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MSDM-Ernie Tisnawati Sule,SE,MS 12

Nature of Human Resource Management

Human Resource Management Desain dari sistem formal dalam organisasi untuk

memastikan efektifitas dan efisiensi daripenggunaan potensi manusia untuk mencapai

tujuan organisasi Who Is an HR Manager?

Setiap manajer (manajer lini) adalah HR manager

Spesialis di bidang HR mendisain proses dan sistem

yang kemudian dijalankan oleh manajer lini.

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HR Management Challenges

Economic and Technological Changes Workforce Availability and Quality

Growth in Contingent Workforce (kependudukan dan

perbedaan)

Balancing Work and Family (keseimbangan kerja dan

keluarga)

HR managers must work toward ensuring cultural

compatibility in mergers. (restrukturisasi organisasi)

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Different Roles for HR Management

Figure 15

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STRATEGIC HR MANAGEMENT

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Human Resources as a Core Competency

Strategic Human Resources Management Organisasi menggunakan karyawan untuk meraih

atau mempertahankan competitive advantagemelawan pesaing

Core Competency Kemampuan unik dalam organisasi yang

menciptakan nilai tinggi dan membedakanorganisasi dengan pesaingnya

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Possible HR Areas for Core Competencies

Figure 21

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HR-Based Core Competencies

Organizational Culture Nilai-nilai atau keyakinan bersama dari orang-orang

di organisasi

Productivity

Ukuran dari kuantitas maupun kualitas dari hasilpekerjaan dengan mempertimbangkan biaya darisumber daya yang digunakan

Rasio input dan output yang diindikasikan dengan

value added Quality Products and Services

Produk dan jasa yang berkualitas tinggi adalah hasildari peningkatan kinerja SDM di organisasi

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Human Resource Planning

Human Resource (HR) Planning Proses analisis dan identifikasi kebutuhan dan

persediaan sumber daya manusia sehinggaorganisasi dapat memenuhi tujuannnya

HR Planning Responsibilities Eksekutif puncak di bidang SDM dan bawahannya

mengumpulkan informasi dari manajer lain untukdigunakan dalam mengembangkan perkiraan di

bidang SDM untuk kemudian digunakan dalamperencanaan strategis organisasi

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MSDM-Ernie Tisnawati Sule,SE,MS 111

HOW OBJECTIVES AND EVALUTION STANDARDS

ARE DETERMINED

Assessments ofexternal,

organizational, and

employee conditions

Current or anticipatedconditions

Assessments of

external,

organizational, and

employee conditions,

and key stakeholders

PRIORITIES

Assessment ofexternal,

organizational, and

employee conditions

Desired or requiredconditionsComparison

Perceived discrepancies

Objectives and Evalution Standard

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MSDM-Ernie Tisnawati Sule,SE,MS 112

Demand analysis

Organizational

conditions

Marketing plans

Finance plans

Operating plans

Technology plans

Forecast demand

Quantity

Experience

Capability

Diversity

Costs

Employeequantitychanges

Promotion

Demotion

Transfers

Quits

Layoffs

Retirements

Dismissals

Employeeactivity change

Compensation

Training

Job design

Communication

Forecast internal

available supply?

Quantity

Experience

Capability

Diversity

Costs

Forecast external

supply?

Quantity

Experience

Capability

Diversity

Costs

Attractingcandidates

Selecting new hires

Current Inventory

analysis

Internal

Compare with

External

Supply Analysis

Reconcile through decisions

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Factors That Determine HR Plans

Figure 23

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Estimating Internal Labor Supply for a Given Unit

Figure 29

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MSDM-Ernie Tisnawati Sule,SE,MS 116

HUMAN RESOURCE PLANNING: The First step in the StaffingProcess

Organizational

Mission andStrategic Planning,Goals, Job Design,Job Specification

Forecasts and

Budgets

HumanResources

Management

AuthorizationFor Staffing

DevelopingSources ofApplicants

Evolutionof Applicants

EmploymentDecision

And Offers

Induction,Orientation,And Training

Promotions,Transfers,Demotion

Separation(Retirement,Discharge,

Resignation, Layoff,Disability, etc)

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INDIVIDUAL PERFORMANCE AND

RETENTION

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Components of Individual Performance

Figure 31

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MSDM-Ernie Tisnawati Sule,SE,MS 119

Factors Affecting Job Performanceand Organizational Commitment

Figure 33

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MSDM-Ernie Tisnawati Sule,SE,MS 120

RetentionDeterminants

Figure 36

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The RetentionManagementProcess

Figure 39

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GLOBALIZATION OF HR MANAGEMENT

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Globalization of Business and HR

GlobalCommunications

Global PopulationChanges

Global EconomicInterdependence

Regional AlliancesNAFTA, EU

GlobalizationForces

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Transition to Global Organizations

Figure 181a

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Transition to Global Organizations

Figure 181b

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Factors Affecting Global HR Management

Figure 182

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Hofstedes Culture Dimensions

Types

Power Distance(jarak kekuasaan)

Adanya ketidaksamaan kekuasaan diantara masyarakat(karena perbedaan status, dll)

Individualism(individualisme)

Situasi dimana orang lebih suka bertindak secaraindividual dibanding berkelompok

Masculinity Derajat dimana nilai-nilai maskulin lebih diakuidisbanding niali-nilai feminine

UncertaintyAvoidance(Penghindaranterhadap ketidak

pastian)

Pilihan orang-orang untuk lebih menyukai hal-hal yangterstruktur dibandingkan hal-hal yang tidak terstruktur

Long-TermOrientation(orientasi jangkapanjang)

Nilai yang dipegang yang menekankan pada masadepan, sebagai lawan dari nilai yang hanya menekankanpada masa kini

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MSDM-Ernie Tisnawati Sule,SE,MS 128

Selected Countries on HofstedesCulture Dimensions

Figure 183b

Source: Based on data contained in Geert Hofstede, Cultures

and Organizations(London: McGraw-Hill Book Co., 1991).

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Staffing Global Assignments

Types of Global Employees

Expatriate Third-CountryNational

Host-CountryNational

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International Human ResourceManagement Strategies

Ethnocentric: Mempekerjakan pegawai berkebangsaan dari

negara asal perusahaan (expatriates) untuk posisi-posisi pada

level yang tinggi

Polycentric: Mempekerjakan

pegawai dari negara yang

ditempati karena mereka cocok

untuk mengatasi pasar lokal

Geocentric: Mempekerjakan pegawai dengan kualifikasi

terbaik, baik dari negara asal perusahaan, negara yang

didatangi, atau negara lainnya.

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Global EmployeeSelection Factors

Figure 185

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Global Assignment Management Cycle

Figure 187

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Intercultural Competency Training

Figure 188

Source: Developed by Andrea Graf, Ph.D., Technical University of

Braunschweig, Germany, and Robert L. Mathis, Ph.D., SPHR.

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Expatriate Adjustment Stages

Figure 189Source: GMAC Relocation Services, used with permission.

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Typical Expatriate Compensation Components

Figure 1810