Nama : Siti Nadya Sefrily

NPM : 2006534902

Ch 13 Human Resource Management

Human Resource Management

Human capital : economic value of people with job-relevant knowledge, skills, abilities,
ideas, energies, and commitments.
Human resource management : suatu proses menarik, mengembangkan, dan menjaga talented
workforce.
Human resource management process
Three major tasks in HRM
1. Attracting a quality workforce → planning, employee recruitment and selection
2. Developing a quality workforce → employee orientation, training and development,
performance management
3. Maintaining a quality workforce → career development, work-life balance,
compensation and benefits, and labor-management relations.
Person-job fit : the extent to which an individual’s knowledge, skill, experiences, and
personal chracteristic are consistent with the requirement of work.
Person-organization fit : the extent to which an individual’s values, interest, and behavior are
consistent with the culture of the organization.
Strategic human resource management
=> memobilisasi human capital untuk mengimplementasikan organizational strategies.
Salah satu indikator HRM adalah benar-benar berstrategi dalam suatu organisasi ketika
dipimpin oleh senior executive yang melapor langsung kepada CEO. HRM juga berperan
dalam strategic role untuk mendukung core values and corporate culture.
Legal environment of HRM
1. Equal employment opportunity → requirement that employment decisions be made
without regard to race, color, national origin, religion, gender, act, and disability status.
Organisasi diekspetasi untuk menunjukkan affirmative action dan membangun bona fide
occupational qualifications.
Affirmative action : usaha untuk memberikan preference in employment to women and
minority group members yang melalui underrepresented.
Bona fide occupational qualification : kriteria employment yang ditentukan oleh capacity
to perform aa job.
2. Law against employment discrimination
Discrimination : seseorang ditolah pekerjaan atau tugas kerjanya dengan alasan not
job-relevant.
 US Laws against Employment Discirimination
3. Current Legal Issues
Sexual harassment : behavior of sexual nature that affects a person’s employment
situation
Comparable worth : holds that persons performing jobs of similar importance should be
paid at comparable levels.
Independent contractors : hired as needed and are not part of the organization’s
permanent workforce.
Workplace privacy : hak untuk privasi sementara bekerja

Attracting a Quality Workforce

Human resource planning
=> proses analisis organization’s staffing dan menentukan how to best fill them.
Job analysis : what’s done in a job and why
Job desc : details the duties and responsibilities of a job holder
Job spec : list of the qualifications required of a job holder

Step in strategy HR planning

Recruiting process
Recruitment : set of activities designed to attract a talented pool of job applicants.
Three steps in a typical recruitment process :
1. Advertisement job vacancy
2. Contact with potential job candidates
3. Initial screening
1. External and Internal Recruitment
External recruitment : mencari job applicants dari luar organisasi, ex. company websites,
social media, virtual job fairs.
Advantage : Bring fresh perspective, expertise, and work experience.
Disadvantage : Extra effort and hiring decision might turn out bad karena kekurangan info
Internal recruitment : mencari job applicants dari dalam organisasi.
Advantage : -Lebih cepat dan berfokus pada person yang memiliki good performance.
-Meningkatkan loyalitas dan motivasi in a workforce.
Disadvantage : Keterbatasan job seachers dan kehilangan best candidate dari luar organisasi
2. Realistic Job Previews
Traditional recruitment : berfokus pada selling the job and organization to applicants.
Realistic job previews : menyediakan job candidates with all pertinent information about a
job and an organization, both positive and negative.

Steps in the selection process

Selection Techniques
Selection : pemilihan individual to hire from a pool of qualified job applicants
1. Hiring the best qualifications or the best person?
If an organization needs to fill an immediate need or is not able to invest in training,
then hiring for best existing qualifications is generally preferred. But in situation
dynamic and fast-changing, then hiring the best person may result in better long-term
performance.
2. Reliability and Validity
Realibility : selection devce gives consistent results over repeated measures
Validity : score on a selection device have demonstrated links with future job
performance
3. Interviews
Traditional → face to face interview
Modern → Telephone interview and virtual or online interview
Unstructured interviews : interviewer doesn’t work from a fromal and preestablished of
questions that is asked of all interviewers.
Behavioral interview : ask job applicants about past behavior
Situational interviews : ask job applicants how they would react in spesific situations.
4. Employment test
=> identify a candidate’s intelligences, aptitudes, personality, interest, and ethics.
Biodata methods : collect certain biographical information that has been proven to correlate
with good job performance.
Assesment center : examines how job candidates handle stimulated wotk situations.
Work sampling : applicants are evaluated while performing actual work tasks.

Developing a Quality Workforce

Orientation and Socialization
Orientation : familiarize new employees with jobs, coworkers, and organizational policies
and services.
Socialization : process of learning and adapting to the organizational culture
Training and Development
Training : provides learning opportunities to acquire and improvement job-related skills.
Job rotation : people switch tasks to learn multiple jobs.
Coaching : an experienced person offers performance advice to a less experienced person
Mentoring : assign early-career employees as proteges to more senior ones.
Management development : training to improve knowledge and skills in the management
process.
Performance Management
Performance management system : sets standards, assesses results, and plans for performance
improvements.
Performance appraised : process of formally evaluating performance and providing feedback
to a job holder.
Performance coaching : provides frequent and development feedback for how a worker can
improve job performance.
1. Trait-based performance appraisals
Graphic rating scale : a checklist of traits or characteristics to evaluate performance
2. Behavior-based performance appraisals
Behaviorally anchored rating scale : uses specific descriptions of actual behavior to rate
various levels of performance.
Recency bias : most recent behaviors when valuating individual performance
The critical-incident technique : keeps a log of someone’s effective and ineffective job
behaviors.

3. Result-based performance appraisals

Leniency : tendency to give employees a higher performance rating than they deserve
Multiperson comparison : compares one person’s performance with that of others.
4. 360-degree feedback
 360-degree appraisals : superiors, subordinates. peers, and even customers in the appraisal
process.

Maintaining a Quality Workforce

Flexibility and Work-life Balance
Work-life balance : balancing career demands with personal and family needs.
Compensation and Benefits
Base compensation : a salary or hourly wage paid to an individual
1. Merit pay system
Merit pay : awards pay increases in proportion to performance contributions.
2. Bonuses and profit-sharing plans
Bonus pay : provide one-time payments based on performance accomplishments.
Profit-sharing : distribute to employees a proportion of net profits earned by the
organization
Gain-sharing : allow employees to share in cost savings or productivity gains realized by
their efforts.
3. Stock ownership and stock options
Employee stock ownership plans : help employees purchase stock in their employing
companies.
Stock options : give the right to purchase shares at fixed price in the future
4. Benefits
Employee benefits : nonmonetary forms of compensation such as health insurance and
retirement plans.
Flexible benefits : allow employees to choose from a range of benefits options
Family-friendly benefits : help employees achieve better work-life balance
Employee assistance programs : help employees cope with personal stresses and problems
Retention and turnover
Early retirement incentive program : offer workers financial incentives to retire early
Termination : involuntary dismissal of an employee
Employment-at-will : employees can be terminated at any time for any reasons
Wrongful discharge : doctrine giving workers legal protections against-discriminatory
firings.
Labor-management relations
Labor union : organization that deals with employees on the worker’s collective behalf
Labor contract : formal agreement between a union and employer about the terms of works
for union members.
Collective bargaining : process of negotiating, administrating, and interpreting a labor
contract
 Ch 14 Leading and Leadership Development

The Nature of Leadership

Leadership : process of inspiring others to work hard to accomplish important tasks.

Leadership and Power

Power : ability to get someone else to do something you want done or make things happen
the way you want
1. Position Power

2. Personal Power

Leadership and Vision

Vision : clear sense of the future
Visionary leadership : brings to the situation a clear sense of the future and an understandig of
how to get there
Leadership as Service
Servant leadership : follower centered and commited to helping others in their work
Empowerment : enables others to gain and use decision-making power

Leadership Traits and Behaviors

Leadership Traits
1. Drive→ high energy, initiative, and tenacious
2. Self-confidence→ trust themselves and have confidence
3. Creativity→ creative and original in thinking
 4. Cognitive ability→ intelligence to integrate and interpret information
5. Job-relevant knowledge→ know their industry and technical foundations
6. Motivation→ influencing others to achieve shared goals
7. Flexibility→ adapt to fit the needs of followers and demands of situations
8. Honesty and integrity→ trsutworthy
Leadership Behaviors
1. Leader high in concern for task→ plans and defines the work to be done, task
responsibilities, clear work standard dan monitors performance results
2. Leader high in concern for people→ acts with warmth and supportiveness toward
followers, maintain good social relations, and respect their feeling
Classic Leadership Style
Leadership style : recurring pattern of behaviors exhibited by a leader
1. Autocratic→ command-and-control fashion
2. Human relations→ emphasizes people over task
3. Laissez-faire→ has a “do best you can and don’t bother me” attitude
4. Democratic→ emphasize both task and people

Contingency Approaches to Leadership

Fiedler’s Contingency Model
Gaya kepemimpinan merupakan bagian dari personality seseorang dan sulit untuk
diubah-Fred Fiedler
1. Understanding leadership stye and situations
Least-preferred coworker scale : measure a person leadership style

2. Matching leadership style and situation

Hersey-Blanchard Situational Leadership Model
Succesfull leaders do adjust their style

Path-Goal Leadership Theory

seeks the right fit between leadership style and situation
Directive→ letting followers know what is expected
Supportive→ doing things to make work more pleasant
Achievement-oriented→ setting challenging goals, high performance
Participative→ involve team members in decision making

Contingency path-goal
1. Path-Goal contingencies→ shift among the four style in ways that best fit situational
needs. It also provide a variety of research-based guidance on how to contngently
match leadership style with situational characteristic.
2. Substitute for leadership→ factors in the work setting that direct work effort without
the involvement of a leader
Leader-Member Exchange Theory
Leader-participation model
Authority decision : made by leader and communicated to the group
Consultative decision : made by a leader after receiving information and opinion from
members
Group decision : made by group member

Three factors in decision making method

1. Quality→ has the info needed for problem solving
2. Acceptance-> importance of follower acceptance to the decision’s eventual
implementation
3. Time→ time available to make and implement the decision

Personal Leadership Development

Charismatic and Transformational Leadership
Charismatic leader : inspire followers in extraordinary ways
Transformational leadership : inspirational and arouses extraordinary effort and performance
Emotional Intelligence and Leaddership
Emotional intelligence : ability to manage our emotions in social relationship

Gender and Leadership

Gender similarities hypothesis : holds that males and females have similar psychological
properties
Interactive leadership : strong communicators and act democratic and participative with
followers
Moral Leadership
=> always “good” and “right” by ethical standards. Leaders show integrity with honesty,
credibility, ans consistency in putting values into action
Moral overconfidence : overly positive views of one’s strength of character
Authentic leadership : activates positive psychological states to achieve self-awareness and
positive self-regulations
Drucker’s “Old-Fashioned” Leadership
=> by Peter Drucker, the basic building block for success as a leader is defining and
establishing a sense of mission. A good leader sets the goals, priorities, and standards and
keep all of them clear and visible. He also stressed that the importance of earning and
keeping the trust of others