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Table Of Contents

Industri:
2. PSIKOLOGI ORGANISASI
4. PSIKOLOGI KEREKAYASAAN
5. PSIKOLOGI KONSUMEN
PSIKOLOGI PERSONEL
PROSES THE RIGHT MAN ON THE RIGHT JOB AT THE RIGHT
TIME:
TENAGA MANUSIA PERUSAHAAN
II. TAHAP PENGANTARAN ( TRANSFER )
III. TAHAP KELUARAN ( OUTPUT )
RECRUITMENT
1. Sumber dari dalam ( Internal Sources )
2. Sumber dari luar ( Eksternal Sources )
SELEKSI
PLACEMENT
BENTUK-BENTUK SEPARASI: 1. ATTRITION
2. LAY OFF
3. TERMINATION
TEMPERAMENTS:
ANALISIS JABATAN
2. YUKL:
3. LANHAM:
SECARA UMUM
Tujuan analisis jabatan:
Proses analisis jabatan:
Fungsi analisis jabatan:
Tugas:
Kegunaan Analisis jabatan:
Kendala analisis jabatan:
Prinsip-prinsip analisis jabatan:
Bahan analisis jabatan:
Sumber:
Data:
Manusia:
Barang:
2. Interview
3. Angket / Questionaire
Beberapa pengertian dalam Analisa jabatan: 1. ELEMEN / UNSUR
2. TUGAS / TASK
4. KEDUDUKAN / POSITION
5. PEKERJAAN / JOB
6. OCCUPATION
JOB DESCRIPTION
Job Description berisi:
PERSONNEL TRAINING & DEVELOPMENT
Menurut John H. Procton & William M. Thornton:
Jenis – Jenis Training: 1. ORIENTATION TRAINING
3. ON THE JOB TRAINING
4. TECHNICAL TRAINING
5. SUPERVISORY TRAINING
6. APPRENTICE TRAINING
Tiga sasaran training:
Faktor – faktor yang mempengaruhi tercapainya keberhasilan training:
Kegiatan latihan & Pengembangan diperlukan karena:
2. Job Study ( Analisa pekerjaan / Studi pekerjaan )
3. Person analysis
2. WHO
3. HOW
4. WHERE
5. WHEN
6. WHY
Komponen Training: 1. Sasaran training
2. Trainer
3. Bahan-bahan training
4. Metode-metode training
2. Meningkatkan mutu kerja
3. Meningkatkan ketepatan dalam human resources planning
4. Meningkatkan moral kerja ( moril / semangat kerja )
5. Menjaga kesehatan / keselamatan kerja
6. Menunjang pertumbuhan pribadi
2. Relation to Job Analysis
3. Motivation
4. Active Participation
5. Selection of trainees
6. Selection of Trainers
7. Training for the trainers
9. Principles of learning
Prinsip belajar dalam situasi training:
METODE TRAINING: 1. ON SITE METHOD
a. On the job training
b. Vestibule training
c. Job rotation training
d. Apprentice Training ( Magang )
2. OFF SITE METHOD
2.1. Information Presentation techniques
a. Lecture ( Kuliah / ceramah )
b. Audio – Visual ( TV & Film )
c. Conference
d. Program instruksi
e. Computer – assisted Instruction
f. Sensitivity training ( T – Group )
g. Behavior modeling
2.2. Simulation Methods
a. Studi kasus
b. Role playing
Evaluasi program training:
1. Reaction Criteria
2. Learning Criteria
3. Behavior Criteria
4. Result Criteria
PERFORMANCE APPRAISAL
Definisi:
1. Wayne F. Cascio ( 1991 )
2. Joseph Tiffin & Ernest J. Mc. Cormic ( 1962 )
3. Robert D. Gatewood & Hubart S. Field ( 1990 )
4. Secara Umum
2. Tujuan pengembangan diri karyawan
2. Sensitivity
3. Reliability
4. Acceptability
5. Practicality
1981): 1. Simplicity
2. Relevance
3. Descriptiveness
4. Adaptibility
5. Comprehensiveness
6. Objectivity
2. Ranking System
3. Paired Comparisons
4. Forced Distribution
5. Behavioral Checklist
6. Critical Incidents
7. Graphic Rating Scale
8. Behaviorally Anchored Rating Scale ( BARS )
B. RESULT ORIENTED RATING METHODS 1. Management by Objectives ( MBO )
2. Work planning and review
Faktor – faktor yang dapat mempengaruhi penilaian:
2. CONTRAST ERROR
3. RECENCY ERROR
4. LENIENCY DAN SEVERITY
5. CENTRAL TENDENCY ERROR
6. CONSTANT OR SYSTEMATIC BIAS
Teknik yang digunakan untuk mengurangi error :
KONSELING
Latar belakang perlunya konseling:
2. Memberi keyakinan (Reassurance)
3. Mengembangkan komunikasi
5. Menjernihkan pikiran
6. Reorientasi diri
2. Non Directive Counseling (Councelee Centered)
3. Participative Counseling
2. Identifikasi Masalah
4. Dukungan dan kepercayaan
5. Tindak Lanjut
Konseling merupakan:
Pengertian:
Daur Input – Transformasi – Output:
Pengaruh-pengaruh lingkungan:
The Open System Model:
FEEDBACK
1. Struktur Organisasi
2. Rentang Kendali ( Span of Control )
3. Sentralisasi Kekuasaan
4. Formalisasi
5. Departementasi
KEPEMIMPINAN
PENGERTIAN:
ASPEK KEPEMIMPINAN:
FUNGSI KEPEMIMPINAN: 1. Incompleteness of Organization Design
2. Changing Environtmental Conditions
3. Internal dynamics of Organization
4. Nature of Human Membership in Organization
1. Power – Influence Approach
Kekuasaan Posisi (Position Power)
Kekuasaan Pribadi (Personal Power)
2. Trait Approach
3. Behavior Approach
4. Situasional Approach
MOTIVASI
MOTIVASI:
MOTIF:
HIERARKI KEBUTUHAN MASLOW: 1. Kebutuhan Fisiologis
2. Kebutuhan akan rasa aman & bertahan hidup
3. Kebutuhan sosial
4. Kebutuhan akan harga diri
5. Kebutuhan aktualisasi diri
THE TWO FACTOR THEORY ( HERZBERG ): Motivasi terdiri dari 2 faktor:
MOTIVATION – HYGINE THEORY & MANAGER:
PERSPEKTIF MOTIVATION – HYGINE:
EXPECTANCY THEORY ( VROOM dari PORTER & LOWLER ) : Formula motivasi:
THE PRACTICAL SIDE OF REWARDS:
KOMUNIKASI
KOMUNIKASI:
5 elemen dalam komunikasi:
3 Tahapan dalam komunikasi:
Proses Komunikasi & Tindakan:
ARUS KOMUNIKASI:
1. Downward Communication
3. Lateral Communication
4. Diagonal Communication
HAMBATAN KOMUNIKASI: 1. Persepsi
2. Degrees of perceptual difficulty
3. Inference
4. Language
5. Status
1. Atensi (Attention)
2. Pemahaman (Understanding)
3. Penerimaan (Acceptance)
4. Aksi (Action)
HUMAN RELATION IN ACTION HOW TO BECOME A MORE ACTIVE LISTENER:
1. Directing
2. Judgemental
3. Probing
4. Smoothing
KONTINUM KEDEKATAN Bersahabat Netral Tidak tertarik Hostile
KEPUASAN KERJA
JOB SATISFACTION:
Bidang-bidang kepuasan kerja:
Indikator kepuasan kerja:
TEORI KEPUASAN KERJA: 1. DISCREPANCY THEORY ( LOCKE )
2. EQUITY THEORY ( ADAM )
Input – Outcome – Comparison Person
Input
Outcome
Comparison Person
Kondisi – kondisi Equity :
3. TWO FACTOR THEORY ( HERZBERG ) 1. SATISFIER MOTIVATOR
2. DISSATISFIER HYGIENE FACTOR
KELOMPOK ( GROUP )
DEFINISI: Shaw E. Marvin ( 1977 : 11 ):
Ciri – ciri utama kelompok:
Elemen – elemen dasar:
2. Mendasarkan pada Motivasi
3. Mendasarkan pada Tujuan
4. Mendasarkan pada Organisasi
5. Mendasarkan pada Interdependensi
6. Mendasarkan pada Interaksi
2. STORMING
3. NORMING
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