REWARD MANAGEMENT

Dr. M. G. Bagus Ani Putra*

UNIVERSITAS AIRLANGGA

PROFILE
SISTEMATIKA
FUNGSI/PERAN
HUMAN
RESOURCES

Produktivitas

GOAL

ORGANIZATION

PROSES

Recruitment
Mgt

PEOPLE

TECHNOLOGY

People
Performance Termination
Develoment
Mgt
Mgt
Mgt

Reward & Punishment Mgt

Industrial Relation Mgt

Asking is thinking...

Untuk apa Anda bekerja ? *

Kondisi External:
Birokrasi & hukum
Kondisi sosial budaya
Teknologi
Keadaan ekonomi &
politik
Stakeholder

Motivasi Organisasi:
Sejarah
Misi
Budaya
Pengakuan sosial

Performance
organisasi:
Efektif
Efisien
Relevance
Financial
viability

Kapasitas
Organisasi :
Kepemimpinan
SDM
Keuangan
Proses kerja organisasi
Prasarana
Hubungan lintas bagian

Reward Management
HRM aims to enhance motivation, job
engagement and commitment by introducing
policies and processes that ensure that
people are valued and rewarded for what they
do and achieve, and for the levels of skill and
competence they reach.

Definisi Reward Management

(Amstrong, 2007)
Reward management is concerned with the
formulation and implementation of strategies
and policies, the purposes of which are to
reward people fairly, equitably and
consistently in accordance with their value to
the organization and thus help the
organization to achieve its strategic goals.

Hirarki Kebutuhan (Maslow)

Kebutuhan

Contoh secara
Umum

Prestasi

Pekerjaan yang
Menantang
Aktualisasi Diri

Status
Penghargaan
Persahabatan
Kestabilan
Makanan

Sosial
Keamanan
Fisik

Contoh dalam
Organisasi

Jabatan tertentu
Teman Sekerja
Rencana pasca pensiun
Upah Minimum

Intrinsic & Extrinsic Reward

ILOC
Lingkungan
Sosial
C OL E

Eloc * (Do it)

Basic Pay Structure

Pelaksanaan tupoksi dan cara pekerja
menunjukkan kinerjanya (KPI)
Perbandingan internal kelas jabatan dalam
satu organisasi
Perbandingan dengan market rate

2 Filosofi Kompensasi

Contingent Pay (Variable Pay)

1.To recognize and reward better performance.
2.To attract and retain high quality people.
3.To improve organizational performance.
4.To focus attention on key results and values.
5.To deliver a message about the importance of
performance.
6.To motivate people.
7.To influence behaviour.
8.To support cultural change.

Performance Related Pay (PRP)

PRP Scheme

Steps to develop PRP

1. Analyses culture, strategy and existing processes, including the grade and pay
structure, performance management and methods of progressing pay or
awarding cash bonuses.
2. Set out aims that demonstrate how contribution pay will help to achieve the
organizations strategic goals.
3. Communicate aims to line managers staff and involve them in the development
of the scheme.
4. Determine how the scheme will operate.
5. Develop or improve performance management processes covering the selection
of performance measures, decisions on competence requirements, methods of
agreeing objectives and the procedure for conducting joint reviews.
6. Communicate intentions to line managers and staff.
7. Pilot test the scheme and amend as necessary.
8. Provide training to all concerned.
9. Launch the scheme and evaluate its effectiveness after the first review.

Team Based Pay

Advantage

Disadvantage

encourage effective teamworking

and co-operative behaviour;
clarify team goals and priorities;
enhance flexible working within
teams;
encourage multiskilling;
provide an incentive for the team
collectively to improve
performance;
encourage less effective team
members to improve to meet team
standards.

it only works in cohesive and

mature teams;
individuals may resent the fact that
their own efforts are not rewarded
specifically;
peer pressure, which compels
individuals to conform to group
norms, could be undesirable.

Team Based Pay on Theory

Social
Facilitation

Social
Loafing

Social Conflict

Types of Benefit

Pension schemes: these are generally regarded as the most important employee benefit.
Personal security: these are benefits which enhance the individuals personal and family
security with regard to illness, health, accident or life insurance.
Financial assistance: loans, house purchase schemes, relocation assistance and discounts on
company goods or services.
Personal needs: entitlements which recognize the interface between work and domestic
needs or responsibilities, eg holidays and other forms of leave, childcare, career breaks,
retirement counselling, financial counselling and personal counselling in times of crisis,
fitness and recreational facilities.
Company cars and petrol: still a much appreciated benefit in spite of the fact that cars are
now more heavily taxed.
Other benefits: which improve the standard of living of employees such as subsidized meals,
clothing allowances, refund of telephone costs, mobile phones and credit card facilities.
Intangible benefits: characteristics of the organization which contribute to the quality of
working life and make it an attractive and worthwhile place in which to be employed.