Job Evaluation Using Hay Method - Additional Class

1
JOB EVALUATION
in making Job Grading
Using Hay Method
By : Pungki Purnadi M.W.

www.pungkipurnadi.com or
www.pungkipurnadiassociates.com
CHRP38 additional class Friday, 18th August 2017
Workshop Objectives
To provide an in-depth
understanding and application of the
Job Management (Job Analysis Job
Description Job Evaluation Job
Grading) tools and methodologies in
order to value jobs towards achieving
business results with effective
Remuneration System.
Certified Human Resources Professional Unika Atma Jaya - Jakarta

Position/Job Evaluation Its application to 3
current organization
Level
L L
In this model, ranking between
L1 L1 L1 L1 L1 positions represents functional
L2 L2 L2 L2 L2 L2 L2 L2 L2 level, which can be misleading
L3 L3 L3
Position Class Job Grade

58 L
57 L1 Position/Job Evaluation clarifies
56 L1 each positions relative ranking
L1 L2 between one another,
55
represented in Position Class
54 l2 or Job Grading
53 L2 L3 L1
52 L2 L2 L3 L2
51 L2 L2

Position Evaluation Developing a 4
Grading Structure
Position Classes are banded Grade is usually for Employee group is
based on the distribution of managing base usually used to
position within organization, salary, for salary manage cash / non-
to create a grade. structure. cash benefits.
Grade & Position Title Employee Group

Position Class Job Grade
L M President
58 Top Management
3 Director
57 L1 M
Division Heads
56 2
L1
55 L1 L2
Department
l2 M
54 Heads Management
1
/Senior Specialist
53 L2 L3 L1
52 L2 L2 L3 L2 Superintendents
S3 Staff
/Specialists 4
51 L2 L2

Components of Job Management & Salary Structure
Design
Job
Organisation Analysis Job
Structure Job Design In making Evaluation
Design Job / Grading
Description
Job Value
Business
Salary Survey
Deliverables Inter relationship Establish the
Objectives of job
of Job (KRA value of the
Key Business accountabilities
& KPIs) job
Process within the
Organisation Undertake
INPUT SWOT organisation
Model and correlation to
Analysis of
REQUIRED Structure Impact of jobs ensure
the on business
company
Functional internal Salary
Structure results relativity and
Balance Ownership of external
Structure
Score Card roles Design
comparability
Corporate

METHODS & TOOLS
for H.R. MANAGEMENT
JOB/POSITION DESCRIPTION -
COMPETENCY BASED
(POSITION vs EMPLOYEE)
TEAM & INDIVIDUAL

JOB EVALUATION
OBJECTIVES
KRA - KPI
INDIVIDUAL ANNUAL
JOB/POSITION LEVEL
INTERVIEW
OPTIMIZATION OF
H.R. MANAGEMENT :
1. REMUNERATION & REWARD
2. DEVELOPMENT & TRAINING
3. CAREER & MOBILITY

Total Reward Model
TOTAL REWARDS
STRATEGY
Business Compensations
Strategy
Benefits Attract Employee

Business
Human
Capital Work-life Motivate Satisfaction Performance
Strategy & & Reward
Performance & Engagament
Recognition
Retain
Organizational Development &
Culture Career
Opportunities

Remuneration Management
Vision Mission Values Objectives
Organization Model & Structure

Job Analysis
Job Description
Pay For Position

Pay For Performance Incentive Design
3P Job Evaluation With Job Evaluation
Pay For Person
Job Grading Committee
Remuneration
Salary Survey
Management
Strategy Remuneration
Salary Grading

Three P
Remuneration Management Systems
Performance
Evaluation
Role Classification
Position
Job Description
Evaluation Pay for
KRA KPI Target Performance
Objective Setting
Pay for
Position Evaluation
Position Incentive
Bonus
Performance Review
Basic Salary Allowance
Compensation
Person Competency Development
Person Evaluation
Pay for Person
Allowance
3-P Compensation
Pay for Position
All individuals in the same grade have the same Reference
Salary (minimum to maximum and normally Basic Salary)
Pay for Person
Competency determines actual salary relative to Reference
Salary
Competencies in high demand receive a market premium
Pay for Performance
Performance pay is variable (incentives or allowances or
bonus, mostly percentage of Basic Salary)
Pay for both short-term and long-term performance
Total Compensation
Control cost to employer while maximizing values to
employees

Remuneration Management

Using The Hay Guide Chart as a Tool
to Grade Jobs
The Hay Guide Chart Method of Evaluation was
introduced in the 1950s.
It evolved through experiences with

organizations of every type and size, and most
widely used proprietary position evaluation
methodology in the world.
It is a numerical method of evaluating jobs.
Certified Human Resources Professional Unika Atma Jaya - Jakarta 18

THE COMMON ELEMENTS OF JOBS
INPUT THROUGHPUT OUTPUT
KNOW-HOW ACCOUNTABILITY
PROBLEM
SOLVING

Linking Job Analysis to Job Measurement
Factors
Job Analysis Job Measurement Factors
Components
Accountabilities
Qualifications & Depth and Breadth of
Experience Specialised Knowledge KNOW HOW
Competencies Managerial Know-How
Organisation Structure Human Relation Skills
Job Purpose
Accountabilities Thinking Environment PROBLEM
Special Aspects/Major Thinking Challenge SOLVING
Challenges
Accountabilities Freedom To Act

Dimensions
Job Impact on End ACCOUNTABILITY
Key Performance
Results
Indicators
Magnitude

Relationship of Job Analysis
& Job Evaluation
JOB EVALUATION FACTOR
KNOW HOW PROBLEM SOLVING ACCOUNTABILITY
1. JOB PURPOSE X X
2. KEY / MAIN ACCOUNTABILITIES (KRA KPI) X X X
3. DIMENSION X
4. WORKING RELATIONSHIP X
5. AUTHORITY FREEDOM TO ACT X
6. CHALLENGES X
7. MINIMUM REQUIREMENT X
8. ORGANIZATION STRUCTURE X

JOB EVALUATION
ELEMENTS OF JOB SIZE
KNOW-HOW PROBLEM SOLVING ACCOUNTABILITY
Technical Thinking Freedom

Know-How Environment to Act
Management Thinking Area of
}
Breadth Challenge Impact
Human Relations
Skills Nature of
Impact

Position/Job Evaluation Rule of Thumb
Position/Job Evaluation
should focus on the
Position, not on the
incumbent and certainly
not on how the incumbent
performs.
Evaluations are correct at

the present of time.
If organization changes,
the evaluations should be
revisited.

Job Evaluation (JE)
What is Job Evaluation

Job Evaluation is a system for
ranking jobs logically and fairly
by comparing job against job or
against a pre-determined scale to
determine the relative size of
jobs in an organization.

JOB EVALUATION
IS IS NOT
Comparative Absolute
Judgmental Scientific
Structured Unstructured
Job Centered Person Centered

JOB EVALUATION INFORMATION
Information about a job typically
comes from:
The content of job or role
description.
The knowledge and
understanding of those
carrying out the evaluations
(Job Evaluation Committee).
The current organization
model & structure

JOB EVALUATION
Information
Judgment Job Size
Method
Job Evaluation Applicable

Committee Accepted/able
Felt-fair

JOB EVALUATION - JUDGMENT
Constrained by rules
jobs not people
normal performance
the job as it is now
disregard current pay and status
no understanding : no evaluation
Checks and Balances

collective judgment
consensus
profiles
sore thumbing

Principles of Job Evaluation / 29
Grading
What to GRADE: What NOT to GRADE:
the JOB itself the strengths and

weaknesses of the
individual currently
Not concerned with current
performing the job
pay or status
titles or status
the VALUE OF THE JOB
being performed at a fully
proficient level (NO MORE!
NO LESS!)
Jobs TODAY
KNOW-HOW
The sum of every kind of knowledge, skill and experience
required for standard acceptable job performance
Technical Know-How (A, B, C, D, E, F, G, H)
(lebih banyak ke latar belakang pendidikan
akademis dan lama tahun pengalaman di
bidang nya)
Management Breadth (N, I, II, III, etc.)
(lebih banyak melihat kompetensi managerial
yang dibutuhkan dalam mengelola pekerjaan
dan anak buah)
Human Relations skills (1, 2, 3)
(lebih banyak melihat kepada kompetensi
komunikasi yang dibutuhkan dalam
berinteraksi di posisi jabatan)

Depth of Technical Know How
A. PRIMARY
Jobs are extremely simple in nature, can be learned within a matter of several
days or weeks. Little formal education required. Typical jobs: file clerks, mail
distribution clerk. An entry level position requiring no previous work
experiences.
B. ELEMENTARY VOCATIONAL
Covers jobs which are highly repetitive/basically simple assignments, often
requiring operating equipment knowledge: typewriters, duplicating machines or
keypunch, etc.
C. VOCATIONAL
Proficiency means capability in: e.g., shorthand or bookkeeping, Specialized
equipment tabulating machines, peripheral data processing, off-set duplicating
machines, or other machines of this level of complexity.
D. ADVANCED VOCATIONAL
Specialized skills include the fields of advanced bookkeeping, computer
operation, design drafting and craft skills, e.g., electrical. Most first line
supervisors will fall in this category.
E. BASIC PROFESSIONAL
Covers jobs that require the equivalent of a basic college education or advanced
vocational training, strengthened by years of experience. Jobs at this level
require the incumbent to have a specialized body of knowledge at his command

Depth of Technical Know How
F. SEASONED PROFESSIONAL
Focus is the difference in meaning between proficiency and sufficiency. F indicates
more thorough capability as suggested by the meaning of seasoned, F requires the
equivalent of a basic college education supplemented by substantial, pertinent work
experience in a specialized knowledge in a wide variety of situations.
F jobs also are those requiring advanced degrees where the formal knowledge requires
almost immediate competent performance. Keep in mind the advanced degree maybe
substituted by X years of experience. Again, the focus here is on the utilization of Know-
How, not in acquisition.
G. PROFESSIONAL MASTERY
This covers jobs requiring expertise supplemented by additional depth to the point of being
the authoritative source of knowledge within the organization. The financial, human
resources, merchandising, sales, distribution, etc., Jobs to whom others turn for advice and
counsel.
G also represents positions that call for expertise in several or more specialized fields. Top
management positions may often require G know-How because of the requirements for the
incumbent to know quite a bit about a wide variety of fields.

Breadth of Management Know-How
Planning, organizing, directing and
controlling
Complexity
Functional diversity
Timescale/planning horizon
Scale
Strategic influence
Recognizes the structural realities
33
Breadth of Management Know How
N TASK
Performance of a task (s) highly specific ads to objective and content, and
not involving leadership of others. All blue-collar, non-staff jobs fall under
this category.
I SUPERVISORY
This covers positions at the first level of supervision. These positions are
close to the work being done; they supervise individual workers and/or
group leaders. They often must consider the requirements of relating
operations when establishing priorities and scheduling work.
II MANAGERIAL
This covers single functional department managers. Actual of various
activities is largely delegated. Typical managerial responsibilities include
the integration of (or with) supportive activities and external coordination
with others managers in planning and executing for end results. Normally,
the span of control is limited and the depth of managerial control to the
point of action is not deep. Or this covers positions which coordinate a
function across several operating departments in a company.

Breadth of Management Know How
III DIVERSE MANAGERIAL
This covers multifunctional managers. By multifunctional we
mean either:
Managing at least two functional areas of an important
nature and size or diversity in the nature of the end results
of each area is important, and focusing on inherently
competing requirements or, this covers positions which
coordinate a major function across several operating units in
the group.
IV TOTAL
Management positions at these levels are responsible for the
operations of major unit or units (having a significant impact
on the total company) as the CEO or for the functional
guidance of a strategic function to various units in the
organization and are limited to top management operating at
the policy-making level of the company.

HUMAN RELATIONS SKILLS
The requirement for Know-How in working with or through people
inside and/or outside the organization
Three levels:
Basic Effective Communication
Convincing through use

Important of logical and adult,
and objective arguments
Changing behavior by
Critical understanding human
motivation (at any level)

Range of Human Relations Skill
1. BASIC
Human Relations skill at this level are subordinate to technical or
procedural skill requirements. These jobs need not influence others in
carrying out their assignments. Some non-supervisory and specialist
positions fail into this category.
2. IMPORTANT (win-win)
Human Relations Skills are not overriding to the success of an assignment.
Normal courtesy and effectiveness with people, however, is just not
enough to fulfill the needs of the position. The 2 level of Human
relations Skills requires interplay with subordinates and superiors of a
more intensive nature than 1. This slot is also appropriate for those
positions that do some coordinating outside incumbents division or
department
3. CRITICAL (win loose)

Positions at this level are required to motivate, convince or sell to
people successfully to attain end results. The majority of supervisory and
management positions fall into this slot. The job requires establishing
rapport, or getting others to do what they would not otherwise do.
Jobs dealing with any government department or customer usually fall in
this category.

Sample Evaluation Know-How
E-
II
3
264

Scoring Know How
Decide on alphabet, and scale (- or +, if applicable), nest
on roman lettering, and shad (- or + if applicable), then
on Arabic numeral (no shading)
Example:
E+
II
3
thus, E + II - 3
39
PROBLEM SOLVING
The self starting thinking
required by the job for analyzing,
evaluating, creating, reasoning,
arriving at and drawing
conclusions.
Freedom To Think Thinking
Environment
(A, B, C, etc. difficulty of problem diagnosis)
Thinking Challenge
(1, 2, 3, etc. difficulty of finding the right solutions)

FREEDOM TO THINK THINKING
ENVIRONMENT
Limited by strategy:
Direct supervision/guidance on policy at
the top level
: Procedures
: Nature of the task.
Hierarchical (but not automatically):
Jobs can often think as free as their
boss - but usually within the same - or
smaller - strategic framework.

Levels of Thinking Environment
A. STRICT ROUTINE
Rules are very basic and instructions quite specific (mostly oral orders),
saying dont think, do
Example
File only Red Copies;
Dispatch mail on hand at 3 and 6 pm;
Mail according to class and weight rate schedule;
Sweep halfway and return for further work assignments.
B. ROUTINE
This slot covers a number of the positions in the clerical hierarchy.
Thinking restrictions are less severe than in slot A; positions carry out
specific assignments according to established routines or standing
instructions, or until instructed to do otherwise.
C. SEMI ROUTINE
There is a definite crossover between B and C. Now, the thinking
environment has the somewhat less limiting aspects of procedures,
rather than instructions; or the past practice of doing something the
Companys way. Many clerical and non-supervisory jobs are covered by
this slot.
42
D. STANDARDIZED
Positions must resolve a course of action within diversified, yet
explicit, well established procedures. There is some leeway as how
to resolve the problems due to the variety of procedures or
standards available. Unusual situations at variance with
procedures and instructions are referred upwards for assistance or
further definition. Most supervisory positions fall in this category.
E. CLEARLY DEFINED
Again, we have a definite crossover from the preceding slot.
Policies even though clearly defined, are less limiting than
procedures. The what is distinctly stated; the how is largely
determined by the incumbent's own judgment, based on
principles. By principles we mean those of disciplines such as
engineering, law, accounting etc. Most professional and
management jobs fall in this category.

F. BROADLY DEFINED
The determination of the what to do in applying broad
policies to solve the problem is largely left to the incumbent.
However, the objectives themselves would tend to be stated
rather clearly, but not in as specific terms as in E. Most
functional heads fall in this category.
G. GENERALLY DEFINED
This slots covers positions concerned with determining the
major functional directions the Company takes. The what
is specified in only very general terms. The objectives must
be determined for achieving Company policy.
Jobs at this level translate over-all strategies into broad
functions or corporate direction. The jobs are close to the
very top where overall direction is being considered. (e.g.,
CEO, President Director)
H. ABSTRACTLY DEFINED
Job holder sets strategic consistent with its charter. (e.g.
Chairman)
THINKING CHALLENGE
Degree of creativity or
original thought.
Complexity of problems.
Relationship with
Thinking Environment.
Degree level of solution
origination.

Levels of Thinking Challenge
1. REPETITIVE
Jobs at this level require the recall of specific learned things in simple,
stable and repetitive situations. An example might be a job that
requires sorting out black and white balls. File clerks, and mail
distribution clerks are examples of this level.
2. PATERNED
Here the incumbent makes a choice of applicable learned things in
traditional situations. It is a kind to sorting twenty grey balls into three
shades of grey.
3. VARIABLE
Here the person in the job makes choices of relevant learned things in
situations that any present some new material, but this material
conforms to established patterns and modes. Interpolate implies
being confronted with a number of different questions, each having
several different answers to it. It is a pick and choose situation.
Decision can still be made rather rapidly based on prior knowledge or
experience, as opposed to fitting a prescribed pattern (as in 2), or the
necessity to be more methodical in defining the problem and solution.
At 3 the answers have previously being found; the incumbent must

select the most appropriate answer or combination of answers.

Levels of Thinking Challenge
4. ADAPTIVE
This level of thinking means innovative imitation
requiring constructive thinking where the response
often involves study or contemplation. The
incumbent defines the problem, develops a
recommended course of action.
At 4 the answers cannot be selected from some
that are already known; it is up to the incumbent to
come up with the appropriate response, solution or
answer.
5. UNCHARTED
This applies to truly creative thinking about
something never done before within or by the
company. The position must be structured so that
this requirement is a significant part of the job.

Sample Evaluation Problem Solving
E D+
II- 3
3 (33)
264 87

ACCOUNTABILITY
The answerability for action and for the

consequences of that action.
The measured effect of the job on the
end results.
It has three dimensions in the following
order of importance:
1) Freedom to Act (A, B, C, D, E, F, G)
2) Nature of Impact - Magnitude
3) Area of significant Impact (P, S, C, R)

Levels of Freedom to Act
A : PRESCRIBES
Job at this level do exactly as told. No various are permitted unless
specifically authorized. Supervision is on a continuing or hour-to-hour
basis. Keep in mind, however, that this does not necessarily imply
personal supervision. An example might be the right janitor working
alone, where standing instruction are explicit.
B : CONTROLLED (by direct hierarchy)
The work routines permit some re-arrangements of work sequence and
supervision is less stringent For example, a secretary has a set routine,
close supervision provided by the clearly defined nature of work, but
the secretary changes the sequence of the work depending upon the
circumstances.
C : STANDARDIZED (by SOP)
Practices and procedures permit variations in work routine. Supervision
at this level is periodic both before and after the fact. This is typical of
senior clerical and secretarial positions and first level supervisors and
foreman.

D : REGULATED (from regulator)
Here there is some latitude in modifying practices and
procedures to accomplish the assignment. Review of work
maybe at the end of a day or week and is after the fact.
Assignment at this level specify the what and by when. On
the light side of D assignment receive close supervisory
attention and have very limited authority. The incumbent is
controlled closely by supervisor and by local work rules and
practices covering essentially all phases of his activity. This
control is less stringent for solid heavy D. The incumbent has
more latitude in accomplishing his assignment. By latitude we
are talking about ways to do something or how to do something,
not what to do or whether to do. In A through D, the what
and how are given.
E : DIRECTED (from management)

The job is subjected to broad practices and procedures by
functional precedent & policies. Managerial direction.

F : GENERALLY DIRECTED (from BoD)
These positions are free to determine the general results. It is
up to the incumbent to draw on available resources to
accomplish the end results. The review of end results is over a
longer time span such as six months to a year.
G : BROAD GUIDANCE (from owner or commissioners)
Determining goals and major directives to achieve the what
which is defined in very general terms (eg. CEOs of large
companies).
H : STRATEGIC GUIDANCE
Setting strategic direction consistent and subjected to BOD and
corporate governance constraints (eg. Chairman of large
companies).

Nature of Impact - Magnitude
Measuring how much the monetary
impact toward the achievement of
company vision and mission.
Impact on Company PROFIT REVENUE COST

How much the monetary size impact in
company organization (Very Small, Small,
Medium, Large, Very Large)

Area of significant Impact
Measuring the directness /
indirectness of position/job values
impact toward the achievement of
company vision and mission.
P = Prime
S = Shared
C = Contributory
R = Remote
Sample Evaluation Accountability
E
II-
3
264
D+
3
(33)
87
D
2-
P
115
466

Sample Profile Managerial
Position (PS<ACC)
A1 : 100% achieve target through other
positions
A2 : 87,5% achieve target through other
positions
A3 : 75% achieve target through other
positions
A4 : 62.5% achieve target through other
positions
L if PS = ACC mean 50% achieve target
through other positions & 50% through self
position
Sample Profile Functional Position
(PS>ACC) Professional Position
P4 : 100% achieve target through self
position
P3 : 87,5% achieve target through self
position
P2 : 75% achieve target through self
position
P1 : 62.5% achieve target through self
position

good luck & success!
If you need further assistance,
please contact me at 08121055000
Or visit www.pungkipurnadi.com
www.pungkipurnadiassociates.com
pungki@pungkipurnadi.com
Pungki.purnadi@yahoo.com

Pungki Purnadi, ST. MM.MHRM.
Pungki Purnadi is certified HR practitioner, having more than 26 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position in various countries (France, England, Scotland, Norway, Arab
Emirates, Nigeria, Libya, Iran, Sudan, Turkey, Australia, Myanmar, Thailand and
Malaysia) such as Training & Development Manager, HRD Manager, Country
HR Manager, South East Asia Regional HR Manager and Human Capital
Director. He is also one of the founders who have an initiative to conduct HR
certification in Indonesia such as Certified Human Resources Professional
(CHRP); Certified Human Resource Management (CHRM) and Certified Human
Capital Management. As HR practitioners, he is very active to run and
facilitating several HR program.

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1

By : Pungki Purnadi M.W.

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Position Class Job Grade

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Grade & Position Title Employee Group

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Certified Human Resources Professional Unika Atma Jaya - Jakarta

TEAM & INDIVIDUAL

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Benefits Attract Employee

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Organization Model & Structure

Pay For Position

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Person Competency Development

Certified Human Resources Professional Unika Atma Jaya - Jakarta

Certified Human Resources Professional Unika Atma Jaya - Jakarta

It evolved through experiences with

It is a numerical method of evaluating jobs.

Certified Human Resources Professional Unika Atma Jaya - Jakarta 18

INPUT THROUGHPUT OUTPUT

Certified Human Resources Professional Unika Atma Jaya - Jakarta 19

Accountabilities Freedom To Act

Certified Human Resources Professional Unika Atma Jaya - Jakarta 20

KNOW HOW PROBLEM SOLVING ACCOUNTABILITY

2. KEY / MAIN ACCOUNTABILITIES (KRA KPI) X X X

5. AUTHORITY FREEDOM TO ACT X

Certified Human Resources Professional Unika Atma Jaya - Jakarta

KNOW-HOW PROBLEM SOLVING ACCOUNTABILITY

Technical Thinking Freedom

Management Thinking Area of

Certified Human Resources Professional Unika Atma Jaya - Jakarta 22

Evaluations are correct at

Certified Human Resources Professional Unika Atma Jaya - Jakarta

What is Job Evaluation

Certified Human Resources Professional Unika Atma Jaya - Jakarta 24

Job Centered Person Centered

Certified Human Resources Professional Unika Atma Jaya - Jakarta 25

Certified Human Resources Professional Unika Atma Jaya - Jakarta 26

Judgment Job Size

Job Evaluation Applicable

Certified Human Resources Professional Unika Atma Jaya - Jakarta 27

the job as it is now

disregard current pay and status

Checks and Balances

Certified Human Resources Professional Unika Atma Jaya - Jakarta 28

the JOB itself the strengths and

Certified Human Resources Professional Unika Atma Jaya - Jakarta 30

Certified Human Resources Professional Unika Atma Jaya - Jakarta 31

Certified Human Resources Professional Unika Atma Jaya - Jakarta 32

Certified Human Resources Professional Unika Atma Jaya - Jakarta 34

Certified Human Resources Professional Unika Atma Jaya - Jakarta 35

Basic Effective Communication

Convincing through use

Certified Human Resources Professional Unika Atma Jaya - Jakarta 36

3. CRITICAL (win loose)

Certified Human Resources Professional Unika Atma Jaya - Jakarta 37

Certified Human Resources Professional Unika Atma Jaya - Jakarta 38

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Certified Human Resources Professional Unika Atma Jaya - Jakarta 41

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