MATERI BAHASAN DALAM SLIDE:

1. MODEL MANAJEMEN SDM;

2. PERENCANAAN SDM;
3. STAFFING;
4. PENGEMBANGAN SDM;
5. LINGKUNGAN KERJA;
6. HASIL/KINERJA KARYAWAN;
7. EVALUASI KINERJA;
8. MANAJEMEN INFORMASI SDM.
9. STRATEGI MANAJEMEN SDM.

l
na
at
io
iz
Or
ga
n
V
EMPLOYEE
RELATIONS AND
ASSESMENT

I
FRAMEWORKS
AND CHALLENGES
Historical
Societal
Organizational
Professional
International
Equal employment

II
PREPARATION
AND
SELECTION

III
DEVELOPMENT
AND
EVALUATION

ssio
n
a
l

IV
COMPENSATION
AND
PROTECTION

P
r
o
fe

OBJECTIVES
Societal
Organizational
Functional
Personal

S
o
c
Feedback among
activities and objectives

Human resource activities challenges

to and from the environment

ie
t
a
l

EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT

Labor Force

CORPORATE
CULTURE

g
n
i
f
af
t
S

Finance

Customers

Human
Resources
Management

Safety and health

Competition

MISSION

Shareholders

Other
Funtional
Areas

Unions

Society

POLICIES

Operation
Hu
m
de an
ve re
l o so
pm u
en rce
t

Com
pen
sat
and
ben ion
efit

Marketing

d
e a n ns
loye
o
Emp r Relati
o
Lab

Technology

The Economy

Legal Consideration

A Model of Human Resource Management

Organizational Boundary
PLANNING

INPUT
PROCESSES

TRANSFORMATION OR
MEDIATING PROCESSES

OUTPUT
PROCESSES

Human Resource Planning

Recruiting

Job Analysis and Design

Selection

Transfer, Promotion, and

Demotion

Performance
Appraisal

Organizational Structuring

Placement

Training

Productivity
Measurement

Management and Organization

Development
Compensation Management
Benefits and Services

Evaluation of the
Consequences of
Programs and
Strategies

Safety and Health Programs

Labor Relations Activities

Environmental Influences
Operating Widely Across Organizations:

Operating Only for Specific Subsets of Organizations:

Labor Force Characteristics

Union Influences

Governmental Regulation and the Law

International Validation

Management of managerial resources: planning and

performance cycle-the organization

Human resources planning

Economic
Forecast

Human
Resource
Forecast
Staffing Plan

Labor Market
Forecast

Strategic
Business
Plans

Staffing and development

Organization
Plan

Organizational performance

Development
Formal Training
Planned work experience
Performance planning
Appraissal
Counseling

Employment
Recruitment
Selection
Procurement
Promotion
Transfer

Environment
Climate
Organizational
Capability
Attitudes
Motivation
Rewards
Communications

Human resources
Inventory
Personal data
Performance
Potential
Skills
Career plans
Retrieval system

Appraisal and Analysis

Analysis

Appraisal

Causes of results
Strengths
Problems
Implications

Results versus expectation

External conditions affecting results
Quality of plans
Performance evaluation

Factors affecting
Environment
Organizational development
Compensaation plans
Communications system
Managerial style
Organization structure
Policies and procedures

Results

HUMAN RESOURCE PLANNING

ECONOMIC
FORECAST

HUMAN RESOURCE
FORECAST

STAFFING
LABOR MARKET
FORECAST
ORGANIZATIONAL
PLAN
STRATEGIC BUSINESS
PLAN

Job Analysis: The most Basic Human Resource Management Tool

Human Resource Planning
Task

Responsibilities

Duties

Recruitment
Selection

Job Descriptions

Human Resource Development

Job Analysis

Performance Appraisal
Job Specifications
Compensation and Benefits
Safety and Health

Knowledge

Skills

Abilities

Employee and Labor Relations

Human Resource Research
Equal Employment

Staffing and Development

Recruitment
Selection
Employment
Procurement
Promotion
Transfer

Development
Formal Training
Planned work
experience
Performance
planning
Appraissal
Counseling

Organizational Performance
Environment
Climate
Organizational
Capability
Attitudes
Motivation
Rewards
Communications

Factors affecting
Environment
Organizational development
Compensation plans
Communications system
Managerial style
Organization structure
Policies and procedures

Components of the Compensation System

Compensation System
Indirect

Direct

Base Pay

Salary

Protection Programs:
Medical
Insurance
Life Insurance
Disability Income
Pension
Social Security

Merit Pay

Wage

Pay for Time Not

Worked:

Services and
Perquisites:

Vacations

Recreational

Holidays

Facilities Car

Sick Leave

Financial Planning

Jury Dury

Low-Cost or Free
Meals

Incentive Pay:

Deferred Pay:

Bonus

Savings Plan

Commission

Stock Purchase

Piece Rate

Annuity

Profit Sharing
Stock Option
Shift Differential

Appraisal and Analysis

Analysis
Causes of results
Strengths
Problems
Implications

Appraisal
Results versus expectation
External conditions affecting results
Quality of plans
Performance evaluation

Human resources
Inventory
Personal data
Performance
Potential
Skills
Career plans
Retrieval system

HUMAN RESOURCE STRATEGY

ALIGNING THE MANAGEMENT OF HUMAN

RESOURCES WITH STRATEGY
Defining Human Resource Issues
Developing Human Resources Strategies
Aligning Employee Expectations with Strategy
Sharing Successes

Designing the Organization

Evaluating Performance

Defining Staffing Needs

Enabling Performance

Strategic Staffing

Developing Effective Managers

Developing Capabilities

Managing the Human Resource Function

EIGHT ROLES OF HUMAN RESOURCE

PLANNING PROFESSIONALS

Formulating
human
resource
strategies

Managing
career
development

Designing and
applying
forecasting
systems

3
5

Collecting
and
analyzing
data

Managing
relationship
with managers

ic

Managing
the human
resource
planning
function

Personal
profesional
activities

Ad
m
in
ist
ra
tiv
e

Specialized functions

Other
activities

St
ra
te
g

A Behavioral View Of Performance

Strategic Context/expectations
Staffing, Skills,
Abilities and
knowledge

Performance Objectives

Work Behavior
(Effort)
Feedback of
Performance
Performance
(Results)

Rewards
(Explicit or Implicit Outcomes)
Perceived Equity
of Rewards
Motivation
(Reinforcement)

Work Design,
Empowerment,
Coaching

McKinsey 7-S Framework

Strategy
Systems

Structure

Shared Values
Culture

Style
(leadership)

Skills
(management)
Staff
(management)

THE CENTRAL CHALLENGE TO ORGANIZATIONS

Global competitive
challenges

Pupulation-grouth
challenges

Unemplyoiment
challenges

Central challenge :
Workforce diversity
challenges

BETTER ORGANIZATIONS

Ethical
challenges

Social Responsibility
challanges

Media, food,
housing challenges
Unknown
challenges

LOOKING BACK, LOOKING

FORWARD

===================================================
20th Century
21st Century
----------------------------------------------------------------------------------------

. Stability, predictability
. Size and scale

Leadership from the top

everybody
.

. Organizational rigidity
.

. Discontinuous change
. Speed and responsiveness
.

Leadership from

. Permanent flexibility

Control by rules and hierarchy . Control by vision and values

. Information closely guarded

. Quantitative analysis
. Need for certaintly

. Reactive; risk-averse

. Information shared

. Creativity, intuition
. Tolerance of ambiguity

. Proactive; entrepreneurial

. Corporate independence
. Corporate interdependence
. Vertical integration
. Virtual integration
. Focus on internal organization
. Focus on competitive
environment
. Sustainable competitive advantage
. Constant reinvention of
advantage
. Competing for todays market
. Creating tomorrows market
===================================================
Source: World Executives Digest, January 1997.