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Ratna Dwi Wulandari
Depart. Health Policy & Administration School of Public Health – University of Airlangga
• Management of activities undertaken to attract, develop, motivate and maintain a high performing workforce within the organization (Bowin & Bruce, 2001) • The design of formal systems in an organization to ensure the effectiveness and efficient use of human talent to accomplish the organizational goal (Mathis, 2000)
1. Mendapatkan orang yang tepat untuk organisasi (placing the right man on the right place) system recruitment & selection 2. Maksimalisasi potensi tenaga kerja tujuan organisasi perkembangan karier meningkatkan martabat personel 3. Meningkatkan performance Melalui: meningkatkan kreativitas eliminer kinerja yang tidak memuaskan 4. Menjamin kesesuaian SDM dg:- Manajer - Organisasi - Klient - Peraturan Pmrintah 5. Keseimbangan keputusan (naker, konsumen, owner) menyediakan naker yang puas dan memuaskan 6. Pengembangan
Merencanakan; mendapatkan; menggunakan; membina dan memelihara naker kemampuan prima tujuan organisasi tercapai
PERAN LAIN SDM
Meningkatkan prestasi naker Penurunan absensi karyawan Penurunan perputaran (turn over) naker
KUALITAS KEHIDUPAN KERJA
Peningkatan keterlibatan kerja Peningkatan kepuasan kerja Penurunan stress kerja Penurunan angka kecelk. Kerja & jumlah karyawan sakit
goal Manajer mulai: Meperhatikan behavior nakes Tergantung pada seleksi. 1980-an Cutting edge organization downsizing & financial restructuring TH. Getting things done with employee” Naker : beban Naker : Object “…. getting things through employee” LANJUTAN PEMIKIRAN TENTANG SDM Kontribusi naker dalam Kontribusi naker dalam pencapaian tujuan kecil pencapaian tujuan besar Penyebab masalah : naker Penyebab masalah : sistem Training & development : costly Training & development: cara terbaik meningkatkan kualitas dan produktivitas Focus: individual development Focus: team building 3 .27/09/2012 PEMIKIRAN TENTANG SDM TH.. reward & development Naker : asset Naker : Subject “…. 1990-an People are our most important asset to achieve orgz. appraisal.
tujuan & prospek organisasi hrs dipahami semua naker Staffing Process Human Resources Planning Recruitment Selection Training and development Performance appraisal Orientation and Placement Transfer Termination (Stoner. inovatif. Keunikan SDM sumber daya lain treatment beda 3. 1986) 4 . dan bertanggungjawab 4. Individual (employee) needs Vs organizational needs 2.27/09/2012 Perlu disadari: 1. Visi. SDM kreatif. misi.
27/09/2012 Human Resources Planning • A process which anticipates and maps out the consequences of business strategy on an organization's human resources. five. ten years? 5 . This is reflected in planning of skill and competence needs as well as total headcounts Human Resources Planning (Cont’d) The manpower planning approach which addresses questions such as: How many staff do we have/need? How are they distributed? What is the age profile? How many will leave in each of the next five years? How many will be required in one.
1998) 6 . 2002) • Process of obtaining information about jobs by determining what the duties.27/09/2012 Job Analysis important to determine skill and competence needs by organization JOB ANALYSIS • The systematic process of determining the skills. duties. or activities of job are (Sherman & Snell. task. and knowledge required for performing specific job in an organization (Mondy et al.
and abilities of the person who is to perform the job • Minimum acceptable qualifications that a person should possess in order to perform a particular job 7 . and responsibilities of a job to the performed Job Specification • Statement of the needed of knowledge.27/09/2012 Benefit of Job Analysis Human Resources Planning Recruitment Task/Duties Responsibilities Activities Selection Human Resources Development Performance Appraisal Compensation & Benefits Job Analysis Job Description Job Specification Safety & Health Employee & Labor Relations Knowledge Skills Abilities Human Resources Research Equal Employment Organizational Structure Job Description • Statement of the task. skills. duties.
Decide enumerator Collect the information Data analysis Job description Job specification Job Analysis Methods 1. Identify the job c. Benchmarking 8 . Daily log 5. Continuous b. Observation (time & motion study): a. Decide who is responsible b.27/09/2012 Job Analysis Process Job analysis planning: a. supervisor) 2. Decide the source of information g. Interview (individual. Questionnaire 4. Decide the data and information e. Intermittent (work sampling) 3. group. Choose the job will analysis d. Decide the method f.
in sufficient numbers. 2002) The Recruitment Process External Environment Internal Environment Human Resources Planning Alternative to recruitment Recruitment Internal Sources Internal Method External Sources External Method Satisfied Recruited Individual 9 . and with appropriate qualifications.27/09/2012 Recruitment • The process of attracting individuals on a timely basis. and encouraging them to apply for jobs with an organization (Mondy.
27/09/2012 Internal method • Management and skill inventories • Job posting (a technique that permits they posses the required qualifications to apply for posted job) • Job bidding (a procedure for communicating to company employees the fact that the job are exists) External Method • • • • • • • Advertising Special events (Ex: Job fair) Walks in Others organization Agency Open house Nepotism 10 .
2002) Selection (cont’d) Work skills and motivation SelectIon Reading and material skills Applicant work experience Verbal skills Math skills 11 .27/09/2012 Selection • The process of choosing from a group of applicant those individuals best suited for a particular position and organization (Mondy.
27/09/2012 Placement •Fitting a person to the right job matching process Orientation Procedure to give information to new employee about: – Vision. Mission & Goal organization – Organizational culture – Job characteristic 12 .
27/09/2012 Orientation (cont’d) Goals of orientation programs 1. effort by management to improve employee competency levels and organizational performance through training. Speeding time to productivity 3. education. and development program 13 . continuous. Anticipating & answering their questions 4. Becoming part of the team Human Resources Development • Planned. Celebration 2.
knowledge and attitude that will enable the employee to assume a new job involving different task at some future time Development Involves learning oriented to both personal and organizational growth but is not restricted to a specific present or future jobs Compensation 14 .27/09/2012 Training Activities that serve to improve an individual’s performance on currently held job or one related to it Education Consist of learning new skills.
Kompensasi karyawan adalah semua bentuk imbalan yang diberikan kepada karyawan sebagai imbalan dari pekerjaan mereka Tujuan pemberian imbalan Secara khusus digunakan untuk mengarahkan. mengatur atau mengawasi perilaku karyawan hasil yang diharapkan adalah karyawan tertarik untuk bekerja dan termotivasi untuk melakukan pekerjaan sebaikbaiknya 15 .27/09/2012 DEFINITION Compensation : What employees receive in exchange for their contribution to the organization.
27/09/2012 Hubungan Sistem Penilaian & Imbalan FEEDBACK Elements of Compensation • Fixed pay • Variable Pay 16 .
27/09/2012 17 .
2000) Education and Training: What's the Difference Skills Knowledge Attitude Education Training Skills Knowledge Attitude Education Training 18 .27/09/2012 Performance Appraisal • Process of evaluating how well employees perform their jobs when compared to a set of standards and then communicating that information to those employees (Mathis & Jackson.
27/09/2012 What is “education?” That which leads out of ignorance Anything that affects our knowledge. To learn “HOW” 19 . skills. and attitudes/abilities (KSA's) Primarily increases knowledge and attitudes To learn “WHY” What is “training?” One method of education Primarily increases knowledge and skills A specialized form of education that focuses on developing or improving skills the focus on performance.
27/09/2012 STEPS IN THE TRAINING DEVELOPMENT PROCESS Step 1: ASSESS TRAINING NEEDS Step 2: WRITE LEARNING OBJECTIVES Step 3: DESIGN THE CURRICULUM Step 4: SELECT METHODS & MEDIA Step 5: WRITE THE LESSON PLAN Step 6: COORDINATE LOGISTICS Step 7: PRESENT THE TRAINING Step 8: DOCUMENT THE TRAINING Step 9: EVALUATE THE RESULTS 20 .
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