8. Manajemen Sdm Kars Ui 2 Des 2011

43
MANAJEMEN MANAJEMEN SUMBER DAYA MANUSIA SUMBER DAYA MANUSIA dr. ADIB dr. ADIB A.YAHYA,MARS A.YAHYA,MARS

description

manajemen sdm kars UI 2011

Transcript of 8. Manajemen Sdm Kars Ui 2 Des 2011

MANAJEMEN MANAJEMEN

SUMBER DAYA MANUSIASUMBER DAYA MANUSIA

dr. ADIB A.YAHYA,MARSdr. ADIB A.YAHYA,MARS

KEUNIKAN DAN KOMPLEKSITAS RSKEUNIKAN DAN KOMPLEKSITAS RS DARI ASPEK SDM DARI ASPEK SDM

INDUSTRI RS :INDUSTRI RS :

- LEBIH DARI 300 JENIS JOB YANG BERBEDA- LEBIH DARI 300 JENIS JOB YANG BERBEDA

- DOMINASI PEREMPUAN- DOMINASI PEREMPUAN

- KEBANYAKAN KARYAWAN DIAWAH USIA 35 TH- KEBANYAKAN KARYAWAN DIAWAH USIA 35 TH

- TERBAGI DALAM 5O SAMPAI 70 DEPARTEMEN/BAGIAN- TERBAGI DALAM 5O SAMPAI 70 DEPARTEMEN/BAGIAN

RUMAH SAKIT ADALAH RUMAH SAKIT ADALAH “LABOR-INTENSIVE INDUSTRY”“LABOR-INTENSIVE INDUSTRY”

FUNGSI DARI MANAJER SDMFUNGSI DARI MANAJER SDM

MANAJEMEN SDM MENJADI TANGGUNG MANAJEMEN SDM MENJADI TANGGUNG JAWAB SETIAP MANAJER DILINGKUNGAN JAWAB SETIAP MANAJER DILINGKUNGAN RSRS

MANAJER SDMMANAJER SDM BERPERAN SEBAGAI BERPERAN SEBAGAI KONSULTANKONSULTAN UNTUK MEMBANTU PARA UNTUK MEMBANTU PARA “LINE MANAJER” UNTUK MEMBINA SDM“LINE MANAJER” UNTUK MEMBINA SDM

RUANG LINGKUP MANAJEMEN SDMRUANG LINGKUP MANAJEMEN SDM

MANAJEMEN SDM

PERENCANAAN

PENERIMAAN

PENGEMBANGAN

PENGHENTIAN

PENILAIAN

HUBUNGAN

PERENCANAANPERENCANAAN

ANALISA / PERENCANAAN SDMANALISA / PERENCANAAN SDM

1. PERAMALAN KEBUTUHAN1. PERAMALAN KEBUTUHAN

2. RECRUITMENT2. RECRUITMENT

3. SELEKSI3. SELEKSI

4. ORIENTASI4. ORIENTASI

5. KEPINDAHAN5. KEPINDAHAN

6. BERHENTI BEKERJA6. BERHENTI BEKERJA

DASAR PERENCANAAN ADALAH DASAR PERENCANAAN ADALAH ANALISA KEBUTUHANANALISA KEBUTUHAN SESUAI SESUAI PERHITUNGAN BEBAN KERJAPERHITUNGAN BEBAN KERJA

PENGHITUNGAN BEBAN KERJA

BERDASARKANDEMAND

RATIO TERHADAPSTANDAR

BERDASARKANNEED

SELF ASSESSMENT

DAILY LOG

TIME AND MOTION STUDY

WORKSAMPLING

RECRUITMENTRECRUITMENT

RECRUITMENT DAN SELEKSIRECRUITMENT DAN SELEKSI

INFORMASI YANG DIBUTUHKAN CALON PEGAWAI :INFORMASI YANG DIBUTUHKAN CALON PEGAWAI :

- INFORMASI UMUM TENTANG RS- INFORMASI UMUM TENTANG RS

- JENIS PEKERJAAN- JENIS PEKERJAAN

- PENGEMBANGAN RS- PENGEMBANGAN RS

- GAJI DAN FASILITAS- GAJI DAN FASILITAS

- KESEMPATAN PENGEMBANGAN DAN PENDIDIKAN- KESEMPATAN PENGEMBANGAN DAN PENDIDIKAN

BERBAGAI TES UNTUK SELEKSIBERBAGAI TES UNTUK SELEKSI

TES INTELEGENSIATES INTELEGENSIA

TES PROFICIENCY DAN ATTITUDETES PROFICIENCY DAN ATTITUDE

TES VOCATIONALTES VOCATIONAL

TES PERSONALITYTES PERSONALITY

PENILAIANPENILAIAN

PENILAIAN PEKERJAPENILAIAN PEKERJA

PERFORMANCE APPRAISAL MELIPUTIPERFORMANCE APPRAISAL MELIPUTI : :

- COMPETENCY- COMPETENCY

- DEPENDEBALITY- DEPENDEBALITY

- COOPERATIVENESS- COOPERATIVENESS

- HEALTH- HEALTH

- ATTITUDE- ATTITUDE

- APPEARANCE- APPEARANCE

- QUALITY OF WORK- QUALITY OF WORK

- SKILL- SKILL

- INITIATIVE- INITIATIVE

- RELATIONSHIP- RELATIONSHIP

- GENERAL KNOWLEDGE- GENERAL KNOWLEDGE

- LEADERSHIP- LEADERSHIP

HUBUNGANHUBUNGAN

HUBUNGAN PIMPINAN DAN KARYAWANHUBUNGAN PIMPINAN DAN KARYAWAN

DUA JENIS INTERAKSI :DUA JENIS INTERAKSI :

- INTERAKSI ANTARA PIMPINAN DAN - INTERAKSI ANTARA PIMPINAN DAN KELOMPOKKELOMPOK

- INTERAKSI ANTARA ANGGOTA - INTERAKSI ANTARA ANGGOTA KELOMPOKKELOMPOK

KERANGKA KEKUATAN YANG BERPENGARUHKERANGKA KEKUATAN YANG BERPENGARUH

FAKTOR ORGANISATORIS :FAKTOR ORGANISATORIS :

1. COERCIVE POWER1. COERCIVE POWER

2. REWARD POWER2. REWARD POWER

3. LEGITIMATE POWER3. LEGITIMATE POWER

FAKTOR INDIVIDUALFAKTOR INDIVIDUAL

4. EXPERT POWER4. EXPERT POWER

5. REFERANT POWER5. REFERANT POWER

PENGEMBANGAN STAFPENGEMBANGAN STAF

PENGEMBANGAN STAFPENGEMBANGAN STAF

MELALUI :MELALUI :

- PELATIHAN- PELATIHAN- PENGEMBANGAN ( DEVELOPMENT )- PENGEMBANGAN ( DEVELOPMENT )DILAKUKAN SAMBIL BEKERJA (ON THE JOB) ATAU DILAKUKAN SAMBIL BEKERJA (ON THE JOB) ATAU OFF THE JOB.OFF THE JOB.

METODE :METODE :

- ROTASI KERJA- ROTASI KERJA- INSTRUKSI KHUSUS- INSTRUKSI KHUSUS- SIMULASI - SIMULASI - ROLE PLAYING- ROLE PLAYING

PENGHENTIAN KERJAPENGHENTIAN KERJA

PENGHENTIAN KERJAPENGHENTIAN KERJA

FAKTOR PENYEBAB KARYAWAN BERHENTI BEKERJAFAKTOR PENYEBAB KARYAWAN BERHENTI BEKERJA

YANG DAPAT DIKENDALIKAN :YANG DAPAT DIKENDALIKAN :- SITUASI LINGKUNGAN KERJA- SITUASI LINGKUNGAN KERJA- TAWARAN DARI PIHAK LAIN- TAWARAN DARI PIHAK LAIN- PENDIDIKAN / SEKOLAH- PENDIDIKAN / SEKOLAH- GAJI DAN FASILITAS- GAJI DAN FASILITAS

YANG TIDAK DAPAT DIKENDALIKAN :YANG TIDAK DAPAT DIKENDALIKAN :- USIA PENSIUN- USIA PENSIUN- SAKIT / MENINGGAL DUNIA- SAKIT / MENINGGAL DUNIA- ALASAN KELUARGA- ALASAN KELUARGA

LAIN-LAIN :LAIN-LAIN :- ALASAN PRIBADI- ALASAN PRIBADI- KONDISI TEMPAT TINGGAL- KONDISI TEMPAT TINGGAL

FUNCTIONS OF HRDFUNCTIONS OF HRD

FUNCTIONS OF HRDFUNCTIONS OF HRD

11. . HUMAN RESOURCES PLANNINGHUMAN RESOURCES PLANNING

- JOB ANALYSIS;JOB DESCRIPTION- JOB ANALYSIS;JOB DESCRIPTION

- PLANNING OF STAFFING LEVEL- PLANNING OF STAFFING LEVEL

- WORK FORCE PLANS AND POLICIES- WORK FORCE PLANS AND POLICIES

- JOB EVALUATION- JOB EVALUATION

- WAGE AND SALARY ADMINISTRATION- WAGE AND SALARY ADMINISTRATION

2. 2. EMPLOYMENTEMPLOYMENT

- IDENTIFYING SOURCES OF SUPPLY- IDENTIFYING SOURCES OF SUPPLY

- SELECTION- SELECTION

- INTERVIEWING,TESTING AND REFERENCE CHECKS- INTERVIEWING,TESTING AND REFERENCE CHECKS

- REFERRAL FOR PRE-EMPLOYMENT PHYSICAL- REFERRAL FOR PRE-EMPLOYMENT PHYSICAL

- MAINTENANCE OF RECORDS AND TURNOVER STATISTICS- MAINTENANCE OF RECORDS AND TURNOVER STATISTICS

33. . INDUCTION AND ORIENTATIONINDUCTION AND ORIENTATION- DESIGN OF STAFF ORIENTATION PROGRAM- DESIGN OF STAFF ORIENTATION PROGRAM- COORDINATION OF LINE ORIENTATION PROGRAM- COORDINATION OF LINE ORIENTATION PROGRAM- PROCESSING FOR BENEFITS- PROCESSING FOR BENEFITS- FOLLOW-UP;PROBATIONARY PERIOD- FOLLOW-UP;PROBATIONARY PERIOD

4. 4. BENEFITS ADMINISTRATIONBENEFITS ADMINISTRATION- PROCESSING OF NEW EMPLOYEES- PROCESSING OF NEW EMPLOYEES- MAINTENANCE OF RECORDS- MAINTENANCE OF RECORDS- DESIGN OF PLANS- DESIGN OF PLANS

5. 5. PERSONIL TRAINING AND DEVELOPMENTPERSONIL TRAINING AND DEVELOPMENT- DESIGN AND COORDINATION OF SKILLS TRAINING - DESIGN AND COORDINATION OF SKILLS TRAINING

AND MANAGEMENT DEVELOPMENT AND MANAGEMENT DEVELOPMENT PROGRAMPROGRAM

- ASSESMENT CENTERS- ASSESMENT CENTERS- ADMINISTRATION OF TUITION REFUND PROGRAM- ADMINISTRATION OF TUITION REFUND PROGRAM

66. . EVALUATION AND MOTIVATION OF WORK FORCEEVALUATION AND MOTIVATION OF WORK FORCE

- DESIGN AND ADMINISTRATION OF - DESIGN AND ADMINISTRATION OF PERFORMANCE EVALUATION PROGRAM PERFORMANCE EVALUATION PROGRAM

- DESIGN AND ADMINISTRATION OF INCENTIVE - DESIGN AND ADMINISTRATION OF INCENTIVE PROGRAMPROGRAM

- COORDINATION OF QUALITY-OF-WORK-LIFE - COORDINATION OF QUALITY-OF-WORK-LIFE PROGRAMPROGRAM

- TRAINING OF MANAGEMENT IN MOTIVATION - TRAINING OF MANAGEMENT IN MOTIVATION SKILLSSKILLS

- DESIGN AND IMPLEMENTATION OF JOB - DESIGN AND IMPLEMENTATION OF JOB ENRICHMENT PROGRAMENRICHMENT PROGRAM

- DESIGN AND COORDINATION OF EMPLOYEE - DESIGN AND COORDINATION OF EMPLOYEE COMMUNICATION PROGRAMSCOMMUNICATION PROGRAMS

- ADMINISTRATION OF EMPLOYEE NEWSLETTER- ADMINISTRATION OF EMPLOYEE NEWSLETTER

77. . LABOR RELATIONSLABOR RELATIONS- COLLECTIVE BARGAINING- COLLECTIVE BARGAINING- CONTRACT ADMINISTRATION- CONTRACT ADMINISTRATION- DISIPLINE AND DISCHARGE ADMINISTRATION- DISIPLINE AND DISCHARGE ADMINISTRATION- GRIEVANCE AND ARBITRATION PROCEDURES- GRIEVANCE AND ARBITRATION PROCEDURES

8. 8. HEALTH AND SAFETY RESPONSIBILITYHEALTH AND SAFETY RESPONSIBILITY- PHYSICAL ADMINISTRATIONS- PHYSICAL ADMINISTRATIONS- SAFETY AND HEALTH EDUCATION PROGRAMS- SAFETY AND HEALTH EDUCATION PROGRAMS- OHSA REQUIREMENTS- OHSA REQUIREMENTS

9. 9. EMPLOYEE RECREATION AND ACTIVITIESEMPLOYEE RECREATION AND ACTIVITIES- EMPLOYEE HOUSING,FOOD SERVICES,AND - EMPLOYEE HOUSING,FOOD SERVICES,AND

RECREATIONAL PROGRAMRECREATIONAL PROGRAM

10. 10. PERSONNEL POLICIESPERSONNEL POLICIES- DESIGN AND ADMINISTRATION- DESIGN AND ADMINISTRATION- IMPLEMENTATION OF RECOMMENDED - IMPLEMENTATION OF RECOMMENDED CHANGESCHANGES

11. 11. OUTPLACEMENTOUTPLACEMENT- RETIREE PROGRAMS,INCLUDING - RETIREE PROGRAMS,INCLUDING SERVICES FOR TERMINATED SERVICES FOR TERMINATED

EMPLOYEES AND COUNSELING EMPLOYEES AND COUNSELING SERVICESSERVICES

JOB ANALYSISJOB ANALYSIS

JOB ANALYSIS IS THE SCIENTIFIC DETERMINATION OF JOB ANALYSIS IS THE SCIENTIFIC DETERMINATION OF ACTUAL NATURE OF A SPECIFIC JOBACTUAL NATURE OF A SPECIFIC JOB

EACH OF THE TASKS THAT MAKE UP THE JOB IS EACH OF THE TASKS THAT MAKE UP THE JOB IS STUDIED,AS WELL AS THE STUDIED,AS WELL AS THE SKILLS,KNOWLEDGE,ABILITIES,AND RESPONSIBILITIES SKILLS,KNOWLEDGE,ABILITIES,AND RESPONSIBILITIES REQUIRED OF THE WORKERREQUIRED OF THE WORKER

THREE BASIC METHODS OF OBTAINING INFORMATION THREE BASIC METHODS OF OBTAINING INFORMATION ABOUT JOBS :ABOUT JOBS :

1. QUESTIONAIRES SENT TO THE JOB INCUMBENTS1. QUESTIONAIRES SENT TO THE JOB INCUMBENTS

2. INTERVIEWS CONDUCTED BY JOB ANALYSTS2. INTERVIEWS CONDUCTED BY JOB ANALYSTS

3. PERSONAL OBSERVATION OF THE ACTUAL 3. PERSONAL OBSERVATION OF THE ACTUAL PERFORMANCE OF A JOB BY A JOB ANALYSTPERFORMANCE OF A JOB BY A JOB ANALYST

PURPOSES OF THE JOB ANALYSISPURPOSES OF THE JOB ANALYSIS

JOB EVALUATIONJOB EVALUATION

SELECTION AND PLACEMENTSELECTION AND PLACEMENT

PERFORMANCE EVALUATION PERFORMANCE EVALUATION

TRAININGTRAINING

LABOR RELATIONSLABOR RELATIONS

WAGE AND SALARY SURVEYWAGE AND SALARY SURVEY

ORGANIZATIONAL ANALYSISORGANIZATIONAL ANALYSIS

INDUCTION AND ORIENTATIONINDUCTION AND ORIENTATION

INDUCTION AND ORIENTATIONINDUCTION AND ORIENTATION

GENERAL OBJECTIVES OF INDUCTION AND GENERAL OBJECTIVES OF INDUCTION AND ORIENTATION PROGRAM :ORIENTATION PROGRAM :

1. TO 1. TO REINFORCEREINFORCE THE EMPLOYEE’S CONFIDENCE THE EMPLOYEE’S CONFIDENCE IN HIS OR HER ABILITY TO COPE WITH THE NEW WORK IN HIS OR HER ABILITY TO COPE WITH THE NEW WORK ASSIGNMENTASSIGNMENT

2. TO2. TO COMMUNICATE COMMUNICATE COMPLETE AND DETAILED COMPLETE AND DETAILED CONDITIONS OF THE PERSON’S EMPLOYMENTCONDITIONS OF THE PERSON’S EMPLOYMENT

3. TO INFORM THE PERSON OF 3. TO INFORM THE PERSON OF RULES AND RULES AND REGULATIONSREGULATIONS GOVERNING HIS OR HER EMPLOYMENT GOVERNING HIS OR HER EMPLOYMENT

4. TO INSTILL IN THE EMPLOYEE A FEELING OF 4. TO INSTILL IN THE EMPLOYEE A FEELING OF PRIDE IN THE HOSPITALPRIDE IN THE HOSPITAL

THE IMPORTANT CONSIDERATION IN THE THE IMPORTANT CONSIDERATION IN THE ENTIRE INDUCTION AND ORIENTATION ENTIRE INDUCTION AND ORIENTATION PROGRAM IS TO BUILD UP,AS RAPIDLY PROGRAM IS TO BUILD UP,AS RAPIDLY AS POSSIBLE IN THE MIND OF THE NEW AS POSSIBLE IN THE MIND OF THE NEW EMPLOYEE,AN EMPLOYEE,AN UNDERSTANDING OF THE UNDERSTANDING OF THE HOSPITAL’S OPERATION AND HIS OR HOSPITAL’S OPERATION AND HIS OR HER PART IN THIS OPERATIONS.HER PART IN THIS OPERATIONS.

SOME USEFUL TECHNIQUES :SOME USEFUL TECHNIQUES :

NOTICE OF EMPLOYMENT IN WRITING NOTICE OF EMPLOYMENT IN WRITING WITH COMPLETE DETAILSWITH COMPLETE DETAILS

INSTITUTIONAL TOURSINSTITUTIONAL TOURS

EMPLOYEE HANDBOOKSEMPLOYEE HANDBOOKS

SPONSORSHIP SYSTEMSPONSORSHIP SYSTEM

INFORMATIONAL LECTURES AND FILMSINFORMATIONAL LECTURES AND FILMS

PERSONNEL POLICIESPERSONNEL POLICIES

PERSONNEL POLICIESPERSONNEL POLICIES

THE DESCRIPTION OF THE HOSPITAL’S THE DESCRIPTION OF THE HOSPITAL’S PERSONNEL POLICIES IN A WRITTEN PERSONNEL POLICIES IN A WRITTEN MANUAL IS ESSENTIAL IN OBTAINING MANUAL IS ESSENTIAL IN OBTAINING UNDERSTANDING AND COMMITMENT TO UNDERSTANDING AND COMMITMENT TO THOSE POLICIES BY THE ENTIRE THOSE POLICIES BY THE ENTIRE MANAGEMENT TEAM AND BY EMPLOYEE.MANAGEMENT TEAM AND BY EMPLOYEE.

THE POLICY MANUAL USUALY COVERS :THE POLICY MANUAL USUALY COVERS :

- - BENEFITSBENEFITS : HEALTH BENEFITS,WORKER’S : HEALTH BENEFITS,WORKER’S COMPENSATION,DISABILITY,SOCIAL SECURITY COMPENSATION,DISABILITY,SOCIAL SECURITY BENEFITS,PENSION PLANBENEFITS,PENSION PLAN

- - COMPENSATIONCOMPENSATION : SALARY DETERMINATION,SALARY : SALARY DETERMINATION,SALARY INCREASE POLICY,RECLASSIFICATIONS,PAY INCREASE POLICY,RECLASSIFICATIONS,PAY

SCHEDULE,OVERTIME PAY,SHIFT DIFFERENTIAL,ON-SCHEDULE,OVERTIME PAY,SHIFT DIFFERENTIAL,ON-CALL PAY,UNIFORM ALLOWANCE,SEVERANCE PAYCALL PAY,UNIFORM ALLOWANCE,SEVERANCE PAY

- - DISIPLINARY ACTION DISIPLINARY ACTION : GUIDELINES,WARNING NOTICE : GUIDELINES,WARNING NOTICE POLICYPOLICY

-- EMPLOYMENT EMPLOYMENT : EMPLOYMENT STANDARDS,TYPE OF : EMPLOYMENT STANDARDS,TYPE OF EMPLOYMENT,PROBATIONARY PERIODEMPLOYMENT,PROBATIONARY PERIOD

- - GRIEVANCE PROCEDUREGRIEVANCE PROCEDURE

- - HEALTH,SAFETY, AND SECURITYHEALTH,SAFETY, AND SECURITY

- - HOURS OF WORKHOURS OF WORK AND TIME OFF : WORK AND TIME OFF : WORK SCHEDULE,MEAL AND REST SCHEDULE,MEAL AND REST PERIODS,HOLIDAYS,VACATION,SICK PERIODS,HOLIDAYS,VACATION,SICK LEAVE,LEAVE LEAVE,LEAVE OF ABSENCEOF ABSENCE

- - PERFORMANCE REVIEWPERFORMANCE REVIEW

- - EMPLOYEE RECOGNITION PROGRAMEMPLOYEE RECOGNITION PROGRAM

- - SENIORITYSENIORITY

- - SERVICES AND ACTIVITIESSERVICES AND ACTIVITIES : BLOOD PROTECTION : BLOOD PROTECTION PROGRAM,GIFT SHOP,RECREATIONAL ACTIVITIESPROGRAM,GIFT SHOP,RECREATIONAL ACTIVITIES

- - TERMINATIONTERMINATION : : RETIREMENT,RESIGNATION,DISCHARGERETIREMENT,RESIGNATION,DISCHARGE

- - TRAININGTRAINING AND AND DEVELOPMENTDEVELOPMENT

LABOR RELATIONSLABOR RELATIONS

LABOR RELATIONSLABOR RELATIONS

LABOR RELATIONS IN THE HEALTH CARE INDUSTRY LABOR RELATIONS IN THE HEALTH CARE INDUSTRY ARE SUBJECT TO A COMPLEX BODY OF STATUTORY, ARE SUBJECT TO A COMPLEX BODY OF STATUTORY, ADMINISTRATIVE, AND CASE LAWADMINISTRATIVE, AND CASE LAW

FOUR SPECIFIC ELEMENTS OF LABOR RELATIONS :FOUR SPECIFIC ELEMENTS OF LABOR RELATIONS :

- - UNION ORGANIZATIONAL DRIVESUNION ORGANIZATIONAL DRIVES – HOW HOSPITAL – HOW HOSPITAL REACT TO SUCH DRIVESREACT TO SUCH DRIVES- - PREVENTIVE LABOR RELATIONSPREVENTIVE LABOR RELATIONS- - COLLECTIVE BARGAININGCOLLECTIVE BARGAINING – NEGOTIATIONS – NEGOTIATIONS- - CONTRACT ADMINISTRATIONCONTRACT ADMINISTRATION, INCLUDING , INCLUDING DISCIPLINARY, DISCIPLINARY, GRIEVANCE, AND ARBITRATION GRIEVANCE, AND ARBITRATION PROCEDURESPROCEDURES

PARTICIPATORY MANAGEMENTPARTICIPATORY MANAGEMENT

PARTICIPATORY MANAGEMENT :PARTICIPATORY MANAGEMENT :

QUALITY CIRCLESQUALITY CIRCLES

WHEN EMPLOYEES ARE GIVEN THE WHEN EMPLOYEES ARE GIVEN THE OPPORTUNITY TO MAKE MORE DECISIONS OPPORTUNITY TO MAKE MORE DECISIONS ABOUT THEIR WORK, THEY ARE MORE ABOUT THEIR WORK, THEY ARE MORE PRODUCTIVE AND SATISFIED, AND THEIR NEEDS PRODUCTIVE AND SATISFIED, AND THEIR NEEDS ARE FULFILLEDARE FULFILLED

WORKER PARTICIPATION PLANS MUST WORKER PARTICIPATION PLANS MUST DEVELOP A SPIRIT OF COOPERATION AND DEVELOP A SPIRIT OF COOPERATION AND TEAMWORK AS THEIR END-PRODUCTTEAMWORK AS THEIR END-PRODUCT

SIX BASIC PRINCIPLES IN QUALITY CIRCLES :SIX BASIC PRINCIPLES IN QUALITY CIRCLES :

- - TRUSTTRUST YOUR EMPLOYEES. YOUR EMPLOYEES.- BUILD - BUILD EMPLOYEE LOYALTYEMPLOYEE LOYALTY TO THE COMPANY TO THE COMPANY- - INVEST IN TRAININGINVEST IN TRAINING AND TREAT EMPLOYEES AND TREAT EMPLOYEES

AS RESOURCES,WHO,IF CULTIVATED,WILL AS RESOURCES,WHO,IF CULTIVATED,WILL YIELD ECONOMIC RETURNS TO FIRMYIELD ECONOMIC RETURNS TO FIRM

- RECOGNIZE - RECOGNIZE EMPLOYEE ACCOMPLISHMENTSEMPLOYEE ACCOMPLISHMENTS- - DECENTRALIZEDECENTRALIZE DECISION MAKING DECISION MAKING- REGARD WORK AS A - REGARD WORK AS A COOPERATIVE EFFORTCOOPERATIVE EFFORT WITH WORKERS AND MANAGERS DOING THE WITH WORKERS AND MANAGERS DOING THE JOB TOGETHER BY IMPLEMENTING JOB TOGETHER BY IMPLEMENTING CONSENSUAL DECISION-MAKING CONSENSUAL DECISION-MAKING PROCESSESPROCESSES

CONCLUSIONCONCLUSION

THE FIVE KEY AREAS OF EMPLOYEE – THE FIVE KEY AREAS OF EMPLOYEE – EMPLOYER RELATIONSHIPS :EMPLOYER RELATIONSHIPS :

- MORE EMPLOYEE - MORE EMPLOYEE PARTICIPATIONPARTICIPATION- MORE - MORE SENSITIVITY TO THE PROBLEMSSENSITIVITY TO THE PROBLEMS OF OF WORKING MOTHERS AND FATHERSWORKING MOTHERS AND FATHERS- MORE - MORE SHARING OF THE WEALTHSHARING OF THE WEALTH- MORE - MORE FUNFUN- MORE- MORE TRUST TRUST BETWEEN MANAGEMENT AND BETWEEN MANAGEMENT AND EMPLOYEESEMPLOYEES

TERIMAKASIHTERIMAKASIH