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