CHAPTER I INTRODUCTION 1.1
BACKGROUND
PT LAPI-ITB is one of the commercial and business units of Institut Teknologi Bandung. It was founded in March 2nd 2004 as a result of fundamental reformation in Institut Teknologi Bandung which has been transformed into a State Owned Entity Institution or Badan Hukum Milik Negara (BHMN) since the year of 2000. This significant changing forces PT LAPI-ITB to do something to increase its performance. Besides that, nowadays competition influence management to do better.
As a company in the field of education, training, consultation and industry development, PT LAPI-ITB needs the best competent personnel to reach the goal of the company. Therefore to get the best personnel, PT LAPI-ITB must consider the compensation system for attracting the best talent to join PT LAPI-ITB.
It is a pity that PT LAPI-ITB has not applied a clear compensation system yet. Up to now, PT LAPI-ITB has been using the compensation system that is based on management policy for equality, not performance based. There are no instruments in deciding the compensation system thus far.
This fact is also supported by the result of preliminary data gathering. The form below is translation of Dessler’s (2005) Compensation Administration Checklist. This checklist is filled by Ir. Wahyu Nugroho H. C. as Corporate Secretary of PT LAPI-ITB who is responsible in arranging compensation system in PT LAPI-ITB, thus far. Besides, he is a former general manager in PT LAPI-ITB who should understand all business process in PT LAPI-ITB. Based on the result, it can be concluded that the current compensation system does not meet the management’s expectation.
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Table 1.1 Compensation Administration Checklists (Dessler 2005).
PERTANYAAN / PERNYATAAN •Apakah administrasi penggajian direncanakan dalam bentuk tetulis? •Sudahkah anda menyatakan tujuan dari rencana penggajian, seperti: - sesuai dengan undang-undang ketenagakerjaan? - member penghargaan atas kinerja secara konsisten? - menarik pegawai yang berkualitas ? - mengurangi keluar-masuk karyawan (turn over)? •Apakah rencana penggajian perusahaan sudah memasukkan topiktopik berikut: - survei gaji dan jam kerja tahunan? - penjelasan tentang jadual penggajian? - evaluasi job classification (pengelompokan pekerjaan) - bonus, tunjangan, dan benefit? - jaminan hidup saat sakit? - Pekerjaan paruh waktu, pekerjaan tidak tetap? •Adakah analisis tertulis tentang pekerjaan di perusahaan (job analysis)? •Apakah setiap analisis memasukkan persaratan kerja (job requirement) berikut: - pengetahuan (knowledge), kemampuan (skill), pengalaman (experience), karakter pibadi (personal characteristic)? •Apakah ada penelaahan kembali dan pembaruan data tentang deskripi pekerjaan (job description) secara periodik? •Sudahkah ada rentang penggajian untuk tiap kategori pekerjaan? •Apakah perusahaan mengadakan evaluasi kinerja tertulis untuk karyawan? •Apakah data evaluasi kinerja digunakan untuk memutuskan kenaikan gaji dan promosi? •Apakah perusahaan menginformasikan tentang rencana evaluasi pekerjaan, melalui: - orientasi/supervisor? - buletin/buku pegangan karyawan? •Apakah perusahaan telah membangun sistem tertulis untuk peningkatan tunjangan? •Sudahkah merumuskan tujuan dari system penggajian, seperti: - meningkatkan produktivitas/kualitas? - mengurangi kesalahan/biaya? •Apakah pejabat terkait merespon dengan baik masukan pegawai tentang rencana penggajian perusahaan?
Ya
Tida k
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Table 1.1 Compensation Administration Checklists (Cont’d) (Dessler 2005).
Apa KEY SUCCESS FACTOR perusahaan Anda? Apa yang harus perusahaan Anda lakukan untuk memenuhi misi atau mencapai posisi terbaik? -
Besarnya Deviden (Kontribusi Pendanaan)
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Kepuasan Pelanggan
Apa tindakan/perilaku pegawai yang dibutuhkan untuk menerapkan strategi kompetitif tersebut (dalam mencapai goal perusahaan)? -
Kemampuan dan kesediaan untuk belajar
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Motivasi untuk bekerja
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Kerjasama dalam tim
Program kompensasi yang bagaimana yang semestinya digunakan untuk memperkuat tindakan/perilaku karyawan di atas? -
Yang mendukung kesempatan belajar dan motivasi kerja.
Apa saja yang dibutuhkan untuk mengukur program kompensasi di organisasi anda agar memenuhi tujuan dari organisasi tersebut? -
Job Evaluation sebagai dasar penerapan sistem pengajian selanjutnya.
Sejauh mana program kompensasi yang telah ada sesuai dengan kebutuhan tersebut? -
Belum memenuhi harapan.
The preliminary data gathering shows that currently, there is no systematic documentation about the duty for each position in PT LAPI-ITB. As the result, management is having difficulties in recruiting and placing the right people. So far, management uses trial and error method for recruiting and placing personnel. With the relatively small size of organization, this condition may not a problem. Despite the fact that the business is run without clear systematic job description and job specification, amazingly, business process continues to make profit. In this case, thanks to effective coordination and communication among them. However, this condition could be catastrophic when the size of the company grow bigger and bigger.
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Keeping in mind, the company’s vision and mission and in order to face the competition, PT LAPI-ITB need to do the job analysis, which result in job description and job specification. Job description and job specification could be applied as a base for job evaluation to give relative worth to each job. The outcome of job evaluation could be the consideration for arranging compensation system.
1.2
PROBLEM IDENTIFICATION
Until now, PT LAPI-ITB still practices traditional and simple people management system that should be evaluated. Facing the competition and in order to reach the company goal, PT LAPI-ITB must evaluate each position by job evaluation. The steps that should be underlined before doing a job evaluation are: how to do job analysis that produce job description and job specification; using those outputs for evaluating the relative job worth for each job in PT LAPI-ITB as a base for compensation system.
1.3
RESEARCH OBJECTIVE
Based on the background of this research then the objective of this research are: 1. Conducting a job analysis in PT LAPI-ITB that results in job description and job specification for each job. 2. Conducting a job evaluation in PT LAPI-ITB that produces job worth for each job as the end result of this research.
1.4
PURPOSE OF RESEARCH
By reaching the research objective hopefully not only me as the writer but also the company and its employees could gain the purpose of this research. The purposes of research are: 1. For the writer This completion of research is a chance for me to apply all of my knowledge that I have studied during the program in a real case. 2. For the company The result of this research could be a suggestion for the company. It will help the company to describe the job description and job specification clearly as well as for valuing job in each position in company as a base for arranging a compensation system.
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1.5
LIMITATIONS AND ASSUMPTIONS
In order to conduct a focused research, it is necessary to describe the limitations and the assumptions, which are:
Limitations 1. The coverage of this research is focused on doing a job evaluation in PT LAPIITB for the purpose of arranging a compensation system. 2. The research will be started from doing a job analysis to determining the job worth as the outcome of job evaluation. 3. Based on the request of management of PT LAPI-ITB, the positions that are covered in this research is limited only from mid management (manager) to the staff. Top management is not included in the coverage of this research.
Assumptions 1. The company’s organization structure is the most recent organization structure that has benn applied since May 1st 2007 (as result of Rapat Umum Pemegang
Saham (RUPS) on April 2007). 2. The company strategy is assumed to be already applied clearly.
1.6
WRITING SYSTEMATIC
The writing systematic in writing this final year project is:
CHAPTER I INTRODUCTION This chapter explains about the background of the research, problem identification in company, the objective of research as well as purpose of research, the limitation of research coverage and the assumptions that are applied are this research and also writing systematic in writing this final year project.
CHAPTER II THEORETICAL FOUNDATION The content of this chapter is the theoretical foundation as base for this research including the theories, basic concepts and methods that are applied in this final year report.
CHAPTER III METHODOLOGY This includes the information about the steps of research including literature review, information and data gathering, process of doing a job analysis and valuing the job.
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CHAPTER IV DATA ANALYSIS Included here is data and information that have been collected as well as the analysis and the interpretation of data and information. The result will be the job description, the job specification and job value.
CHAPTER V RECOMMENDATION This is the final chapter that conclude the result of research including the implementation suggestion for the company.
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