MENGAPA GAJI GM ASING LEBIH TINGGI DARI GM INDONESIA, PADAHAL TARGET TOTAL REVENUE SAMA?
Perbedaan gaji GM asing dan GM Indonesia menjadi isu sensitif di industri hotel. Studi WTTC & Oxford Economics (2022) menunjukkan bahwa GM asing di Asia Tenggara menerima kompensasi 30–60% lebih tinggi dibanding GM lokal dengan target revenue dan KPI yang setara.
Menurut konsultan global HVS Asia Pacific Salary Guide (2021), perbedaan tersebut tidak semata karena kemampuan, melainkan akibat total employment cost: biaya relokasi, pajak internasional, asuransi, kontrak jangka pendek, dan risiko penugasan lintas negara.
Namun, PHRI (2023) mengingatkan bahwa kesenjangan gaji tanpa transparansi berpotensi menciptakan demotivasi SDM lokal. Banyak GM Indonesia mampu mencapai revenue, GOP, dan guest satisfaction index setara bahkan lebih stabil dibanding GM asing.
Dalam konteks manajemen modern, kompensasi seharusnya berbasis kinerja, kompleksitas tugas, dan nilai tambah strategis, bukan asal negara. Target revenue yang sama seharusnya menuntut sistem penghargaan yang setara pula.
Jika tidak dikelola secara adil, disparitas ini dapat menjadi hambatan dalam pembangunan kepemimpinan nasional di industri perhotelan.
TIM
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WHY ARE FOREIGN GMS PAID MORE THAN INDONESIAN GMS DESPITE HAVING THE SAME TOTAL REVENUE TARGETS?
Compensation disparities between foreign and Indonesian General Managers represent a sensitive issue in the hotel industry. A joint study by WTTC and Oxford Economics (2022) found that foreign GMs in Southeast Asia receive 30–60% higher compensation than local GMs, even when revenue targets and key performance indicators are comparable.
According to the HVS Asia Pacific Salary Guide (2021), these differences are not solely performance-based, but reflect total employment costs, including relocation expenses, international taxation, insurance, short-term contracts, and cross-border assignment risks.
PHRI (2023) cautions that wage disparities lacking transparency may demotivate local professionals. Empirical evidence shows that many Indonesian GMs achieve comparable—or even more stable—results in revenue, gross operating profit (GOP), and guest satisfaction indices.
From a modern management perspective, compensation should be aligned with performance, task complexity, and strategic contribution, rather than nationality. Equal revenue targets logically require equitable reward frameworks.
If left unaddressed, such disparities may hinder the long-term development of national leadership within the hospitality sector.
THE TEAM
