HRM Process, Use HR Concept, HRM Responsibility

1. Selamat Datang di Kuliah MANAJEMEN SUMBERDAYA MANUSIA (MSDM) BY DADANG ISHAK ISKANDAR 2010 1 stieratula 2010

2. stieratula 2010 2 Strength, ability, bravery, and strategy.

3. Deskripsi MK MSDM 3 stieratula 2010 Explainwhat human resource management (HR) is and how it relates to the management process. Give examples of how managers can use HR concepts and techniques. Illustrate the HR management responsibilities of line and staff (HR) managers. Provide a good example that illustrates HR’s role in formulating and executing company strategy.

4. “For many years it has been said that capital isthe bottleneck for a developing industry. I don’tthink this any longer holds true. I think it’s thework force and a company’s inability to recruitand maintain a good work force that doesconstitute the bottleneck….” (F. K. Foulkes, 1975) stieratula 2010 4 HRM – Its All About Result:

5. Motto: To Build a good factory we need “a ThousandNuts” But To Ruin it we just need “One Nut” Keterangan : Nut = Mur & BautatauSukuCadang Nut = OrangBodoh.

6. MSDM dan Bidang Terkait Teoritikal Terapan MAKRO MIKRO TINGKAT ANALISIS 6 stieratula 2010

7. The 5 basic function of Management Process: stieratula 2010 7 Planning (Perencanaan) Organizing (Pengorganisasian) Staffing (Penataan Staf) Leading (Pengarahan/Kepemimpinan) Controlling (Pengawasan)

9. Tujuan dan standar (Goals and standards)

10. Peraturan dan prosedur (Rules and procedures)

11. Perencanaan dan peramalan (Plans and forecasting).

12. Pengorganisasian (Organizing)

13. Tugas-tugas (Tasks)

14. Departemen (Departments)

15. Pendelegasian (Delegating)

16. Wewenang (Authority) dan komunikasi (communication)

17. Koordinasi (Coordinating)stieratula 2010 8 Proses Manajemen

19. Hiring

20. Rekrutmen (Recruiting)

21. Seleksi (Selecting)

22. Standar Kinerja (Performance standards)

23. Kompensasi (Compensation)

24. Evaluasi Kinerja (Evaluating performance)

25. Bimbingan (Counseling)

26. Pelatihan dan Pengembangan (Training and developing)

27. Pengarahan (Leading)

28. Getting the job done

29. Morale

30. Motivation

31. Pengawasan (Controlling)

32. Setting standards

33. Comparing actual performance to standards

34. Corrective actionstieratula 2010 9

35. The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising Kebijakan dan praktek untuk mengelola “manusia” atau SDM dalam tingkatan posisi manajemen,termasukdidalamnyamerekrut, menyeleksi,melatih,memberiimbalan, menilaikinerjakaryawan, dan memelihara sertamempertahankankaryawan stieratula 2010 10 Manajemen SDM

36. Human Resource Management is the processof acquiring, training, appraising, andcompensating employees and attending totheir labor relations, health and safety, andfairness concerns. stieratula 2010 11 Fungsi Manajemen SDM

38. Perencanaan

39. Perorganisasi

40. Pengarahan

41. Pengendalian

42. FUNGSI OPERASIONAL:

43. Pengadaan SDM

44. Pengembangan

45. Kompensasi

46. Pemeliharaan

47. Pemutusan Hubungan Kerja (PHK)stieratula 2010 12

48. stieratula 2010 13 Tujuan MSDM Conducting job analyses (determining the nature of each employee’s job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training and developing managers Building employee commitment

49. The wrong person High turnover Poor results Useless interviews Court actions Salaries appear unfair Poor training Unfair labor practices stieratula 2010 14 MSDM pentingbagisemuamanajer:Janganbiarkanhal-hal berikut ini terjadipadasaudara

51. stieratula 2010 16 Perubahan Lingkungan dan ResponOrganisasional:Globalisasi, perkembanganteknologi, liberalisasiperdagangan, dan perubahanlingkungan lain telah menciptakanrealitaskompetisibaru, dan mensyaratkankompetensiataukapabilitasorganisasional dan manajerialbaru Pergeseran paradigma manajemen dan transformasi organisasional Pengetahuan, keterampilan, kemampuan, sikap, dan perilaku organisasional dan manajerial baru Persaingan berbasis pengetahuan (knowledge-based) dan kompetency (Competency based)

52. stieratula 2010 17 EVOLUSI SDM: EMPAT TAHAP PERKEMBANGAN Tahap I Pemeliharaan File Personalia s/d pertengah 1960-an Administrasi Personalisa Tahap II Akuntabilitas Pemerintah pertengah 1960an – pertengahan 1970an Manajemen Personalisa Tahap III Akuntabilitas Organisasi Akhir 1970 s/d 1980-an Tahap IV Keterlibatan Strategik Manajemen SDM Dlm 1990-an s/d sekarang

54. Bereaksiterhadapmasalah

55. Fokuspadatertibadministrasi-internal

56. Orientasipendisiplinan(control)

58. Pengembangan programbaru (bersifatproaktif)

59. Customerization (fokuspadapelanggan –“eksternal”

60. Orientasipengembangan

63. Pelatihan &pengembangan

64. Evaluasi kinerja

65. Kompensasi &tunjangan

66. Isu-isu & tantanganBaru MSDM