1.nature of hr management
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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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MSDM-Ernie Tisnawati Sule,SE,MS 14
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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MSDM-Ernie Tisnawati Sule,SE,MS 15
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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MSDM-Ernie Tisnawati Sule,SE,MS 113
Factors That Determine HR Plans
Figure 23
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MSDM-Ernie Tisnawati Sule,SE,MS 115
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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MSDM-Ernie Tisnawati Sule,SE,MS 118
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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MSDM-Ernie Tisnawati Sule,SE,MS 121
The RetentionManagementProcess
Figure 39
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GLOBALIZATION OF HR MANAGEMENT
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MSDM-Ernie Tisnawati Sule,SE,MS 123
Globalization of Business and HR
GlobalCommunications
Global PopulationChanges
Global EconomicInterdependence
Regional AlliancesNAFTA, EU
GlobalizationForces
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MSDM-Ernie Tisnawati Sule,SE,MS 124
Transition to Global Organizations
Figure 181a
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MSDM-Ernie Tisnawati Sule,SE,MS 125
Transition to Global Organizations
Figure 181b
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Factors Affecting Global HR Management
Figure 182
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MSDM-Ernie Tisnawati Sule,SE,MS 127
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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MSDM-Ernie Tisnawati Sule,SE,MS 129
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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MSDM-Ernie Tisnawati Sule,SE,MS 133
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
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