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CHANGING NATURE OF CHANGING NATURE OF HR MANAGEMENTHR MANAGEMENT
MSDM-Ernie Tisnawati Sule,SE,MS 1–2
Nature of Human Resource ManagementNature of Human Resource Management
Human Resource Management– Desain dari sistem formal dalam organisasi
untuk memastikan efektifitas dan efisiensi dari penggunaan potensi manusia untuk mencapai tujuan organisasi
Who Is an HR Manager?– Setiap manajer (manajer lini) adalah HR
manager– Spesialis di bidang HR mendisain proses dan
sistem yang kemudian dijalankan oleh manajer lini.
MSDM-Ernie Tisnawati Sule,SE,MS 1–3
HR Management HR Management ActivitiesActivities
Figure 1–2
MSDM-Ernie Tisnawati Sule,SE,MS 1–4
HR Management ChallengesHR Management Challenges
Economic and Technological Changes Workforce Availability and Quality Growth in Contingent Workforce Balancing Work and Family HR managers must work toward ensuring cultural compatibility in mergers.
MSDM-Ernie Tisnawati Sule,SE,MS 1–5
Different Roles for HR ManagementDifferent Roles for HR Management
Figure 1–5
STRATEGIC HR MANAGEMENTSTRATEGIC HR MANAGEMENT
MSDM-Ernie Tisnawati Sule,SE,MS 1–7
Human Resources as a Core CompetencyHuman Resources as a Core Competency
Strategic Human Resources Management– Organisasi menggunakan karyawan untuk
meraih atau mempertahankan competitive advantage melawan pesaing
Core Competency– Kemampuan unik dalam organisasi yang
menciptakan nilai tinggi dan membedakan organisasi dengan pesaingnya
MSDM-Ernie Tisnawati Sule,SE,MS 1–8
Possible HR Areas for Core CompetenciesPossible HR Areas for Core Competencies
Figure 2–1
MSDM-Ernie Tisnawati Sule,SE,MS 1–9
HR-Based Core CompetenciesHR-Based Core Competencies
Organizational Culture– Nilai-nilai atau keyakinan bersama dari orang-
orang di organisasi Productivity
– Ukuran dari kuantitas maupun kualitas dari hasil pekerjaan dengan mempertimbangkan biaya dari sumber daya yang digunakan
– Rasio input dan output yang diindikasikan dengan value added
Quality Products and Services– Produk dan jasa yang berkualitas tinggi adalah
hasil dari peningkatan kinerja SDM di organisasi
MSDM-Ernie Tisnawati Sule,SE,MS 1–10
Human Resource PlanningHuman Resource Planning
Human Resource (HR) Planning– Proses analisis dan identifikasi kebutuhan
dan persediaan sumber daya manusia sehingga organisasi dapat memenuhi tujuannnya
HR Planning Responsibilities– Eksekutif puncak di bidang SDM dan
bawahannya mengumpulkan informasi dari manajer lain untuk digunakan dalam mengembangkan perkiraan di bidang SDM untuk kemudian digunakan dalam perencanaan strategis organisasi
MSDM-Ernie Tisnawati Sule,SE,MS 1–11
HOW OBJECTIVES AND EVALUTION STANDARDSHOW OBJECTIVES AND EVALUTION STANDARDSARE DETERMINEDARE DETERMINED
Assessments ofexternal,
organizational, andemployee conditions
Current or anticipatedconditions
Assessments ofexternal,
organizational, andemployee conditions,and key stakeholders
PRIORITIES
Assessment ofexternal,
organizational, andemployee conditions
Desired or requiredconditionsComparison
Perceived discrepancies
Objectives and Evaluation Standard
MSDM-Ernie Tisnawati Sule,SE,MS 1–12
Demand analysis
Organizational conditions
Marketing plans Finance plansOperating plansTechnology plans
Forecast demand
QuantityExperienceCapabilityDiversityCosts
Employee quantity changes
PromotionDemotionTransfersQuitsLayoffsRetirementsDismissals
Employee activity change
CompensationTrainingJob designCommunication
Forecast internal available supply?Quantity ExperienceCapabilityDiversityCosts
Forecast external supply?Quantity ExperienceCapabilityDiversityCosts
Attracting candidates Selecting new hires
Current Inventoryanalysis
Internal
Compare with
External
Supply Analysis
Reconcile through decisions
MSDM-Ernie Tisnawati Sule,SE,MS 1–13
Factors That Determine HR PlansFactors That Determine HR Plans
Figure 2–3
MSDM-Ernie Tisnawati Sule,SE,MS 1–14
Forecasting Forecasting MethodsMethods
Figure 2–8
MSDM-Ernie Tisnawati Sule,SE,MS 1–15
Estimating Internal Labor Supply for a Given UnitEstimating Internal Labor Supply for a Given Unit
Figure 2–9
MSDM-Ernie Tisnawati Sule,SE,MS 1–16
HUMAN RESOURCE PLANNING: The First step in the HUMAN RESOURCE PLANNING: The First step in the Staffing ProcessStaffing Process
OrganizationalMission and
Strategic Planning,Goals, Job Design,Job Specification
Forecasts andBudgets
HumanResources
Management
AuthorizationFor Staffing
DevelopingSources ofApplicants
Evolutionof Applicants
EmploymentDecision
And Offers
Induction,Orientation,And Training
Promotions,Transfers,Demotion
Separation(Retirement,Discharge,
Resignation, Layoff,Disability, etc)
INDIVIDUAL PERFORMANCE AND INDIVIDUAL PERFORMANCE AND RETENTIONRETENTION
MSDM-Ernie Tisnawati Sule,SE,MS 1–18
Components of Individual PerformanceComponents of Individual Performance
Figure 3–1
MSDM-Ernie Tisnawati Sule,SE,MS 1–19
Factors Affecting Job Performance Factors Affecting Job Performance and Organizational Commitmentand Organizational Commitment
Figure 3–3
MSDM-Ernie Tisnawati Sule,SE,MS 1–20
Retention Retention DeterminantsDeterminants
Figure 3–6
MSDM-Ernie Tisnawati Sule,SE,MS 1–21
The Retention The Retention Management Management ProcessProcess
Figure 3–9
GLOBALIZATION OF HR MANAGEMENTGLOBALIZATION OF HR MANAGEMENT
MSDM-Ernie Tisnawati Sule,SE,MS 1–23
Globalization of Business and HRGlobalization of Business and HR
Global Global CommunicationsCommunications
Global Population Global Population ChangesChanges
Global Economic Global Economic InterdependenceInterdependence
Regional AlliancesRegional AlliancesNAFTA, EUNAFTA, EU
Globalization Globalization ForcesForces
MSDM-Ernie Tisnawati Sule,SE,MS 1–24
Transition to Global OrganizationsTransition to Global Organizations
Figure 18–1a
MSDM-Ernie Tisnawati Sule,SE,MS 1–25
Transition to Global OrganizationsTransition to Global Organizations
Figure 18–1b
MSDM-Ernie Tisnawati Sule,SE,MS 1–26
Factors Affecting Global HR ManagementFactors Affecting Global HR Management
Figure 18–2
MSDM-Ernie Tisnawati Sule,SE,MS 1–27
Hofstede’s Culture DimensionsHofstede’s Culture Dimensions
Types
Power Distance (jarak kekuasaan)
Adanya ketidaksamaan kekuasaan diantara masyarakat (karena perbedaan status, dll)
Individualism (individualisme)
Situasi dimana orang lebih suka bertindak secara individual dibanding berkelompok
Masculinity
Derajat dimana nilai-nilai maskulin lebih diakui disbanding niali-nilai feminine
Uncertainty Avoidance (Penghindaran terhadap ketidak pastian)
Pilihan orang-orang untuk lebih menyukai hal-hal yang terstruktur dibandingkan hal-hal yang tidak terstruktur
Long-Term Orientation (orientasi jangka panjang)
Nilai yang dipegang yang menekankan pada masa depan, sebagai lawan dari nilai yang hanya menekankan pada masa kini
MSDM-Ernie Tisnawati Sule,SE,MS 1–28
Selected Countries on Hofstede’sSelected Countries on Hofstede’sCulture DimensionsCulture Dimensions
Figure 18–3bSource: Based on data contained in Geert Hofstede, Cultures and Organizations (London: McGraw-Hill Book Co., 1991).
MSDM-Ernie Tisnawati Sule,SE,MS 1–29
Staffing Global AssignmentsStaffing Global Assignments
Types of Global EmployeesTypes of Global Employees
ExpatriateExpatriate Third-Country Third-Country NationalNational
Host-Country Host-Country NationalNational
International Human Resource Management International Human Resource Management StrategiesStrategies
Ethnocentric: Mempekerjakan pegawai berkebangsaan dari negara asal perusahaan (expatriates) untuk posisi-posisi pada level yang tinggi
Polycentric: Mempekerjakan pegawai dari negara yang ditempati karena mereka cocok untuk mengatasi pasar lokal
Geocentric: Mempekerjakan pegawai dengan kualifikasi terbaik, baik dari negara asal perusahaan, negara yang didatangi, atau negara lainnya.
MSDM-Ernie Tisnawati Sule,SE,MS 1–31
Global Employee Global Employee Selection FactorsSelection Factors
Figure 18–5
MSDM-Ernie Tisnawati Sule,SE,MS 1–32
Global Assignment Management CycleGlobal Assignment Management Cycle
Figure 18–7
MSDM-Ernie Tisnawati Sule,SE,MS 1–33
Intercultural Competency TrainingIntercultural Competency Training
Figure 18–8Source: Developed by Andrea Graf, Ph.D., Technical University of Braunschweig, Germany, and Robert L. Mathis, Ph.D., SPHR.
MSDM-Ernie Tisnawati Sule,SE,MS 1–34
Expatriate Adjustment StagesExpatriate Adjustment Stages
Figure 18–9Source: GMAC Relocation Services, used with permission.
MSDM-Ernie Tisnawati Sule,SE,MS 1–35
Typical Expatriate Compensation ComponentsTypical Expatriate Compensation Components
Figure 18–10