Analisis Penerapan Reward dan Punishment Terhadap Kepuasan Kerja Pada Karyawan Matahari Departement Store Gressmall Gresik

Abstract

Background – As a modern retail company in Indonesia, MDS Gressmall Gresik implements a reward policy within its employee management system. Preliminary observations revealed a fundamental issue regarding the discrepancy between the ideal policy and actual practice on the ground. This issue impacts the reward system implemented at MDS Gressmall Gresik; the prevailing situation indicates that rewards remain largely focused on financial aspects—such as sales incentives and bonuses—while failing to address non-financial benefits like respect, recognition, or opportunities for personal development.

Objective – This study aims to analyze the implementation of the reward and punishment system and its influence on employee job satisfaction at MDS Gressmall Gresik.

Design / Methodology / Approach – This study employs a qualitative approach, with data collected through observation and in-depth interviews with informants who are employees of MDS Gressmall Gresik. Data analysis techniques include data reduction, data presentation, and conclusion drawing.

Findings – Research findings indicate that PT MDS Gressmall Gresik has implemented a comprehensive reward system, encompassing both financial incentives (such as sales target achievement bonuses) and non-financial incentives (such as certificates of appreciation), to foster productivity and job satisfaction.

Research Implication – The implementation of reward and punishment systems at Matahari Department Store Gressmall Gresik influences employee job satisfaction. Rewards that are clear, fair, and commensurate with work achievements can foster motivation, morale, a sense of being valued, and employee satisfaction with their work. Conversely, inconsistently applied punishments have the potential to create a sense of unfairness, diminish motivation, and impact employee job satisfaction.

Limitations – The unit of analysis in this study consists of the employees at Matahari Department Store Gressmall, and the study includes seven informants: one manager, one HR representative, and five employees of Matahari Department Store Gressmall.