Analisis Faktor Pengaruh Dominan Perancangan Penerapan Model Rencana Insentif Pada Material Sisa

ABSTRACTThe incentive is an additional compensation given in monetary or non-monetary form so that the parties involved in a job try their best to complete their work properly without reducing the quality of work. The purpose of this study is to find out what dominant factors need to be considered in implementing an incentive plan and to find out whether this incentive plan model affects the residual material. This research was conducted by processing primary data in the form of a Likert scale questionnaire. A Likert scale of 1-5 is used to measure the level of influence of an identified factor on the incentive plan. In the process, this research uses the Factor Analysis Method with a significance level of 5% and is assisted by the application of Statistics Product and Service Solutions (SPSS) or a statistical package for social sciences to test and calculate data. Based on the research results obtained 3 dominant factors that need to be considered in the implementation of the incentive plan, in the research interview some experts agreed and disagreed with this incentive plan model for the reduction of waste material based on several considerations.ABSTRAKInsentif adalah suatu kompensasi tambahan yang diberikan dalam bentuk moneter atau nonmoneter supaya pihak-pihak yang terlibat dalam suatu pekerjaan berusaha semaksimal mungkin dapat menyelesaikan pekerjaannya dengan baik tanpa mengurangi kualitas kerja. Tujuan dari penelitian ini adalah untuk mengetahui faktor-faktor dominan apa saja yang perlu dipertimbangkan dalam menerapkan rencana insentif dan mengetahui apakah model rencana insentif ini mempengaruhi material sisa. Penelitian ini dilakukan dengan mengolah data primer berupa angket skala likert. Skala likert 1-5 digunakan untuk mengukur tingkat pengaruh suatu faktor yang diidetifikasi terhadap rencana insentif. Dalam pengerjaannya, penelitian ini menggunakan Metode Analisis Faktor dengan taraf signifikansi 5% dan dibantu dengan aplikasi Statistics Product and Service Solutions (SPSS) atau paket statistik untuk ilmu sosial untuk menguji dan menghitung data. Berdasarkan hasil penelitian didapat 3 faktor dominan yang perlu diperhatikan dalam penerapan rencana insentif, dalam wawancara penelitian terdapat ahli yang setuju dan tidak setuju dengan model rencana insentif ini untuk pengurangan material sisa berdasarkan beberapa pertimbangan.Insentif adalah suatu kompensasi tambahan yang diberikan dalam bentuk moneter atau nonmoneter supaya pihak-pihak yang terlibat dalam suatu pekerjaan berusaha semaksimal mungkin dapat menyelesaikan pekerjaannya dengan baik tanpa mengurangi kualitas kerja. Tujuan dari penelitian ini adalah untuk mengetahui faktor-faktor dominan apa saja yang perlu dipertimbangkan dalam menerapkan rencana insentif dan mengetahui apakah model rencana insentif ini mempengaruhi material sisa. Penelitian ini dilakukan dengan mengolah data primer berupa angket skala likert. Skala likert 1-5 digunakan untuk mengukur tingkat pengaruh suatu faktor yang diidetifikasi terhadap rencana insentif. Dalam pengerjaannya, penelitian ini menggunakan Metode Analisis Faktor dengan taraf signifikansi 5% dan dibantu dengan aplikasi Statistics Product and Service Solutions (SPSS) atau paket statistik untuk ilmu sosial untuk menguji dan menghitung data. Berdasarkan hasil penelitian didapat 3 faktor dominan yang perlu diperhatikan dalam penerapan rencana insentif, dalam wawancara penelitian terdapat ahli yang setuju dan tidak setuju dengan model rencana insentif ini untuk pengurangan material sisa berdasarkan beberapa pertimbangan.

Evaluasi Beban Kerja Pekerja Divisi Quality Control PT. X dengan Metode Work Sampling

This study aimed to determine the workload of the workers to be used for incentive plan in the Quality Control Division, Company X. Studying work characteristics, a work sampling technique was used. Two workers from this QC division were participated in the study. A number of 440 observation were taken from each Worker 1 and Worker 2. Results showed that the percentages of productive time are 93.62% for Worker 1 and 91.81% for Worker 2. Meanwhile for workload resulted 151% and 138% for Worker 1 and Worker 2 (classified as overload for both workers). This study recommended the company to add one more worker to help in this workstation to reduce the workload of these two workers

Beyond Reward Expectancy: How Do Periodic Incentive Payments Influence the Temporal Dynamics of Performance?

Prior theory suggests that incentive plans, such as piece-rate or commission plans, motivate good performance because employees anticipate that current performance will generate matching future incentive payments. In this article, we move beyond reward expectancy to argue that performance can also derive from employees’ reactive responses to received incentive payments. We propose a salience-based theory casting incentive payments as recurring temporal markers that periodically increase the salience of the incentive plan, to which employees respond by temporarily increasing incentivized and unincentivized performance. We introduce multivariate time-series methods to test our hypotheses in longitudinal data spanning 169 weeks (1,183 days), drawn from an online firm using an incentive plan for its customer-support employees. While we find no evidence that incentive payments affect the dynamics of incentivized performance, they do temporarily boost several unincentivized behaviors and outcomes. Combined with fieldwork, these findings support our proposed mechanism of “salience-induced reciprocity”—that is, the temporary reciprocity in response to a periodic increase in the salience of the incentive plan. This article contributes to a more complete understanding of performance and effort dynamics in incentive plans, offers new inroads into studying temporality in the functioning of human resources practices, and provides other future research avenues.

CEO Pay Components and Aggressive Non-GAAP Earnings Disclosure

We examine the relation between CEO pay components and aggressive non-GAAP earnings disclosures using CEO pay components as proxies for managers’ short- versus long-term focus. Specifically, we explore the extent to which short-term bonus plan payouts and long-term incentive plan payouts are associated with: (1) Managers’ propensity to exclude expense items in excess of those excluded by equity analysts; and, (2) The magnitude of those incremental exclusions. We find that long-term incentive plan payouts are negatively associated with the likelihood and magnitude of aggressive non-GAAP exclusions. Our results are consistent with managers reporting non-GAAP information less aggressively when they are more focused on long-term, rather than short-term, value.

COVID 19 PANDEMIC: IMPLICATIONS ON HRM AND SUSTAINABILITY IN THE NEW NORMAL

Organizations productivity all over the globe witnessed a dramatic change occasioned bycoronavirus pandemic which has affected HRM and sustainability of organizations. The study main objective was to heighten the relevance of dynamismin human resource management in the Covid-19 pandemic business environment. The survey research design was employed in the study through the aid of electronic questionnaire and the data was analyzed using SPSS (v25), Excel and Minitab 17. The findings of the study showed that to a greater extent, the performance of employees was not much affected by the pandemic as organizations maintained regular working shift in the early breakout of the virus in Nigeria. The study found that the pandemic altered the usual working modalities of organizations and orchestrated the utilization of e-working. On the performance of employees, work-life balance experience and HRs welfare rating, the study found mixed reactions from HR managers and employees indicating satisfactory and unsatisfactory experience. The pandemic crisis has caused several lingering challenges in the business world which requires a dynamic and strategic approach by HR managers to salvage in other to sustain the organizations and maintain the employees. However, the study recommends a more robust HR to develop employees’ skills, especially in information technology. The study also recommends a better incentive plan for employees’ and also adequate provision of protective gear at the work environment.