You are on page 1of 38

Manajemen Sumber Daya Manusia

P
e
r
t
e
m
u
a
n
8
2
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
The Strategic Role
of Human Resource Management
Human Resource management has shed its old personnel image
and gained recognition as a vital player in corporate strategy
HRM departments not only support the organizations strategic
objective but actively pursue an ongoing, integrated plan for
furthering the organizations performance
Higher employee productivity
Stronger financial results
Achieve organizations strategic goals
Key players on management team
Managers Challenge: UPS Buffalo, New York
3
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Resource Management
All managers
are resource
managers
Employees are
viewed as
assets
Matching process,
integrating the
organizations
goals with
employees needs
How a company manages its workforce may be single
more important factor in sustained competitive success
4
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Current Strategic Issues
Becoming more competitive globally
Improving quality, productivity, &
customer service
Managing mergers & acquisitions
Applying new information technology for
e-business
Determine a companys need for skills and employees
Experiential Exercise: Do You Want to be an HR Manager?
5
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Resource Management Goals
Develop an Effective Workforce
Training
Development
Appraisal
Maintain an Effective Workforce
Wage and salary
Benefits
Labor relations
Terminations
HRM planning
Job analysis
Forecasting
Recruiting
Selecting
Attract an Effective Workforce
Company Strategy
HRM Environment
Legislation
Trends in society
International events
Changing
technology
6
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Environmental Influences on HRM
Competitive Strategy
Building Human Capital
Information Technology
Federal Legislation
7
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Three Ways HR Is Changing
Development of
global HR strategies
IHRM
Focus on building human capital
The using of
information technology
1
2
3
8
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Capital - IHRM
Human Capital = economic value of the
knowledge, experience, skills, and
capabilities of employees
IHRM = addresses the complexity that
results from recruiting, selecting, developing,
and maintaining a diverse workforce on a
global scale
9
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Information Technology
Human resource information technology =
an integrated computer system designed to
provide data and information used in HR
planning and decision making
Traditional HR to e-HR significantly affected
every area of human resource management
Some organizations are close to a paperless HRM
system saves time, money, frees staff
10
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Federal Legislation
Discrimination = hiring or promoting of
applicants based on criteria that are not job
relevant
Affirmative action = policy requiring
employers to take positive steps to
guarantee equal employment opportunities
for people within protected groups
11
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Major Federal Laws - HRM
Equal Opportunity/Discrimination Laws
Compensation/Benefits Laws
Health/Safety Laws
Exhibit 12.3
12
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
The Changing Social Contract
New Contract Old Contract
Employee
Employer
Employability, personal responsibility
Partner in business improvement
Learning
Job security
A cog in the machine
Knowing
Continuous learning, lateral career
movement, incentive compensation
Creative development opportunities
Challenging assignments
Information and resources
Traditional compensation package
Standard training program
Routine jobs
Limited information
SOURCE: Based on Louisa Wah, The New Workplace Paradox Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, The New Protean Career Contract:
Helping Organizations and Employees Adapt, Organizational Dynamics, winter 1998, 22-37.
13
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
Teams and Projects
Temporary Employees
Technology
Work-Life Balance
Downsizing
14
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the
New Workplace
Teams and Projects major trend in todays workplace
With emphasis on projects, distinctions between job
categories and descriptions are collapsing
Many of todays workers straddle functional &
departmental boundaries; handle multiple
tasks/responsibilities
Virtual team = made up of members who
are geographically or organizationally dispersed,
rarely meet face to face, and
do their work using advance information technologies.
Teams and
Projects
15
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the
New Workplace
In opening years of the 21
st
century, largest
employer in U.S. was a temporary employment
agency, Manpower, Inc.
Temporary Employees do everything from data entry
to interim CEO
Contingent workers = people who work for an
organization, but not on a permanent or full-time
basis, including temporary placements, contracted
professionals, or leased employees
Temporary
Employees
16
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the
New Workplace
Telecommuting and virtual teams are related trends
Telecommuting = using computers and
telecommunications equipment to perform work from
home or another remote location
Work anywhere - wireless Internet devices, laptops,
cell phones, fax machines
Extreme telecommuting = people live nd work in
countries far away from the organizations physical
location
Technology
17
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the
New Workplace
Telecommuting is one way organizations
help employees lead more balanced lives
Flexible scheduling important in todays
workplace 27% of workforce/flexible hours
Broad Work-Life Balance initiatives critical
retention strategy on-site gym & childcare,
paid leaves & sabbaticals
Work-Life
Balance
Many European companies ahead of U.S. companies
18
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the
New Workplace
Downsizing = intentional, planned reduction in the size
of a companys workforce
Managers can smooth the downsizing process
Regularly communicating with employees
Providing them with as much information as possible
Providing assistance to workers who will lose their
jobs
Using training and development for remaining
employees
Downsizing
19
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
HR Issues in the New Workplace
HR issues present many challenges for
organizations and HR managers as they
work toward the three primary HR goals
Attracting
Developing
Maintaining an effective workforce
20
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Matching Model
An employee selection approach in
which the organization and the applicant
attempt to match each others needs,
interests, and values
Attracting an Effective Workforce
21
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Attracting an Effective Workforce
Choose Recruiting
Sources
Want ads
Headhunters
Internet
Choose Recruiting
Sources
Want ads
Headhunters
Internet
HR Planning
Retirements
Growth
Resignations
Select the
Candidate
Application
Interview
Tests
Welcome New
Employee
Employee Contributions
Ability
Education
Creativity
Commitment
Expertise
Company Inducements
Pay and benefits
Meaningful work
Advancement
Training
Challenge
Matching Model
Match with
Company Needs
Strategic goals
Current & future competencies
Market changes
Employee turnover
Corporate culture
Employee Needs
Stage of career
Personal values
Promotion aspirations
Outside interests
Family concerns
Match with
22
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Human Resource Planning
Forecasting of human resource needs and
the projected matching of individuals with
expected vacancies
? = New technologies emerging
? = Volume of business likely next 5-10 years
? = Turnover rate, how much is avoidable, if any
23
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Recruiting
Recruiting = activities or practices that define the
desired characteristics of applicants for specific jobs
Internal promote-from-within policies used by
many to fill high-level positions
External = recruiting newcomers from outside has
advantage of multiple sources
E-cruiting = use of Internet - fastest-growing
approach to recruiting
24
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Basic Building Blocks
of HR Management
Job Analysis
Job Description
Job Specification
25
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Selecting
Selection = process of determining the skills,
abilities, and other attributes a person needs
to perform a particular job
Validity = relationship between an applicants
score on a selection device and his or her
future job performance
26
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Selecting
Application form - device used for collecting
information about an applicants education,
previous job experience, and other
background characteristics
Research = biographical information
inventories can validly predict future job
success
27
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Interviewing An Applicant
Know what you want
Prepare a road map
Use open-ended questions
Do not ask irrelevant questions
Do not rush interview
Do not rely on your memory
28
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Reasons For Not Asking
About Home Ownership
Might adversely affect applicants chances at
the job
Minorities and women may be less likely to
own a home
Home ownership is probably unrelated to job
performance
29
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Interview as Predictor of Success
Interview is not generally a valid predictor of
job performance has high face validity as a
selection tool
Panel interviews candidate meets with
several interviewers who take turns asking
questions increases interview validity
Computer-based interviews - complement
traditional interviewing information
30
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Inappropriate or Illegal Questions
Race-related questions
Age
Religion
Gender
National origin
Marital/family status
Employment Applications and Interviews
31
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Testing and Assessment
Employment Test = written or computer-
based test designed to measure a particular
attribute such as intelligence or aptitude
Assessment Center = technique for selecting
individuals with high managerial potential
based on their performances on a series of
simulated managerial tasks
32
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Developing an Effective Workforce
Training and development = planned effort to
facilitate employees learning of job-related
skills and behaviors $100 billion/year
On-the-job training = an experienced employee
adopts a new employee to teach him or her how
to perform job duties
Cross training
Mentoring
Following selection, next goal of HRM is to develop employees
33
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Performance Appraisal
Process of observing and evaluating an
employees performance, recording the
assessment, and providing feedback to the
employee
Steps
Observing and assessing performance
Recording the assessment
Providing feedback to employee
34
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Making Performance Appraisals A
Positive Force
1. The accurate assessment of performance
through the development and application of
assessment systems such as a rating scale
2. Training managers to effectively use the
performance appraisal interview to provide
feedback that reinforces good performance
and motivate employee development
35
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Assessing Performance Accurately
360 Feedback Process
Performance Evaluation Errors
Stereotyping
Halo effect
BARS Behaviorally-anchored rating scale
36
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Behaviorally Anchored Rating Scale
1 2 3 4 5
Have no plan or
schedule of work
and no concept of
realistic due dates
Have a sound plan but
neglect to keep trace of
target dates or to report
schedule slippages or other
problems as they occur
Usually satisfy time
constraints, with time and
cost overruns coming up
infrequently
Develop a comprehensive
schedule, observe target dates,
and update the status of
operations relative to plans,
making schedule modifications
as quickly as necessary
Make a list of due dates
and revise them but are
frequently surprised by
unforeseen events
Job: Production Line Supervisor - Work Dimension: Work Scheduling
Sources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, The Development and Evaluation of behaviorally Based Rating Scales,Journal of Applied
Psychology 57 (1973), 25-22; and Francine Alexander, performance Appraisals, Small Business Reports (March 2989), 20-29.
37
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Maintaining an Effective Workforce
Compensation
Wage and Salary Systems
Compensation Equity
Pay for Performance
Benefits
Termination
Ethical Dilemma: A Conflict of Responsibilities
38
Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Termination
Employees who are poor performers
can be dismissed
Employers can use exit interviews in a
positive manner
Value of termination for maintaining an effective
workforce is two fold

You might also like