|
The table shows differences in salary improvements using
the overlapping method. The difference is that the maximum value of the
previous grade is greater than the minimum value of the following grade
(overlapping). The first step for improving salaries with the overlapping
method is to determine the initial minimum salary of Rp. Two million with a
spread of 73%, and the spread rate increases for each position, which is 74%
for grade II and 75% for grade III. The second step is to determine the maximum
salary for grade 1 with the formula [minimum salary + (minimum salary*spread)].
The third step is to determine the grade 1 midpoint value with the formula
[minimum salary + (minimum salary*spread)]. The fourth step is to determine the
midpoint value for grades above it following company policies and capabilities.
The last step is to determine the minimum value with the formula [midpoint / (1
+ (0.5*spread in the row)) and determine the maximum value with the formula
[minimum salary + (minimum salary*spread)]. After the results are obtained, the
compensation system is ideal. Because the spread value is greater than the
mid-to-mid value, the following is an illustration of the compensation system
for the overlapping method:
Figure
3
graph
of overlap compensation system
4.
Analysis of decent living needs
�
Figure
2
Descriptive
analysis of the components of decent living
Tabel 10
The following is the
processed result of the gap analysis obtained based on the previous KHL analysis.
|
Respondent
|
Salary
(wages)
|
KHL fulfilled
|
KOHL
|
UK
|
GAP
Gaji/Upah
|
Description
|
|
1
|
Rp8.500.000
|
64
|
Rp1.872.375
|
Rp4.782.935,00
|
Rp6.627.625
|
Wages >KHL
|
|
2
|
Rp8.500.000
|
64
|
Rp1.872.375
|
Rp4.782.935,00
|
Rp6.585.600
|
Wages >KHL
|
|
3
|
Rp8.500.000
|
58
|
Rp1.914.400
|
Rp4.782.935,00
|
Rp7.648.460
|
Wages >KHL
|
|
4
|
Rp5.500.000
|
62
|
Rp2.298.015
|
Rp4.782.935,00
|
Rp3.201.985
|
Wages >KHL
|
|
5
|
Rp6.000.000
|
60
|
Rp1.876.707
|
Rp4.782.935,00
|
Rp4.123.293
|
Wages >KHL
|
|
6
|
Rp8.000.000
|
29
|
Rp851.540
|
Rp4.782.935,00
|
Rp7.148.460
|
Wages >KHL
|
|
7
|
Rp5.000.000
|
42
|
Rp966.467
|
Rp4.782.935,00
|
Rp4.033.533
|
Wages >KHL
|
|
8
|
Rp5.000.000
|
42
|
Rp966.467
|
Rp4.782.935,00
|
Rp4.033.533
|
Wages >KHL
|
|
9
|
Rp4.000.000
|
47
|
Rp1.114.567
|
Rp4.782.935,00
|
Rp2.885.433
|
Wages >KHL
|
|
10
|
Rp5.000.000
|
39
|
Rp1.360.015
|
Rp4.782.935,00
|
Rp3.639.985
|
Wages >KHL
|
|
11
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
12
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
13
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
14
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
15
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
16
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
17
|
Rp3.500.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp2.184.033
|
Wages >KHL
|
|
18
|
Rp3.000.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp1.684.033
|
Wages >KHL
|
|
19
|
Rp3.800.000
|
50
|
Rp1.315.967
|
Rp4.782.935,00
|
Rp2.484.033
|
Wages >KHL
|
|
20
|
Rp3.800.000
|
51
|
Rp1.627.067
|
Rp4.782.935,00
|
Rp2.172.933
|
Wages >KHL
|
|
21
|
Rp2.100.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp538.925
|
Wages >KHL
|
|
22
|
Rp2.100.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp538.925
|
Wages >KHL
|
|
23
|
Rp1.500.000
|
51
|
Rp1.534.875
|
Rp4.782.935,00
|
-Rp34.875
|
Wages <KHL
|
|
24
|
Rp4.000.000
|
26
|
Rp433.567
|
Rp4.782.935,00
|
Rp3.566.433
|
Wages >KHL
|
|
25
|
Rp6.000.000
|
54
|
Rp1.401.908
|
Rp4.782.935,00
|
Rp4.598.092
|
Wages >KHL
|
|
26
|
Rp4.000.000
|
56
|
1.857.375,00
|
Rp4.782.935,00
|
Rp2.142.625
|
Wages >KHL
|
|
27
|
Rp4.000.000
|
54
|
1.382.400,00
|
Rp4.782.935,00
|
Rp2.617.600
|
Wages >KHL
|
|
28
|
Rp4.000.000
|
52
|
1.213.167,00
|
Rp4.782.935,00
|
Rp2.786.833
|
Wages >KHL
|
|
29
|
Rp2.000.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp438.925
|
Wages >KHL
|
|
30
|
Rp2.000.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp438.925
|
Wages >KHL
|
|
31
|
Rp2.000.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp438.925
|
Wages >KHL
|
|
32
|
Rp2.000.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp438.925
|
Wages >KHL
|
|
33
|
Rp2.000.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp438.925
|
Wages >KHL
|
|
34
|
Rp2.100.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp538.925
|
Wages >KHL
|
|
35
|
Rp2.100.000
|
49
|
Rp1.561.075
|
Rp4.782.935,00
|
Rp538.925
|
Wages >KHL
|
|
|
|
|
|
|
|
|
The analysis results based on the data in the table above
show that all SME employees of PT Baneex Indonesia have expenses below the UMK.
This can be seen in the comparison of average salaries which vary from Rp.
400,000 to Rp. 6,627,625, this can be said to be safe and not detrimental
because the average employee receives wages below KHL expenses except for one
person.
In addition, the wages received by PT Baneex UKM employees
compared to their KHL expenses can be met with a minimum wage requirement of
IDR 2,000,000, which is the average expenditure of 5 respondents to meet their
daily needs. Although employees' average salary/wages are below the minimum
wage, the KHL expenditures adjust the wages they get so that there are no
difficulties in meeting their needs.
5.
Eckenrode Evaluation
The next stage is to do the weighting
with the Eckenrode system method. The weighting is done using ten compensable factors:
education, experience, communication, initiative, flexibility, analytical
thinking, conceptual thinking, analysis and problem solving, impact and
influence, and integrity. The weighting of factor values is
carried out to determine the priority level between factor values
, as seen in the following table.
|
NO
|
Factor
|
Order
|
Total
|
N
|
BOBOT
|
|
1
|
2
|
3
|
4
|
5
|
6
|
7
|
8
|
9
|
10
|
|
1
|
Education
|
1
|
1
|
1
|
|
|
|
|
|
|
|
3
|
24
|
0,169
|
|
2
|
Work
experience
|
2
|
1
|
|
|
|
|
|
|
|
|
3
|
26
|
0,183
|
|
3
|
Communication
|
|
|
|
2
|
|
|
|
|
|
1
|
3
|
12
|
0,085
|
|
4
|
Initiative
|
|
|
1
|
1
|
1
|
|
|
|
|
|
3
|
18
|
0,127
|
|
5
|
Flexibility
|
|
1
|
|
|
1
|
1
|
|
|
|
|
3
|
17
|
0,120
|
|
6
|
Analytical
Thinking
|
|
|
|
|
1
|
|
2
|
|
|
|
3
|
11
|
0,077
|
|
7
|
Thinking
Konseptual
|
|
|
1
|
|
|
1
|
|
1
|
|
|
3
|
13
|
0,092
|
|
8
|
Analysis
and Troubleshooting
|
|
1
|
|
|
|
1
|
|
|
1
|
|
3
|
13
|
0,092
|
|
9
|
Impact
and Influence
|
|
|
|
|
|
|
1
|
|
1
|
1
|
3
|
4
|
0,028
|
|
10
|
Integritas
|
|
|
|
|
|
|
|
2
|
|
1
|
3
|
4
|
0,028
|
|
|
Value
|
9
|
8
|
7
|
6
|
5
|
4
|
3
|
2
|
1
|
0
|
|
142
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
In the table above, the highest points are on the work
experience factor, and the lowest points are on impact, influence, and integrity.
Points are obtained by multiplying the points from each sequence by the value
below it (points x value) of all the columns in
the
factor. In this way, points are obtained for each factor. Then determine the
weight of each factor obtained by dividing the points by the total points of
all factors. Then allocate the weight to each factor and then to each lowest
level. For a more detailed explanation, see the table below.
|
Factor
|
Weight
|
Performance
Measurement Indicator Interval
|
Interval
|
|
1
|
2
|
3
|
4
|
5
|
6
|
|
Education
|
0,169
|
17
|
68
|
118
|
169
|
|
|
51
|
|
Work
experience
|
0,183
|
18
|
74
|
129
|
183
|
|
|
55
|
|
Communication
|
0,085
|
8
|
27
|
46
|
65
|
85
|
|
19
|
|
Inisiatif
|
0,127
|
13
|
41
|
70
|
98
|
127
|
|
29
|
|
Fleksibilitas
|
0,120
|
12
|
48
|
84
|
120
|
|
|
36
|
|
Analytical
Thinking
|
0,077
|
8
|
31
|
54
|
77
|
|
|
23
|
|
Conceptual
Thinking
|
0,092
|
9
|
30
|
50
|
71
|
92
|
|
21
|
|
Analysis
and Troubleshooting
|
0,092
|
9
|
50
|
92
|
|
|
|
41
|
|
Impact
and Influence
|
0,028
|
3
|
8
|
13
|
18
|
23
|
28
|
5
|
|
Integrity
|
0,028
|
3
|
11
|
20
|
28
|
|
|
8
|
Based on the table above, the calculations using the
Eckenrode system method are obtained by weight for each factor. The highest
weight is found in the work experience factor of 0.183, while the lowest is
found in the impact and influence factor and integrity with 0.28. Then
determine the lowest and highest numbers in each table. The lowest number is
the product of the weights by 100 and is placed in the column at the
lowest
level. In contrast, the highest number is the product of the weights with 10000
and is placed in the column at the highest level in each factor. Then to
determine numbers other than the lowest and highest numbers, the way is to
determine the interval first by subtracting the highest number from the highest
number in each factor and then dividing by the result of the number of levels
by deducting one.
|
Position
Name
|
Basic
Salary (Old)
|
Basic
Salary (Adhered)
|
Basic
Salary (Overlapping)
|
Basic
Salary (Eckenrode)
|
|
Deputy
|
Rp8.500.000
|
Rp10.455.000
|
Rp10.187.636
|
Rp6.603.644
|
|
Plant
Manager
|
Rp8.500.000
|
Rp10.455.000
|
Rp10.187.636
|
Rp6.442.769
|
|
Account
and storage Manager
|
Rp8.500.000
|
Rp10.455.000
|
Rp10.187.636
|
Rp6.618.965
|
|
Assistant
plant Manager
|
Rp5.500.000
|
Rp6.765.000
|
Rp6.592.000
|
Rp5.081.427
|
|
Engineering
Quality Manager
|
Rp6.000.000
|
Rp7.380.000
|
Rp7.191.272
|
Rp6.182.304
|
|
Engineering
Fungsional Manager
|
Rp8.000.000
|
Rp9.840.000
|
Rp9.588.363
|
Rp6.182.304
|
|
SPV
Produksi
|
Rp5.000.000
|
Rp6.150.000
|
Rp5.992.727
|
Rp5.301.322
|
|
Accounting
and Storage Staff
|
Rp5.000.000
|
Rp5.000.000
|
Rp5.005.214
|
Rp3.809.749
|
|
Staff
PPIC
|
Rp4.000.000
|
Rp4.000.000
|
Rp4.004.171
|
Rp4.261.731
|
|
Staff
Quality Control
|
Rp5.000.000
|
Rp5.000.000
|
Rp5.005.214
|
Rp4.261.731
|
|
Staff
Quality Control
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp4.261.731
|
|
Staff
Quality Control
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp4.261.731
|
|
Staff
Engineering
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp4.261.731
|
|
Staff
Engineering
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp4.261.731
|
|
Staff
Engineering
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp4.261.731
|
|
General
Staff
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp3.122.550
|
|
General
Staff
|
Rp3.500.000
|
Rp3.500.000
|
Rp3.503.650
|
Rp3.122.550
|
|
Production
operator
|
Rp3.000.000
|
Rp4.000.000
|
Rp4.100.000
|
Rp3.183.836
|
|
Production operator
|
Rp3.800.000
|
Rp3.800.000
|
Rp3.803.962
|
Rp3.183.836
|
|
Production
operator
|
Rp3.800.000
|
Rp3.800.000
|
Rp3.803.962
|
Rp3.183.836
|
|
Production
operator
|
Rp2.100.000
|
Rp2.800.000
|
Rp2.870.000
|
Rp3.183.836
|
|
Production
operator
|
Rp2.100.000
|
Rp2.800.000
|
Rp2.870.000
|
Rp3.183.836
|
|
Production
operator
|
Rp1.500.000
|
Rp2.000.000
|
Rp2.050.000
|
Rp3.183.836
|
|
General
Operator
|
Rp4.000.000
|
Rp4.000.000
|
Rp4.004.171
|
Rp3.122.550
|
|
General
Operator
|
Rp6.000.000
|
Rp6.000.000
|
Rp6.006.257
|
Rp3.122.550
|
|
General
Operator
|
Rp4.000.000
|
Rp4.000.000
|
Rp4.004.171
|
Rp3.122.550
|
|
General
Operator
|
Rp4.000.000
|
Rp4.000.000
|
Rp4.004.171
|
Rp3.122.550
|
|
General
Operator
|
Rp4.000.000
|
Rp4.000.000
|
Rp4.004.171
|
Rp3.122.550
|
|
General
Operator
|
Rp2.000.000
|
Rp2.666.667
|
Rp2.733.333
|
Rp3.122.550
|
|
General
Operator
|
Rp2.000.000
|
Rp2.666.667
|
Rp2.733.333
|
Rp3.122.550
|
|
General
Operator
|
Rp2.000.000
|
Rp2.666.667
|
Rp2.733.333
|
Rp3.122.550
|
|
General
Operator
|
Rp2.000.000
|
Rp2.666.667
|
Rp2.733.333
|
Rp3.122.550
|
|
General
Operator
|
Rp2.000.000
|
Rp2.666.667
|
Rp2.733.333
|
Rp3.122.550
|
|
Security
|
Rp2.100.000
|
Rp2.800.000
|
Rp2.870.000
|
Rp2.685.890
|
|
Security
|
Rp2.100.000
|
Rp2.800.000
|
Rp2.870.000
|
Rp2.685.890
|
|
TOTAL
|
Rp138.000.000
|
Rp163.133.333
|
Rp162.973.050
|
Rp138.000.000
|
|
|
|
|
|
|
Based
on the salary improvement using the Adhered method, there is a difference
between the actual salary at PT Baneex and the Adhered salary. The total actual
salary (basic and allowance) is Rp. 138,000,000, and the total new salary based
on the Adhered method is Rp. 163,133,333. So the difference between the actual
salary and Adhered's new salary is Rp. 25,133,333
Likewise,
with the salary improvement using the Overlapping method, there is a difference
between the actual salary at PT Baneex and the Overlapping salary. The actual
total salary is Rp. 138,000,000, and the new salary based on the Overlapping
method is Rp. 162,973.05. So the difference between the actual salary and the
Overlapping salary is Rp. 24,973,050.
Different
from the salary improvement method of Eckenrode, there is no difference between
the actual salary at PT Baneex and Eckenrode's salary. The actual total salary
is Rp. 138,000,000, and the new total salary based on the Eckenrode method is
Rp. 138,000,000, so there is no difference between the actual salary and
Eckenrode's salary.
CONCLUSION
Based
on the results of the analysis of the compensation system at PT Baneex
Indonesia's MSMEs, the following conclusions can be drawn, ten factors affect
compensation for PT Baneex Indonesia SMEs, including education, work
experience, communication, initiative, flexibility, analytical thinking,
conceptual thinking, analysis and problem solving, impact and influence, and
integrity.
The
wages received by most SME employees of PT Baneex Indonesia are already above
the West Java UMP, while for one Production Operator, it is still below the
West Java UMP. All PT Baneex Indonesia SME employees have expenses that match
their salaries. A sound compensation system to be implemented to be effective
uses the overlapping method.
REFERENCES
Skenes, C., &
Kleiner, B. H. (2003). The Hay system of compensation. Management Research News.
