HR MIS+Mercubuana+Sesi+1

7/27/2019 HR MIS+Mercubuana+Sesi+1

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Gambaran Umum Perkuliahan

HR - MIS


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ru ur er u a an Mata Kuliah : Human ResourceManagement Information System (HR-MIS)

Bobot : 3 SKS

Frekuensi : (14 sesi kuliah tatap muka X 1 pekan sekali) + UTS + UAS

Penilaian :

Tugas/Kuis 30 UTS 30 UAS 30 Kehadiran 10

Buku Teks :1. Haag. S., Cummings, M.(2008). Management Information Systems for the

Information Age.7. McGraw-Hill International. New York.2.Turban, E,;Leidner, D.; Mc Lean, E.; & Wetherbe, J. (2007). InformationTechnology for Management: Transforming Organizations in the Digital

Economy.7. John Wiley & Sons. New York.

3. Laudon, K. C.; Laudon, J. P.(2007). Management Information Systems:

Managing the Digital Firm.10. Pearson Prentice Hall. New Jersey.

4. McLeod, R. Jr.;Schell, G. P. (2007). Management Information Systems.10.

Pearson Prentice Hall. New Jersey.5. Baltzan, P.; Phillips, A. (2009). Business Driven Information Systems.2.McGraw-Hill International. New York.


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ru ur er u a an an u an Buku Teks :

6.Rainer Jr., R. K.; Turban, E. (2009). Introduction to

Information Systems: Enabling and Transforming

Business.2. John Wiley & Sons. New York.7.Martin, E. W. (2005). Managing InformationTechnology.5. Pearson Prentice Hall. New Jersey.

8.Turban, E.; Aronson, J. E.; Liang, T. P. (2005).

Decision Support Systems and Intelligent Systems.

7. Pearson Prentice Hall. New Jersey.

9.Meade, James G. (2003). The Human Resources

Software Hanbook: Evaluating Technology Solutions

for Your Organization. Pfeiffer. A Willey Imprint. SF.10.Noe, R. A.; Hollenbeck, J. R.; Gerhart, B.; Wright, P.M. (2008). Human Resource Management: Gaining

a Competitive Advantage.6. McGraw-HillInternational. New York.

11.Dessler, G. (2008). Human Resource Management.

11. Pearson Prentice Hall. New Jersey.

* Hand-outs. *Proquest * Internet.


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Topik BahasanSesi Topik Bahasan1. -Pemahaman MSDM, Aktivitas, tanggung

jawab , peran, dan fungsi HRD, kompetensi,

tantangan, perencanaan strategis, dan

formulasi strategi untuk meraih

Competitive Advantage.

-Contoh, Diskusi, Tugas 1.

-Penjelasan tugas presentasi kelompok

(dijelaskan berulang pada setiap kesempatan

perkuliahan tatap muka)

2. -Konsep Sistem, Informasi, knowledge, SI,Teknologi Informasi, Organisasi,

Manajemen,SIM,Permodelan SIM,dan Sistem

Pengolahan Transaksi pada divisi HRD


3.-Investasi TI, Metode Perolehan Software,

SDLC, RAD,Prototyping,


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Topik Bahasan (lanjutan)

Sesi Topik Bahasan5. -Business Intelligence, Artificial Intelligence, Office

Automation, Decision Support Systems (DSS),

Executive Information Systems (EIS), Expert

Systems, dan Enterprice Resource Planning (ERP).

-Contoh, Diskusi, Review 2.

6.-Database Management Systems (DBMS)

-Knowledge Management (KM)


7. -Sistem Informasi SDM-Competitive Advantage (Keunggulan Daya Saing)

-Contoh, Diskusi, KUIS 1.8. U T S

9. -Peran SDM dalam pelaksanaan E-Business,E-Commerce,E-Government, danE-CRMElectronic-Customer Relationship Management).


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Sesi Topik Bahasan10. -Peran SDM dalam pelaksanaan proses bisnis

E-SCM ( Supply Chain Management / Manajemen

Rantai Pasokan).

- Contoh, Diskusi.

11. -Pengenalan beberapa penyedia utama HR-Software:

SAP, Oracle, Peoplesoft, J.D. Edwards, Lawson

Software, SAS, BAAN, dsb.

-Konsultansi.


12.-Pengenalan beberapa produkHR-Software: !Track-It

HR, People Track, Employease, iVantage,

Genesys Enterprise Series, dsb.

- Contoh, Diskusi, Review 3.

13. -Implikasi Etika dalam Teknologi Informasi dan

Pengamanan Sistem Informasi.-Contoh, Diskusi, kuis 2.


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Sesi Topik Bahasan

15.-Presentasi Tugas Akhir Kelompok (Bagian 2)-Review 4.

16. U A S


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Kesepakatan Aturan

Perkuliahan Jam Kuliah

Kuliah Sabtu : 10.45 13.15

Kuliah Minggu : 14.00 - 16.30 Toleransi keterlambatan bagi dosen dan

mahasiswa: maksimum 15 menit. Tata tertib mhs dalam ruang kuliah:

- Mengikuti perkuliahan dengan tertib- Tidak mengaktifkan Laptop

- Bertanya dan berdiskusi

- Mengejakan tugas dan presentasisesuai instruksi.

Maksimum ketidakhadiran dalam 1semester: 4kaliperkuliahan dengannilai minimal kehadiran hanya 65.


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Human Resource ManagementGaining a Competitive AdvantageHuman Resource Management:

Gaining a Competitive Advantage


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Learning ObjectivesAfter reading this chapter, you should be able to:

Discuss the roles and activities of a companys human resourcemanagement function

Discuss the implications of the economy, the makeup of the labor

force, and ethics for company sustainability Discuss how human resource management affects a companys

balanced scorecard

Discuss what companies should do to compete in the globalmarketplace

Identify the characteristics of the workforce and how they influence

human resource management Discuss human resource management practices that support high-

performance work systems

Provide a brief description of human resource managementpractices


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IntroductionCompetitivenessa companys

ability to maintain and gain market

share

Human resource management

the policies, practices, and systems

that influence employees behavior,

attitudes, and performance


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Responsibilities of HRDepartments CompanyPerformance

(P, O)Employment Analysis, Design, and

Planning

(St)Recruiting & Selecting

(St)Training and development

(St)Compensation

(St)Benefits

(St)Employee services

(St)Employee and community relations

(St, Ld,Ctr)Personnel records / Performance

Management

(St)Health and safety

(P)Strategic planning


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More Explanations: (1.Phys) Compensation: wage, salary, incentive

pay, executive compensation, rewards.

(2.Safe&Secr)Benefits: insurance, vacation leave,

retirement plans, profit sharing.

(2.Safe&Secr)Employee services: Employee

assistance programs / counseling, relocation

services, outplacement services.

(3.Love&Belonging)Employee & community

relations: attitude surveys, labor relations,

publications, labor law compliance, discipline.

(4.Esteem&Recog)Personnel records: HR-Information systems & Records.

(2.Safe&Secr)Health and safety: safety

inspection,drug testing,etc

(5.Self Act)Strategic planning: forecasting, long-


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What Roles Do

HR Departments Perform?

Administrative

Services and Transactions:

Business

Partner Services

Strategic Partner:HumanResources

*Hiring

*Staffing

*Compensation, etc

*Contributing to businessstrategy (Developing HR

Practices)

*Emphasizing HR

Knowledge

*Helping implementbusiness plan

*Designing effective

system to ensure

competencies


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What Competencies Do HRProfessionals Need?


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How is the HRM FunctionChanging? Time spent on administrative tasks is decreasing

and its roles as a strategic business partner,change agent, and employee advocate areincreasing

This shift presents two important challenges: Self-servicegiving employees online access to

information about HR issues

Outsourcingthe practice of having anothercompany provide services


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How is the HRM FunctionChanging?As part of its strategic role, one of the key

contributions that HR can make is toengage in evidence-based HR.

Evidence-based HRdemonstratingthat human resource practices have apositive influence on the companysbottom line or key stakeholders.


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The HRM Profession HR salaries vary depending on education

and experience as well as the type ofindustry

The primary professional organization forHRM is the Society for Human ResourceManagement (SHRM)


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Competitive ChallengesInfluencing HRM Three competitive challengesthat

companies now face will increase the

importance of HRM practices:

The Global Challenges:

economic and societal/social

The Challenge of

Sustainability

The Technology

Challenge


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The Sustainability Challenge Sustainabilityrefers to the ability of a

company to survive and succeed in adynamic competitive environment

Stakeholdersrefers to shareholders, the

community, customers, and all otherparties that have an interest in seeing thatthe company succeeds


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The Sustainability ChallengeSustainability includes the ability to:

provide a return to shareholders

provide high-quality products, services,and work experiences for employees

increase value placed on intangibleassets and human capital

social responsibility

Adapting to changing characteristicsand expectations of the labor force

Legal and ethical issues

Effectively use new work arrangements


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The Sustainability Challenge The changing structure of the economy

Skill demands for jobs are changing

Knowledge is becoming more valuable Intangible assets-- human capital, customer

capital, social capital, and intellectual capital

Knowledge workersemployees whocontribute to the company through aspecialized body of knowledge

Empowermentgiving employeesresponsibility and authority to make decisionsregarding all aspects of product developmentor customer service

Learning organization


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Examples of IntangibleAssets Human Capital: Tacit knowledge,

Education, Work-related knowhow &

competence.

Customer Capital: Customer relationships,

Brands, Customer loyalty, Distributionchannels.

Social Capital: Corporate culture,

Management practices, Informal

networking systems, Coaching/mentoring

relationship.

Intellectual Capital: Patents, Copyrights,

Trade secrets, Intellectual property.


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The Sustainability ChallengeChanges in Employment Expectations:

Psychological contract : what the

company will provide in return.

Alternative work arrangements:

Independent contractors, on-call workers,temporary workers, part-time workers.


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The Balanced Scorecard The balanced scorecardgives managers the

opportunity to look at the company from the

perspective of internal and external customers,

employees and shareholders.

The balanced scorecardshould be used to:

Link human resource management activities to the

companys business strategy.

Evaluate the extent to which the human resource

function is helping the company meet its strategic

objectives.


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The Balanced Scorecard How do customers see us?

What must we excel at?

Can we continue to improve and create value?

How do we look to shareholders?


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Scorecards Process1. Define the business strategies.

2. Outline the companys value chain activities.

3. Outline a strategy map.

4. Identify the strategically required organizational

outcomes.

5. Identify the required workforce behaviors.

6. Identify the strategically relevant HR System

policies and activities, such as training and

grievance systems.

7. Create HR Scorecard.

8. Design the HR Scorecard measurement system.

9. Summarize the Scorecard measures in digital

dashboard.

10. Periodically re-evaluate the measurement system.


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The HR Scorecard

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PERSPECTIVE QUESTIONS ANSWERED EXAMPLES OF CRITICAL EXAMPLES OF CRITICAL

BUSINESS INDICATOR HR INDICATORS

Customer How do customers see us? Time, quality, performance, *Employee satisfaction with

service, cost HR department services*Employee perceptions of

the company as an

employer

Internal What must we excel at? *Processes that influence *Training cost per employeecustomer satisfaction *Turnover rates

*Availability of information *Time to fill open positions

on service and/ormanufacturing processes

Innovation Can we continue to *Improve operating efficiency *Employee/skills

and to improve and create *Launch new products competency levels

learning value? *Continuous improvement *Engagement survey results*Empowering of workforce *Change management

*Employee satisfaction capability

Financial How do we look to *Profitability *Compensation & benefitsshareholders? *Growth per employee

*Shareholder value *turnover costs

*Profits per employee

*Revenues per employee


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Example of The Value Chain for a hotelMarketing &

Sales

Advertising

Salesclerk

training

Marketresearch

Guest

Reservation

Take calls

by 3rdring

Professional

handling of

questions

*3-min faxedreservation

Inbound Guest

Services

Airport pickup

Front door

welcome &

Unloading

*Quik front-desk

service

In-Room

Services

Clean rooms

24-hour room

Servive

*200-channel TV

Amenities

*5-star food &

Service

Expert personal

Trainer

24-hour pool

Outbound Guest

Services

*In-room TV

Checkout

*Fast front-desk

Checkout

*Airport Vans

Every 10 min*Bellboy service

Human Resource Management

Recruitment, Selection, Training, Appraisal, and compensation.

General Administration

General Management, Accounting, Safety, and Maintenance

Technology

Computer Systems, Phone and Internet Systems, and TV Services

Support

Activities:


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Example of a Strategy Map for X AirlinesShareholder

value

Profit & return

On assets

Attract & keep

customers

Fast planeturnarounds

Committed

Ground & Flightcrews

Grow

revenues

On-time

flights

Fewer planes

Low prices

Customer aims

Internal

operations

EmployeeConsiderations

Financial aims


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Customer Service andQuality Emphasis Total Quality Management (TQM): a

cooperative form between labor and

management to improve quality and

productivity.

Core values of TQM include:

designing methods and processes to meet the

needs of customers

all employees receive training in quality

promotion of cooperation with vendors,

suppliers, and customers

management gives feedback on progress


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Customer Service andQuality Emphasis Malcolm Baldrige National Quality

Award: An award established in 1987topromote quality awareness andachievements: 300-1000-hour exam, Leadership120, KM 90, Strat Plan 85, Workforce focus 85, ProcessManagt 85, Bus result 450, Custmr&Market Focus 85 =total of 1000 points.

ISO 9000:2000 : Certificate of Qualitystandards adopted worldwide.

ISO: International Organization forStandardization.

Six Sigma process: System ofmeasuring, analyzing, improving, and

controlling processes to meet qualitystandards.


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Changing DemographicsDiversity of the Workforce Internal labor forceis the labor force of

current employees

External labor marketincludes personsactively seeking employment

The U.S. workforce is aging rapidly


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Managing a Diverse Workforce To successfully manage a diverse

workforce, managers must develop a new

set of skills, including:

Communicating effectively with employees from

a wide variety of cultural backgrounds

Coaching and developing employees of

different ages, educational backgrounds,

ethnicity, physical ability, and race

Providing performance feedback that is basedon objective outcomes

Creating a work environment that makes it

comfortable for employees of all backgrounds to

be creative and innovative


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Legal and Ethical Issues Five main areas of the legal environment have

influenced HRM over the past 25 years Equal employment opportunity legislation

Employee safety and health

Employee pay and benefits

Employee privacy Job security

Women and minorities still face the glassceiling

Sarbanes-Oxley Act of 2002: a congressional actpassed in response to illegal and unethicalbehavior by managers and executives.


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Legal and Ethical Issues Ethical HR practices:

HRM practices must result in

the greatest good for the largest

number of people Employment practices must

respect basic human rights of

privacy, due process, consent,

and free speech

Managers must treat

employees and customers

equitably and fairly


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The Global Challenge To survive companies must compete in

international markets

Be prepared to deal with the globaleconomy.

Offshoringexporting of jobs fromdeveloped countries to less developedcountries

Onshoringexporting jobs to rural partsof the United States


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The Technology ChallengeThe overall impact of the

Internet

The Internet has created a

new business modele-commercein which

business transactions and

relationships can be

conducted electronically


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The Technology ChallengeAdvances in technology have:

changed how and where we work

resulted in high-performance work

systems increased the use of teams to improve

customer service and product quality

changed skill requirements

increased working partnerships

led to changes in company structureand reporting relationships


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The Technology ChallengeAdvances in technology have:

increased the use and availability ofHuman Resource InformationSystems(HRIS)

increased the use and availability of e-HRM: *aud io/v ideo learning program

*on l ine job app l icat ion ,training ,

com pensation and benef i ts.

increased the competitiveness in highperformance work systems:

* peer interview

*team-based performance pay


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Meeting Competitive ChallengesThrough HRM Practices HRM practices that help companies deal with

the three competitive challenges(sustainability, global, and technology) can begrouped into four dimensions: The human resource environment : linking HRM

practices to the companys business objectives,complying with laws, motivating & satisfying theemployees, maximizing customer service, quality,and productivity.

Acquiring and preparing human resources:Employment analysis, design, and planning,recruiting ,selecting. Educating, and training.

Assessment and development of human resources:

measuring employees performance, preparing for

future work roles, and promoting.


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Meeting Competitive ChallengesThrough HRM Practices Managing internal and external

environmental factors allows employeesto make the greatest possible contributionto company productivity and

competitiveness

Customer needs for new products orservices influence the number and type ofemployees businesses need to besuccessful


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Meeting Competitive ChallengesThrough HRM Practices Managers need to ensure that employees

have the necessary skills to performcurrent and future jobs.

Besides interesting work, pay andbenefits are the most important incentivesthat companies can offer employees inexchange for contributing to productivity,quality, and customer service


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Human Resource ManagementGaining a Competitive AdvantageStrategic Human Resource

Management

McGraw-Hil l / Irwin Copyrig ht 2008 by The McGraw -Hil l Companies, All Righ ts Reserved.


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Learning ObjectivesAfter reading this chapter, you should be able to: Describe the differences between strategy formulation and

strategy implementation.

List the components of the strategic management process.

Discuss the role of the HRM function in strategy formulation.

Describe the linkages between HRM and strategy formulation.

Discuss the more popular typologies of generic strategies andthe various HRM practices associated with each.

Describe the different HR issues and practices associated withvarious directional strategies.


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Introduction Goal of strategic managementTo deploy

and allocate resources in a way that gives

organization a competitive advantage.

HRM function must be integrally involved in the

companys strategic management process.


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What is StrategicManagement? Strategic Managementis a

process, an approach to addressingthe competitive challenges an

organization faces. Strategic human

resource managementisthe pattern of planned human

resource deployments and activitiesintended to enable an organizationto achieve its goals.


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Components of the StrategicManagement Process

Strategy Formulation

Strategy Implementation


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Model of the Strategic ManagementProcessStrategy Formulation Strategy Implementation

HR PracticesRecruiting,Training,Performance management,Labor relations,Employee relations,Job analysisJob design,Selection,Development,Pay structure,Incentives,Benefits

FirmPerformanceProductivity,

Quality,Profitability

HumanResource

ActionsBehaviors,Results

HumanResourceCapabilitySkills,Abilities,Knowledge

Human

ResourceNeedsSkillsBehaviorCulture

Strategic

ChoiceGoalsMission

ExternalAnalysisOpportunitiesThreats

Internal

AnalysisStrengthsWeaknesses

Forecasts of

Labor Demand


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The Role of HRM inStrategy Formulation


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Strategy FormulationExternalanalysis

Opportunities

Threats

Strategic

ChoiceGoals

InternalanalysisStrengthsWeaknesses

Mission


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Strategy Formulation Five components of the strategic management

process: A mission is a statement of the organization's reasons

for being.

Goalsare what the organization hopes to achieve in themedium-to long-term future

External analysis consists of examining theorganization's operating environment to identify strategicopportunities and threats.

Internal analysisattempts to identify the organization'sstrengths and weaknesses.

Strategic choice is the organization's strategy, whichdescribes the ways the organization will attempt to fulfillits mission and achieve its long term goals.


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Strategy Implementation

Productmarketstrategy

Reward

systems

Selection,training, and

development

of people

Types of

Information

Organizational

structure

Task Design

Performance


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HRM Practices Job Analysis- the process ofgetting detailed information about

jobs.

Recruitment- the process

through which the organization

seeks applicants.

Training- a planned effort tofacilitate learning of job-related

knowledge, skills, and behavior.

Job design-making decisionsabout what tasks should be

grouped into a particular job.

Selection- identifying the

applicants with the appropriate

knowledge, skills, and ability.

Development-the acquisition ofknowledge, skills, and behavior

that improves employees' ability

to meet the challenges of future

jobs.

Performance management- helps ensure that employees activitiesand outcomes are congruent with the organizations objectives.

Pay structure, incentives, and benefits.

Labor and employee relations.


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Strategic Types Porter's Generic Strategies

overall cost leadership

Differentiation

Focus


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HRM Needs in Strategic Types Different strategies require different types of

employees.

Role Behaviors:

Cost strategy firms seek efficiency and therefore

carefully define the skills they need in employees

and use worker participation to seek cost-saving

ideas.

Differentiation firms need creative risk takers.


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Directional Strategies

Downsizing

External GrowthStrategy

ConcentrationStrategy

Internal GrowthStrategy: new market,differentiation, InternaExpansion.

Mergers and

Acquisitions


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The Role of HR in Providinga Competitive Advantage Emergent Strategies - Those that evolve

from the grass roots of the organization:

the company facilitates communicationthroughout the organization.

Enhancing Firm Competitiveness :

Continually learning organizations.


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HR MIS+Mercubuana+Sesi+1