SUBJECT:
WAGES & SALARY ADMINISTRATION
PROGRAM:
DIPLOMA HUMAN RESOURCE MANAGEMENT (DHRM 6)
PREPARED FOR:
DR YUSNITA
PREPARED BY:
NAME
MATRIC NO
1. NUR INSYIRAH BT MUHAMMAD AKBAL
2. NURUL FARAH NASRIN BINTI MUKHTAR
3. NURSYAHIRAH BINTI MOKHTAR
4. NUR ALYSHA BINTI MOHD FAZLI
5. SITI NOR AZIERA MOHAMAD HALMI
6. MUHAMMAD FIKRI BIN MUHAMAD FAISAL
7. MUHAMMAD ADAM AIDEED BIN
MOHAMMED NIZAM
(062155)
(065150)
(063731)
(063967)
(064648)
(064396)
1
(062698)
TABLE OF CONTENT
NO.
TOPIC
PAGE
1.
COMPANY’S LOGO
3
2.
BACKGROUND OF THE COMPANY
4
3.
ORGANIZATIONAL CHART
5
4.
INTRODUCTION
6
5.
JOB EVALUATION
6.
DEVELOP PAY GRADES
17
7.
FROM GRADES TO BANDS
18
8.
ORGANIZATIONAL & STRUCTURE
19
9.
CONCLUSION
20
7 - 16
2
COMPANY’S LOGO
3
BACKGROUND OF THE COMPANY
Muse Valet is a supplier of women's clothing such as abayas, blouses, shirts, skirts
and pants. Our company was established on 8 October 2021 in Seremban, Negeri
Sembilan. Our company is located at 250, Lorong Desa Ixora 1/20, Taman Desa Ixora,
70450 Seremban, Negeri Sembilan. Muse Valet has a broad selection of ready-towear clothing. MV expands and improves the market for fashion products, especially
those made by local designers, and provides customers from all over Malaysia with
best-in-class user experiences. Number of employees for Muse Valet is 15 people
excluded CEO and CCO. Our mission is “To make everyone look and feel good” and
our vision is “To provide complete shopping apparel with unmatched fashion options
and versatile brands in a comfortable environment”. Diagram 1 is the logo of the
company.
Diagram 1
4
ORGANIZATIONAL CHART
Chief Executive Officer
(CEO)
NUR INSYIRAH BINTI
MUHAMMAD AKBAL
Chief Creative Officer ( CCO )
NUR ALYSHA BINTI MOHD
FAZLI
MANAGER
FINANCIAL
MANAGEMENT
SITI NOR AZIERA BINTI
MOHD HALMI
HANDLER
NURUL FARAH NASRIN
BINTI MUKHTAR
MUHAMMAD FIKRI BIN
MUHAMAD FAISAL
PACKER
SUPERVISORS
NURSYAHIRAH BINTI
MOKHTAR
PUTRI BALQIS BIN ZIKRI
MATERIAL HANDLE
INSPECTOR
MUHAMMAD ADAM AIDEED
BIN MOHAMMED NIZEM
PROJECT LEADERS
MUHAMMAD ADAM
DANIAL BIN ROHAIZAB
STORE EMPLOYEE
1. IZZ DANIAL BIN ROZI
2. SYED ISHKANDAR BIN SYED AWI
3. HAFIY ADLAN BIN MAHZAR
4.NUR INARA RAISYA BINTI ADAM
5.ROSSA LIYANA BINTI AFZAN
6.NUR AMIRAH AFRINA BINTI
MUHAMMAD
7.NUR INSYIRAH BINTI RAZAK
8.AIN ZHAHIRAH BINTI RAHIM
5
INTRODUCTION
Every people want to build a company need to focus on job-based structures which is
job evaluation. In our company which is Muse Valet we focus on value on the jobs,
how to assess that value and how to translate it into a job-based structures. In addition,
our company choose ranking method for the comparison of job evaluation methods. It
is because our company is new and simply small size of employee so with that
method its fast, simple and easy to explain. So that, its easy to explain to all our
employees could utterly understand. Furthermore, we also provide our company’s
organization chart and organization structure. Thus, for the compensation of pricing
the job we used develop pay grades we are transform it to bands. It will be more
easier and having a structure also help our company to eliminate awkwardness in pay
conversation between managers and employees. Managers can point to the market
based salary structure and provide clear information.
6
JOB EVALUATION
INTRODUCTION JOB EVALUATION
Job evaluation is the process of systematically deciding the relative worth of jobs to
create a job structure for the organization. The purpose of a job description and job
analysis was to summarize and collect the content of information. To determine the
value of work we need to know about job evaluation. After the manager gets the
information, it can use the difference between the relative worth of different sets of
jobs to create a job-based pay structure by assigning differentials in the system. There
are major decisions in the job evaluation process.
The major decisions are the company’s needs to tell the purpose of pay structure,
deciding on single versus multiple plans, choosing the best alternative methods,
obtaining involvement of relevant stakeholders, and lastly evaluating the usefulness of
the results. The evaluation is based on job content, skills needed, value to the
organization, organizational culture, and the external market. Job evaluation can be
seen to link internal value and job content with external market rates.
PURPOSE
Muse Valet company is a company that makes attire for everyone. The company
will do job evaluations to help set up an aligned pay structure. A pay structure is
aligned if the purpose is to support the organization’s strategy in finance. The value of
the job in the Muse Valet will increase if the performance of employers and
employees is good and the output increases. The pay structure also needs to fit with or
support the workflow. Muse Valet company would like to combine the job’s pay with
its relative contribution to the organization. This can help the company to set the pay
of employees for a new job, unique job, or changing job. With that, it can reduce
complicated things and make the work proceed faster when the employee wants to set
the job pay structure.
Muse Valet company should be fair to employees based on the pay structure. This
purpose is important because it is related to employee relationships. If the relationship
between employees and employers becomes worse, it can affect the company
organization and work cannot be proceeding. So, to make sure it does not happen the
7
company must be fair with employees and negotiate to reduce grievances and disputes
over the pay differences. The purpose of the job evaluation must motivate the
organization’s behavior toward the organization’s goals. Muse Valet will show all
employees that all their work has been valued by the company and has given many
benefits to the Muse Valet company in terms of output and services.
Everyone in the company needs to help employees adapt to the organizational
changes. So that everyone will not be left out of the information about the change in
the company. It can help employees to be clear that job evaluation can give benefits
the organization’s objectives. Muse Valet company also can help the employees by
creating versatile rewards to motivate the employees. So that the employees will get
more motivation to support the job evaluation and work diligently toward the
organizational objectives.
PARTY INVOLVEMENT
To make sure the job evaluation goes well, we need to know what party will be
involved in the design process of the job evaluation. The party or people that need to
be involved are Managers, Human Resources, Union Representatives, and employees
who know the job evaluated. The party involved can use common approaches like
task forces, teams, or committees.
In Muse Valet Company, the party involved in the design process of job evaluation
is employers in the Managerial group, employees from the Manufacturing group, and
other employees that know about designing job evaluation. To make sure the design
process work is going smoothly, Muse Valet emphasizes honesty and fairness in the
process design rather than the result. The company will revise and follow the
procedures to ensure procedural fairness when designing the process of the job
evaluation. It is to avoid the unsatisfied in the organization between employees and
employers. And the party involved should be a manageable size so that the company
can get the final decision.
8
FINAL RESULT
As a result, Muse Valet Company created a hierarchy of work in the company to
show employees an internal alignment policy into practice. In Muse Valet There are
fifteen employees including employers and consist of two groups. The two groups are
the Managerial group and the Manufacturing group. Each group has a hierarchy and
its leader is someone capable to lead the group. This can lead the workers to ensure
that everyone will support the job evaluation in the Muse Valet company and make
sure it can make a change to the company in the future.
METHOD
Ranking method
PURPOSE OF CHOOSING RANKING METHOD IN JOB EVALUATION
This method is well-known for its use in job evaluation. The method is easy and
affordable to implement especially for a small organization with few and similar jobs.
This is one of the standard procedures for evaluating performance. From this, the
company can identify the performance of those who work from the best to the least
performance and can set the payment based on it.
The following is the assessment that has been made:
Ranking of Jobs
Job
Skill
Mental
Responsibility Working
Requirement
Impact
Conditions
Manager
5
5
5
4
5
Financial
5
4
4
4
4
Handler
2
2
2
3
2
Supervisors
4
3
3
3
3
Packer
2
2
2
3
2
Material
3
3
3
3
3
4
4
4
3
4
3
2
2
3
2
Manager
Handler
Inspector
Project
leaders
Store
employee
9
SKILL
•
General Manager: 5 - General managers need a wide range of abilities,
including leadership, strategic thinking, financial management, problemsolving, decision-making, and communication skills. They must be adept at
effectively managing both people and resources.
•
Financial Management: 5 - Financial managers need to be highly analytical,
have sound financial judgment, and have knowledge of financial planning,
budgeting, forecasting, and reporting. They ought to be well-versed in both
financial analysis methods and accounting fundamentals.
•
Handler: 2 - Handlers need a basic level of manual dexterity and
organizational skills. They should be able to handle physical labor, follow
instructions, and have a fundamental understanding of inventory management
practices.
•
Supervisor: 4 - Supervisors require a blend of managerial and technical skills.
They should be capable of motivating a team, managing daily operations, and
communicating effectively. They should also have strong leadership and
communication skills.
•
Packer: Level 2 - Packers need to pay close attention to detail, have good
manual dexterity, and be able to follow directions precisely. They should be
skilled in packaging methods and knowledgeable about safety and quality
requirements.
•
Material Handle Inspector: 3 - Material handle inspectors must have a keen
eye for detail, be knowledgeable about quality assurance practices, and be able
to spot problems with materials and goods. They ought to be knowledgeable
about inspection methods and tools.
•
Project Leader: 4 - Project leaders need to be proficient in all aspects of
project
management,
including
project
organization,
planning,
and
coordination. They ought to be adept at overseeing resources, establishing
deadlines, settling disputes, and directing project deliverables.
•
Store Employee: 3 - To interact with customers successfully, store employees
need to have strong interpersonal and communication skills. They should be
able to handle sales transactions and respond to customer inquiries and should
have knowledge of the products.
10
MENTAL REQUIREMENT
•
General Manager: 5 - General managers need to think strategically, analyze
complex problems, make important decisions, and plan for the long-term
success of the company, which calls for advanced mental abilities. Excellent
problem-solving, strategic thinking, and decision-making abilities are required.
•
Financial Management: 4 - To interpret financial data, spot trends, and make
wise decisions, financial managers need to have strong analytical skills. They
ought to be skilled in financial analysis, forecasting, and modeling. The ability
to pay close attention to detail and handle numbers are crucial mental skills for
this position.
•
Handler: 2 - Because their main responsibilities involve organizing and
physically handling goods, handlers typically have moderate mental demands.
They require fundamental cognitive skills like attention to detail, the ability to
follow directions, and the ability to solve simple problems related to inventory
management.
•
Supervisor: 3 – A variety of mental abilities, such as critical thinking,
problem-solving, and decision-making, are necessary for supervisors. They
must be capable of situation analysis, conflict resolution, and sound decisionmaking. Leadership and effective communication abilities are also crucial.
•
Packer: 2 – In general, packers have low to moderate mental demands. They
must accurately follow directions, pay close attention to packaging details, and
possess some basic problem-solving abilities about packaging or order
fulfillment.
•
Material Handler Inspector: 3 - Inspectors of Material Handling must have a
keen eye for detail and the capacity to spot flaws or problems. They must be
able to apply quality control standards successfully and have an eye for detail
and observation.
•
Project Leader: 4 - To effectively plan, organize, and manage projects, project
leaders need to have sharp minds. They must be capable of critical thinking,
problem-solving,
resource
coordination,
modifying project plans as necessary.
11
anticipating
difficulties,
and
•
Employee in a Store: 2 - Employees in a Store typically have low to moderate
mental demands. They need a basic understanding of the products they sell,
the ability to interact with customers effectively, and problem-solving abilities
for dealing with customer questions or small problems.
RESPONSIBILITY
•
General Manager: 5 - General managers are in charge of the most important
tasks within the organization. They are responsible for the organization's
overall success, including decision-making, strategic planning, financial
management, employee management, and employee engagement.
•
Financial Management: 4 - Budgeting, financial reporting, risk assessment,
financial analysis, and ensuring compliance with financial regulations are just
a few of the important duties that financial managers have to perform in
managing money. They are essential to maintaining the company's financial
stability.
•
Handler: 2 - In the company's warehouse or distribution center, handlers are
responsible for receiving, classifying, and organizing goods. Their primary
concern is carrying out tasks correctly and effectively while adhering to
standard procedures.
•
Supervisor: 3 - Supervisors are in charge of managing a particular team or
department. They are responsible for organizing tasks, ensuring productivity,
advising and supporting team members, and updating higher-level
management on the status of projects.
•
Packer: 2 - Packers are in charge of packaging and getting goods ready for
distribution or display. Their main duties are to accurately follow packaging
instructions, confirm that the right items are packaged, and uphold quality
standards.
•
Material Handle Inspector: 3 - Material handle inspectors are in charge of
looking over and assessing the state of products and materials. They make sure
that materials adhere to quality standards, spot any flaws or problems, and
offer feedback to keep quality control in place.
•
Project Leader: 4 - Project leaders are in charge of overseeing particular
company-wide projects. They are in charge of scheduling tasks, coordinating
12
resources, establishing deadlines, and making sure the project's objectives and
deliverables are met.
•
Store Employee: 2 - Store employees are in charge of helping customers,
answering questions, facilitating sales, keeping the store tidy, and restocking
shelves. Their main priorities are supporting store operations and delivering a
positive customer experience.
WORKING CONDITION
•
General Manager: 4 - Although they frequently work in offices, general
managers' working environments can vary depending on the sector and size of
the business. They might work long hours, have a demanding workload, and
feel a lot of stress. To help them with their duties, they frequently have access
to resources and support personnel.
•
Financial Management: 4 - Financial managers typically work in offices,
though the type of environment they are in can vary by industry and employer.
Although they might work regular hours, they might also encounter times
when their workload is increased, such as during budgeting or auditing cycles
or financial reporting cycles. Additionally, they might experience deadlines
and stress related to financial results.
•
Handler: 3 - Handlers typically work in distribution centers or warehouses.
Physical labor, such as standing, lifting, and moving goods, may be part of
their job duties. They might put in shifts, even on the weekends. A safe
workplace is typically maintained by adhering to safety protocols.
•
Supervisor: - 3 Depending on the sector, supervisors operate in a range of
environments. They might be employed in workplaces like offices, shops,
warehouses, or other functional places. Depending on the environment and
sector, their duties may vary, but they typically involve managing tasks,
supervising employees, and dealing with operational problems.
•
Packer: 3 – Packers usually work in distribution centers or warehouses. They
frequently carry out monotonous tasks like preparing goods and packaging
them. Long periods of standing, following packaging guidelines, and hitting
productivity goals may all be part of the job description. Usually, safety
procedures are followed.
13
•
Material Handle Inspector: 3 - Material handle inspectors monitor the quality
of materials and goods while working in warehouse or production settings.
Their work environment may entail inspecting products for flaws, using
inspection tools, and adhering to quality control procedures. They might also
have to follow safety regulations.
•
Project Leader: 3 - Project leaders collaborate with teams to manage projects
while working in an office environment. Meetings, coordination, and
occasionally traveling may be required as part of their job duties. Although
they frequently have the flexibility to manage their schedules, deadlines, and
project demands can cause varying degrees of stress.
•
Store Employee: 3 - Store employees provide customer service, organize
inventory, and maintain store operations in retail settings. They may have to
stand for extended periods, interact with clients, and work a variety of shifts,
including evenings and weekends.
IMPACT
•
General Manager: 5 - General managers are in charge of establishing strategic
direction, making important choices, managing resources, and supervising
overall operations. They have a big impact on the organization. The
effectiveness and performance of the entire organization are directly impacted
by their behavior and leadership.
•
Financial Management: 4 - The stability and health of the organization's
finances are significantly influenced by financial managers. They are essential
to budgeting, financial reporting, analysis, and money management. Their
knowledge and choices help the organization be financially successful and last.
•
Handler: 2 - Handlers have a modest influence on the activities of the
organization. They are in charge of receiving, classifying, and arranging goods
to maintain an effective flow of commerce. They may not have as much of an
impact strategically, but their timely and accurate handling of goods has a
direct impact on inventory management and customer satisfaction.
•
Supervisor: 3 - As they supervise and manage teams or departments,
supervisors have a moderate impact on the organization. They are essential to
maintaining a productive workplace, efficient workflow, and employee morale.
14
Their decisions and actions have an impact on their team's performance and
help to increase operational effectiveness as a whole.
•
Packer: 2 - The Packers' influence on the organization's operations is modest
but significant. They have to prepare goods for display or shipment by
packaging them. Although they may only have a small impact on the overall
packaging process, their attention to detail and adherence to quality standards
increase customer satisfaction and business productivity.
•
Material Handle Inspector: 3 The quality control efforts of the company are
moderately impacted by material handle inspectors. They are in charge of
examining supplies and goods to make sure they adhere to quality standards.
They ensure that only high-quality products are delivered to customers by
conducting thorough inspections that help identify and prevent flaws or other
problems.
•
Project Leader: 4 - When overseeing particular projects, project managers
have a significant impact on the organization. They are in charge of organizing,
planning, and carrying out projects that frequently involve cross-functional
teams. The organization's capacity to innovate, enhance processes, and
accomplish strategic goals is directly impacted by its capacity to meet project
goals, manage resources wisely, and produce successful results.
•
Store Employee: 2 - Store staff members have a localized impact on the
company's daily operations and customer experience. They are responsible for
helping customers, keeping the store well-maintained, and facilitating sales.
Even though each person's impact may be more modest, collectively, they
make a significant impact on the organization's reputation, sales performance,
and customer satisfaction.
15
Based on the ranking we have used, the following is an estimate of the amount of
salary that will be received for each position:
An Array of Jobs According to The Ranking Method
Rank
Month Salaries
Manager
RM 5,600 – RM 7,000
Financial Management
RM 4,500 – RM 7,000
Project Leaders
RM 3,600 – RM4,500
Supervisors
RM 2,900 – RM 3,600
Material Handler Inspector
RM 2,200 – RM2,900
Store employees
RM 1,800 – RM 2,200
Handler
RM 1,500 – RM 1,800
Packer
RM 1,500 – RM 1,800
An Array of Jobs According to The Ranking Method
Rank
Month Salaries
Manager
RM 4,600 - RM 8,000
Financial Management
RM 4,600 - RM 8,000
Project Leaders
RM 3,800 - RM 4,600
Supervisors
RM 2,400 - RM 3,800
Material Handler Inspector
RM 2,400 - RM 3,800
Store employees
RM 2,000 - RM 2,400
Handler
RM 1,600 - RM 2,000
Packer
RM 1,600 - RM 2,000
16
DEVELOP PAY GRADES
Maximum ( MUSE
Vallet) : 7000
Maximum ( MUSE
Vallet) : 4500
Maximum (Kamsiah
boutique): 8000
Maximum (Kamsiah
boutique): 4600
Maximum ( MUSE
Vallet) : 3600
Maximum (Kamsiah
boutique):3800
Maximum ( MUSE
Vallet) : 2200
Maximum (Kamsiah
boutique): 2400
M
Maximum ( MUSE
Vallet) : 1800
Minimum( MUSE Vallet) : 4500
Maximum (Kamsiah
boutique): 2000
Minimum (Kamsiah boutique):4600
Minimum( MUSE Vallet) : 3600
S
Minimum (Kamsiah boutique):3800
Minimum( MUSE Vallet) : 2200
Minimum (Kamsiah boutique):2400
Minimum( MUSE Vallet) : 1800
Minimum (Kamsiah boutique):2000
Minimum( MUSE Vallet) : 1500
Minimum (Kamsiah boutique): 1600
Minimum( MUSE Vallet) :
GRADES
Contain Job
1
2
3
4
5
AB
C
DE
F
GH
Minimum (Kamsiah boutique):
17
Salary (RM)
F OM G ADES TO BANDS
GRADES
Contain Job
Associates
Lead Professionals
The advantages of using traditional approaches was to provide flexibility to broadly
define job responsibilities. Then to support organizations that have eliminated layers
of managerial jobs. Furthermore they also foster cross-functional growth
development. It is also helps manage the reality of fewer promotions in flat
organizations. Lastly the flexibility eases mergers and acquisition.
18
ORGANIZATIONAL & STRUCTURE
Every business has a managerial role that comes after planning. The process of
deciding what needs to be done, how it will be done, and who will execute it is also
included in its definition. The management's organisational structure will make it very
obvious how the duties of the boss and personnel are divided. The useful structure is
utilised by Musevalet. They employ this type of organisation because it groups each
departmental head according to their area of competence. Because they are experts in
their sector, all decisions and tasks will be handled carefully in this situation. Every
department head's job of supervision is made easy by the structure's appearance of a
limited span.
MUSEVALET ORGANIZATION CHART
Chief Executive
Officer (CEO)
Nur Insyirah Binti
Muhammad Akbal
Chief Creative
Officer (CCO)
Nur Alysha Binti Mohd Fazli
Manager
Siti Nor Aziera Binti Mohd
Halmi
Financial
Manager
Nurul Farahnasrin Binti
Mukhtar
19
Handler
Muhammad Fikri Bin
Muhamad Faisal
CONCLUSION
MUSE Valet is a clothes supplier in general, and our primary duty is to make the
essential fabrics and other items for the collection process available to other functions
ranging from design to manufacturing, packaging, and distribution. This is one of the
benefits of our company's capacity to seize this market opportunity to develop
clothings. In terms of market competitiveness, we give the best price and sale every
year, which distinguishes our goods from other rivals. The fabric material that we
give is of great quality and brand new, therefore the consumer is satisfied with our
product. Our company's marketing will allow us to compare it to other firms in
Malaysia in terms of pricing, quality, and safety.
MUSE valet has been in operation for two years, beginning in 2021. We anticipate
that we will be able to fulfil our high sales objectives for the coming year because our
company's earnings have increased every year throughout our two years of operation
as a clothing provider. Furthermore, our employees demonstrate a strong work ethic
by staying until all daily chores are done. Based on our objectives, we aim to maintain
positive cash flow, which we can assess and see from the financial plan, therefore
achieving one of our objectives.
In addition, we have thoroughly examined our market, potential clients, and
capabilities to expand sales and market share in our business. Due to our unique
selling point that satisfies customer need, aggressive marketing plan, and
differentiation from rivals, our firm has the ability to give a significant return on
equity to potential investors. As a result, we expect that our product will complement
and suit Malaysian preferences, be well welcomed, and be difficult to forget due to its
distinctive concept. We think that in the future, our product will be the most popular
clothes provider in Malaysia and throughout the world.
20