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HUMAN RESOURCES MANAGEMENT

HUMAN RESOURCES MANAGEMENT. Dwi Kurniawan, SE, MM. KERANGKA dan TANTANGAN.

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HUMAN RESOURCES MANAGEMENT

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  1. HUMAN RESOURCES MANAGEMENT Dwi Kurniawan, SE, MM

  2. KERANGKA dan TANTANGAN KeberadaanHuman Resource Departements (HRD) adalahuntukmembantuorang-orangdanorganisasimencapaitujuannyamasing-masing. Selalumenghadapibanyaktantangan yang ditimbulkanolehpermintaan-permintaandaripadaparapegawai, organisasidanmasyarakat. Gejolaklingkungandomestikdaninternasionaldisebabkanolehpertumbuhanbauranatauberbagaimacamangkatankerjadanbisnis yang mengglobal. Perubahan-perubahanjugaterjadisbgakibatperubahanperaturanperundang-undangan, khususnyaperaturanperundang-undangan yang diperlukanuntukmemperolehkesempatankerja yang sama. Dengandesakan-desakaniniHRDharusmemberikankontribusikepadatingkatan yang paling bawahdariorganisasitentangetikadantanggungjawabsosial.

  3. Kesuksesan seorang manajer sdm atau seorang spesialis sdm tergantung bagaimana tantangan-tantangan tersebut dapat diatasi. • Satu generasi yg lalu perusahaan-perusahaan industri perkapalan, sepeda motor, mobil, baja, ban, elektronik, perbankan dan komputer di Amerika Utara membuat iri dunia. Tetapi sekarang ini, perusahaan-perusahan tsb menghdapi tantangan keras dari para kompetitor internasional antara lain Jepang, Korea Selatan, Taiwan, Jerman dan negara-negara Uni Eropah lainnya. Tekanan ekonomi akan berlangsung intensif dg munculnya kompetitor baru di Asia dan Eropah Timur. Pertanyaan: bagaimana merespon tantangan tsb. Yaitu melalui kemajuan yg berdasar pada organisasi.

  4. Peranan Organisasi (organization-basedadvances) • Sebaik-baiknyaketahanansuatunegaradlmekonomi global tergantungkpdkinerjaorganisasi-organisasipublikdanprivatnya. Pd akhirnya, kemakmurandankesehatanmasyarakatberasaldariorganisasi-organisasitsb. Organisasimemberikanpekerjaan, memproduksibarangdanjasaygdiperlukanuntukkeberlangsungansuatubangsaindustri modern ataubangsapascaindustri modern. Dg banyakmenjualprodukbarangdanjasadlmpasar global, bangsa-bangsatsbdptlebihmakmurlagiutkmasyarakatnya, danmeningkatkanstandarhidupmasyarakatnya. Organisasimemberikanandildalamtiapkemajuanbesardlmabadini.

  5. Pentingnya peranan sdm dlm organisasi: • Terminologisdmmerujukkpdorang-orangdlmorganisasi. Ketikaparamanajerterlibatdlmkegiatansdmsbgbagiandaripekerjaannya, merekamencobamemfasilitasiorang-orangutkmewujudkanperencanaandanstrategiorganisasi. Orang-orang (sdm) ygmerupakanelemenumumdlmsetiaporganisasi; merekamenciptastrategidaninovasiutkkemasyhuranorganisasi. Patutmenjadiperhatianthdsebuah slogan dari Union Carbide: “Assets make things possible, people make things happen”.Asetdptmembuatsesuatukemungkinan; sedangkanorangdapatmembuatsesuatuituterjadi / terwujud.

  6. Pentingnya peranan sdm dlm organisasi dari sudut pandang lain: SDM mempunyai peranan penting dlm segala aspek kehidupan, seperti: • Keluarga / rumah tangga. • Kemiliteran… not the gun, but the man behind the gun. • Organisasi Swasta: .. not the desk, but the man behind the desk. • Organisasi Negara:Government cannot be any better than the men and women who makes it function. Our greater problem is to get the kind of men and women and to keep them in government (Herbert Hoover mantan Presiden AS ke 31, 1949).

  7. >David de Cenzo & Stephen P Robbins (1994:4): … achieving organizational goals cannot be done without human resources.Padahalaman 32 daribukutsb. mengatakan: Getting good people is critical to the success of every organization. • David J Cherrington (1995:5): Our world is an organizational world. We are surrounded by organizations and we participate in them as members, employees, customers, and clients. Most of our life is spent in organizations, and they supply the goods and services on which we depend to live.Organizations, on the other hand, depend on people; and without people they would disappear. • Frederick Herbison: “The most valuable of all capital is that invested in Human Beings”.

  8. THE PURPOSE OFHUMAN RESOURCE MANAGEMENT The purpose of human resource management is to improve the productive contribution of people to the organization in ways that are strategically, ethically, and socially responsible. … the personnel who work for a company represent that company’s human resources (Cherrington 1995:5).

  9. HUMAN RESOURCE CHALLENGES MSDM menghadapi berbagai tantangan yg disebabkan oleh pengaruh perubahan faktor lingkungan yg tidak menentu, dan perubahan tsb berjalan cepat. MSDM dituntut utk beradaptasi dgn perubahan lingkungan tsb. Pengaruh Lingkungan Internal: • Bentuk dan struktur organisasi. • Cultural values and societal norms. • Stakesholders needs. • Visi dan Missi perusahaan / organisasi. • Strategi perusahaan. • Bauran tenaga kerja.

  10. Pengaruh Lingkungan Eksternal: • Peraturan perundang-undangan: 1. Civil Rights Act of 1991. 2. Equal Employment Opportunity (ingat peran EEOC). RI: UU 13/2003 ttg Ketenaga Kerjaan (psl.5,setiap tk memiliki kesempatan yg sama tanpa diskriminasi utk memperoleh pekerjaan. Psl.31,setiap tk mempunyai hak dan kesempatan yg sama utk memilih,mendpt kan, atau pindah pekerjaan dan memperoleh peng- hasilan yg layak di dlm atau di luar negeri). • Globalisasi (GEMS = Global Employees Mobile Skilled), perdagangan dan pasar bebas. • Ekonomi dunia dan ekonomi nasional (krisis, inflasi,perubahan nilai valuta asing dsb.).

  11. Perkembangan teknologi informasi. • Organisasi pesaing. • Perkembangan politik, keamanan dunia dan nasional. • Organisasi profesi (Asosiasi Pengusaha dan organisasi pekerja (Labor Unions). • Perubahan persyaratan kerja (Sertifikasi Kompetensi). Sumber: di sarikan dari berbagai sumber, Gary Dessler (1997), Noe et.al. (2000), Davis (1996), Cherrington (1995), dan de Cenzo & Robbins (1994).

  12. HRM adalah perencanaan, pengorganisasian, pengarahan, dan pengendalian atas pengadaan tenaga kerja, pengembangan, kompensasi, integrasi, pemeliharaan dan pemutusan hubungan kerja dgn sdm untuk mencapai sasaran perorangan, organisasi dan masyarakat (Flippo 1984:5). Dapat dikatakan HRM terdiri dari fungsi-fungsi Manajemen dan fungsi-fungsi Operasional, iaitu: 1. Fungsi-fungsi Manajemen: a.planning,b.organizing,c.directing,d.controlling. 2. Fungsi-fungsi Operasional: a.procurement,b.development,c.compensation, d.integration,e.maintenance,f.separation.

  13. ORGANIZATIONAL STRATEGY AND HR STRATEGY • Organization operate in a dynamic environment which means that external and internal forces are continually changing. To survive in a dynamic environment, organizations must be prepared to diagnose their opportunity and revise their strategies. Organizational strategies must be aligned with other functional strategies, including human resource strategies. • The four elements of the strategic HRM: strategy formulation, alignment, implementation, and evaluation. • Strategy can be define as the combination of plans to achieve a desired objective and the methods of implementing them (Cherrington 1995:39).

  14. HRM / MSDM Apakah itu ? • HRM plays a central role in creating organizations and helping them survive (Cherrington 1995:5). • HRM is responsible for the people dimension of organization. This function of the organization is responsible for getting the best people, training them, and providing mechanisms to ensure that these employees maintain their productive affiliation with the organization (de Cenzo & Robbins 1994:21). • HRM is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise (Cherrington 1995:5).

  15. DEFINISI MSDM : The major functions of a HRM / Departement include, staffing, performance evaluations, compensation and benefits, training and development, employee relations, safety and health, and personnel research (Cherrington 1995:11).Staffing/employment includes: HR planning,recruitment & selection. HRM is the function performed in organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals (Ivancevich 2001:4).

  16. HRM: a process consisting of the inception, development, motivation, and maintenance of human resources (de Cenzo & Robbins 1994:30). Inception is the function of HRM concerned with getting individuals into the organization,includes of recruiting and selecting employees,and orienting them to the company. • HRM refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance (Noe et.al. 2000:4). HRM practices: HR planning, recruiting, selection, training & development, compensation, performance management, employee relations.

  17. Skema MSDM • Masyarakat • Proses pelamaran sampai kpd seleksi • Pengangkatan dan aktivitas lainnya dlm masa dinas • Separasi, yaitu PHK dan atau Pensiun. • Kembali ke masyarakat.

  18. PERUBAHAN DUNIA KERJA • GLOBALISASI, GEMS (Global Employee Mobile Skilled). • BAURAN TENAGA KERJA, TERMASUK PENDATANG ILEGAL. • KEMAJUAN TEKNOLOGI, PERSYARATAN KERJA. • PERAMPINGAN/DOWNSIZING/CORPORATE RETRENCHMENT. • PEMBERDAYAAN SDM / EMPOWERING. • KEBIJAKSANAAN PEMERINTAH. • PASAR/PERDAGANGAN BEBAS. • KRISIS EKONOMI.

  19. PERMASALAHN SDM YG DIHADAPI NEGARA BERKEMBANG • KEKURANGAN TENAGA AHLI DI BIDANG KRITIS (dokter, ilmuwan, agronomist dll.), terpusat di kota2 dan terjadi pergeseran bidang keahlian, beralih ke bidang sosial & humaniora. • KEKURANGAN TENAGA TEKNISI & LAPANGAN, orang muda lebih menyukai kerja kantoran. • KEKURANGAN TENAGA PROFESIONAL DI BIDANG MANAJEMEN & ADMINISTRASI, lemahnya kemampuan daya saing.

  20. MASALAH UMUM KETENAGAKERJAAN DI INDONESIA • TERJADINYA KESENJANGAN ANTARA TINGKAT KEMAMPUAN INDIVIDU DG PERSYARATAN KERJA. • KETIDAK SEIMBANGAN ANTARA SUPPLY DAN DEMAND TENAGA KERJA, AKIBATNYA UPAH RENDAH. • RENDAHNYA PRODUKTIVITAS YANG DIAKIBATKAN OLEH RENDAHNYA TINGKAT PENDIDIKAN. 65% DARI ANGKATAN KERJA INDONESIA (JUMLAH ANGAKATAN KERJA LEBIH KURANG 100 JUTA ORANG) BERPENDIDIKAN SD DAN DROP OUT SD.

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