BY: RINA KURNIAWATI Abstract Human Resource management is an important aspect for any organization in pursuing its goal. Without a careful knowledge and management eforts, inefciency will likely to be faced. Theory presents an ideal approach how Human Resource lanning should be conducted. Howe!er, the writer is intrigued to disco!er how Human Resource "anagement is applied in real situation, since the real world is dynamic and always change. This paper is a case study on how Human Resource lanning is applied in Royal Rainbow Tours, one of tra!el agency in #akarta. The result shows that the best practice does not always in accordance with the theory. Human Resource "anagement, in this case of Human Resource planning, is regarded as $e%ible approach suited the needs of the organization. Keywords& Human Resource management, lanning, Royal Rainbow, Tra!el 'gency 1.0. INTRODUCTION 1.1. Backr!"#$ !% t&' St"$( People have very complex needs. One of them is the need for traveling either for leisure or business purposes. Seeing that a person has traveling needs whether for leisure or business, it creates business opportunity in this sector, such as transportation, 2 accommodation, travel agents, tour operator, food and beverage service, etc. Travel agent as one of the businesses involved has a considerable role in fulflling a person needs for travel. Travel agent provides services in which make it easier for the person fulfll his travel needs. y using its service, people do not need to waste their time or energy to make travel arrangement. !ust by picking up the phone then the travel agent will take care the rests. "n "ndonesia, travel agent has become partner of the society where it is there to assist them in making necessary travel arrangement they need. "n !akarta itself the number has reached more than fve hundreds #according to the list taken from $S"T$%. &ith the numerous presence of travel agent, it makes this business extremely competitive. 'ertain strategy is implemented by each travel agent in order to survive in the wave of competition. (uman resource management is one factor that is signifcantly important for a company to achieve its goal. "t is the tool which makes a company be more competitive and will able to produce highly )ualifed services and products. *oyal *ainbow Tours is one of the travel agents in "ndonesia. "t has been in the business for sixteen years. &ith long its history, experience, as well as its ups and downs, there must be something that can be learned from the company. 2 3 $s it is important to study about human resource management in Travel 'ompany, therefore, this paper is titled )HUMAN RESOURCE MANAGEMENT ANALYSIS IN ROYAL RAINBOW TOURS.* 1.+. ,"r-!s' !% t&' St"$( This paper will discuss the theory of human resource management process, how the human resources management process applied by *oyal *ainbow tours in order to survive in the industry. 1... L/0/tat/!# !% t&' St"$( The study will be limited on the process of $c)uiring (uman *esources which involve (uman *esource Planning and Sta+ng at *oyal *ainbow Tours. This is in accordance with the limitation of time and knowledge the writer has and focusing on the main issue of the fndings at *oyal *ainbow Tours. 1.1. M't&!$!2!( !% t&' St"$( The study is )ualitative descriptive analysis using two instruments, observation and interview. 1.3. G!a2 !% t&' St"$( y analy-ing the theory and the application, the gap between the theory and the application can be identifed and reasons can be discussed. The result of the study can generally be used as an input 3 4 for those who are interested in managing a travel agent and specifcally be an input for *oyal *ainbow Tours to optimi-e their human resources process. +.0. THEORITICAL 4RAMEWORK +.1. D'5#/t/!# !% Tra6'2 A'#t "n tourism industry, there are several terminologies commonly used such as travel bureau, tour operator and travel agent or travel service. The three terminologies seem to have signifcant di.erences. (owever, basically they all are the same in practice although from the activities involved are di.erent. The terminology for travel bureau which is commonly used in "ndonesia is e)ual to tour operator which is commonly used internationally. $ccording to $.!. urkat #/01/234564% 7tour operator is a distribution company in tourism industry which acti!ities in!ol!es ser!ice pro!ision based on demand, transport arrangement, accommodation arrangement, and other necessary ser!ices needed by tourists in particular tourist destination, as well as package tour selling through its agent or through its ofce to indi!idual or group with certain prices. $ccording to the 8aw of Tourism 9o.5, 455:, point 44 states 7(saha #asa er)alanan Wisata merupakan usaha penyediaan )asa perencanaan dan atau )asa pelayanan dan penyelenggaraan wisata.* 4 5 #Travel bureau is bureau which provides travel planning and organi-ing services%. ;rom the defnition it can inferred that travel bureau or tour operator is a business which serves tourists or traveler in planning, arranging, and organi-ing their trip starting from preparing the necessary documents, amenities, and facilities needed during the trip, either partly or entirely. The activities of travel bureau, according to the <inistry of Tourism, Post and Telecommunication above involve, a% 'reate, sell and organi-e package tour b% Provide transportation service to individual or group c% *eserve accommodation, restaurant, and other facilities d% $dminister travel documents e% Organi-e tour program f% Provide service for convention $ccording to <inistry of Tourism, Post and Telecommunication =ecree Travel agent is a business which organizes tra!el and it functions as the mediator in selling or ser!ing for tra!el. The activities involve, a+ Selling ticket of transportation and others b+ Provide *eservation services c+ $dminister travel documents according to the implemented law and procedure 5 6 +.+. H"0a# R's!"rc' Ma#a'0'#t $ccording to !ohn <. "vancevich and 8ee Soo (oon #>::>% (uman *esource management is the function performed in organi-ations that facilitates the most e.ective use of people #the employees% to achieve organi-ational and individual goals. The functions can be group into the following categories, +.+.1. HR ,2a##/# (uman resource planning involves determining future human resource needs and ?ob re)uirement. (* plans are derived from the organi-ation goals, the organi-ation@s strategy, conditions faced by the frm in the external environment and the nature of its current employee@s knowledge, skills, and abilities. &ith (* planning, the frm ensures that su+cient numbers of properly trained sta. are available at all times to carry out the frm@s operations e+ciently and su+ciently. (owever, (* planning must include the following to ensure well defned strategic of the company can be carried out. 4. Situation analysis and environmental scanning >. ;orecasting demand for human resources A. $nalysis of the supply of human resources 0. =evelopment of plans for action Situation analysis and environmental scanning involves a strategic plan to adapt with the environmental circumstances. Bet, 6 7 currently changing environment re)uires the ability of being global scanner in order to say competitive. ;orecasting demand for employee re)uires a strong sense of the future conditions although )uantitative tools are available in the market to measure the demand. "t is )uite di+cult to do if related to the )uestion of how many employee the company needs within > years for example. (owever, there are approaches helpful for (* practitioners to cope with the unstable condition. The approaches are, expert estimates, trend pro?ections, statistical modeling, and unit demand forecasting. $naly-ing the current supply of employees does not merely mean counting the number of the employees available. Bet, it is such a complex inventory of human resources skills in terms of career planning, management development The last stage of (* planning is the action taken to identify any gap existing among those aspectsCsituation analysis, forecasting demand, analy-ing supplyCand overcome both in shortage and surplus condition of workforce. +.+.+. Sta7# Once the critical ?ob competencies are identifed from the (* Planning process, the frm can carry out its sta+ng process. Sta+ng is the process of hiring people to perform work for the organi-ation. "t comprises two ma?or activities, recruitment and selection. 7 8 *ecruitment involves obtaining a large number of applicants, thereby giving human resources professionals and managers more choices to select from among the competent candidates. Two sources of recruits could be used to fll needs for additional employees, present employees #internal% or those not presently a+liated with the organi-ation #external%. 4. "nternal sources can be tapped through the use of ?ob posting and bidding, and seeking recommendations from present employees regarding friends who might fll vacancies. >. Dxternal sources include media advertisement, the internet, employment agencies, and special events recruiting such as ?ob fair, and referrals from schools Selection process is employed to hire employees who are most likely to meet the organi-ation@s standards of performance and who will be satisfed and developed on the ?ob. The typical selection process can include up to fve steps, 4. preliminary screening with an application blank and a brief interview >. Dmployment interviews A. Dmployment tests 0. *eference checks and letters of recommendations /. Physical examination as a part of a conditional ?ob o.er. +.+... Or/'#tat/!#8 Tra/#/# a#$ D'6'2!-0'#t 8 9 Orientation gives new employee the opportunity to adapt with the new surrounding of the organi-ation that he or she enters in. The focus of orientation is to sociali-e with to the rules, regulations, and goals of the organi-ation, department, and work unit. Training and development activities teach employees new skills and refne their existing skills. Training is the organi-ation@s e.orts to increase the capabilities of individuals to achieve organi-ational ob?ectives. The goal of training and development is to have competent, adapted employees who possess up1to1date skills, knowledge, and abilities to perform their current ?obs successfully as well as to prepare them for future ?ob changes. +.+.1. C!0-'#sat/!# 'ompensation is the human resource management function that deals with every type of reward that individuals receive in exchange for performing organi-ational tasks E wages, salaries, bonuses, commissions, benefts, and non fnancial rewards like praise. The ob?ective of the compensation function is to create a system of rewards that is e)uitable to the employer and employee alike. +.+.3. ,'r%!r0a#c' Ma#a'0'#t Performance management is the process of communicating the organi-ation@s performance expectations to employees, assessing the performance of employees@ work )uality and outcomes as well as assessing employees@ future work potential. The organi-ation 9 10 evaluates their employees for several reasons. This includes determining pay raises, giving feedback, and assessing training needs. &ithout evaluations, employees will not know how they are performing based on company expectations or where they can make improvement. +.+.9. E0-2!('' R'2at/!#s $ labor relation is the formal structure that governs the interaction between an organi-ation@s management and its unioni-ed employees, for some managers it means reducing hostilities or employee dissatisfaction. ;or others they seek to ensure fair and e)uitable treatment for all employees. ..0 RESULT O4 THE STUDY ..1. A# !6'r6/': !% t&' C!0-a#( *oyal *ainbow Tours was established in 45F5. "t was frst located on !8. 'ikini *aya 9o.FF 'entral !akarta and named as PT. Griya =harma &isata. Since the name of PT. Griya =harma &isata is not very easy to remember, the company uses *oyal *ainbow Tours as its company name. "n the beginning, the company only had four sta.s. "n 455:, it received Operational $pproval 8etter from =irectorate General of Tourism no. :65H"I.P&HJ&.SPH455:. On the frst year of its establishment, the company was focusing on its in1 10 11 bound tour program in which it covers !ava1ali Tour program. $nd the target market of the company was international tourist and domestic tourist. "n 455>, the company invested on Travel us. "n the same year the company had >> employees. The company continuously focusing on its in1bound tour program and airlines ticket sales was ?ust a supplement. "n 455F, the national economics and political situation was unstable and it had a great impact on the company. The company had to make necessary ad?ustment with the not very conducive external situation. The company has managed to survive, and now it is still exist with 6 employees. *oyal *ainbow Tours has got two outlets. One is the head o+ce and the other one is the branch o+ce. (ead o+ce, !l. =r. <uwardi """ 9o.0: !akarta 440/: Telp.:>41/A:A44, ;ax.:>41/2520FAA ranch o+ce, !l. Jompleks Pertokoan 'empaka <as Telp.:>410>FF:/:5, ;ax.:>410>FF:/:F The company has a motto 7&e are tour1packaged specialist.K "t implies that the company is speciali-ing in tour with the fact that the 11 12 economics return from tour program sales is higher than air transport ticket sales. (owever, the company start focusing on its air transport sales as well as the airlines industry is booming in >::>. R!(a2 Ra/#b!: T!"rs Ora#/;at/!#a2 Str"ct"r' %r!0 1<<+=1<<< R!(a2 Ra/#b!: T!"rs Ora#/;at/!#a2 Str"ct"r' A%t'r 1<<< 12 <anager of Tour =epartment Shareholder
=irector <anager of Transport =epartment <anager of ;inance and $ccounting =epartment 4 Ticketing sta. > Tour sta. 4: =rivers / 'o1 =river 4 'ashier Sharehold er =irector Tour =epartment #(ead O+ce% Tour =epartment #ranch% 4 TicketingH'ashier Sta. 4 TourH Transport Sta. 4 TicketingH 'ashier Sta. 4 TourH Transport Sta. A =rivers 13 4% =irector To oversee, direct all aspects of *oyal *ainbow Tours operation and receive reports from department manager on the on1going activities of the company. >% <anager of ;inance and $ccounting To make strategic fnancial plan and budgeting, record out Low and in Low cash, control all form of collection in terms of fnance and banking, and write fnancial report to the director. A% 'ashier To receive payment from sales and make invoices, distribute salaries to all sta.s, and report to <anager of ;inance and $ccounting 0% <anager of Tour =epartment To plan, create and organi-e tour package, supervise ticketing sta.s work, assist ticketing sta.s when needed, and write reports to the director. /% Ticketing Sta. To make reservation whether by phone or face to face, make bookings of airlines seats, provide su+cient information on Light and airlines seats prices. 2% Tour Sta. 13 14 To assist <anager of Tour =epartment in planning, creating and organi-ing tour package, and sell and promote tour program made by Tour =epartment. 6% <anager of Transportation To ensure that all vehicles owned by the company are under good condition, to coordinate, direct, and supervise drivers and co1drivers based on the program scheduled by tour department or based on re)uest. F% =river To operate the vehicles owned by the company safely, fetch and drop o. vehicles right on schedule, and wisely use the fuel in line with tour program. 5% 'o1driver To assist driver in fulflling his duties ..+. HR ,2a##/# 4% ;rom 455> to 4555 &henever there was a very high demand for tour in 455>, the company had to ensure that it had su+cient number of sta.s to carry out the organi-ational pro?ects which were )uite high in demand. Therefore, it hired up to >> employees divided into three departments. There was a career planning stated implicitly that an employee had the opportunity to move up into a higher position particularly in the tour department where the sta.s, through 14 15 experience and practices during the work, was expected to able to handle pro?ects initially given to hisHher manager. Therefore, it stimulated the employees to improve their performance. Bet, the director, as he explained, faced a dilemma where his best personnel then was hi?acked by other companies, contrasted to the development process that had been given to the employees since they were new comers in the industry. >%;rom 4555 to present <a?or changes occurred in 4555 following the post culmination of monetary crisis. =emand fell down to its lowest point that reached : #-ero demand% and called for dramatic e+ciency for the sake of the company@s survival. $s a result, F:M of its total workforce needed to cut o.. Once again, the company su.ered from poor cash Low and forced to sell its assets consisting of A #three% buses and > #two% micro buses. The money gained was used to pay the fee for the employees. Those who worked less than A years received #one% month salary and who worked for more than A years or less than 4: years received A #three% months salary. The fee, however, was paid in A1month installment to avoid the company from running out of cash. The remaining / employees are now working on > departments both in the head o+ce and the branch o+ce with direct supervision from the =irector. 15 16 Bet, since >::0 there has been a positive trend in tour packages demand, so the company is able to keep in business while restoring its fnancial condition. $ccording to the director, the average value of the pro?ects received is "=* 0::,:::,::: per year since >::0 up to present and it is enough to sustain the operation cost of the company. Since then, the company is applying 4::M outsourcing employees for carrying up all of the pro?ects. =ue to the strong relationships and connections among the tour and travel industry, the company is able to provide tour packages demanded with satisfying service. Permanent employees work only on administrative tasks at the o+ces while feld pro?ects are handled by the outsourcing with direct supervision form the director. There is no specifc system of merit at the company because of its short and thin company structure. (owever, to ensure the employees work comfortably, the director has the initiative to involve the employees in the pro?ects in order to develop the )uality of the employees, in terms of the knowledge in the tour and travel industry. .... Sta7# "n 4552, the director of the company had once advertised ?ob vacancy on local newspaper. (e also said that this method was impractical, as too many applicants applied for the ?ob. (e found a lot of )ualifed and un)ualifed candidates applied for the post. "t took him some time to screen the candidates, so it would be impractical to 16 17 use this method for recruitment. ;or recruitment process, he would prefer referral from school or friend. $s the director himself was a teacher in Travel =epartment of a Nocational School in !akarta, he would recruit his student who had ?ust graduated #fresh1graduate% to work for his travel. Otherwise, he would ask his friend a favor to fnd him the suitable candidates to work for his company. ;or the selection process, once the director has got several candidates to fll in certain post, he would do selection process by interviewing them. The interview process is conducted twice, one is with the department manager or the senior sta. and the other is with the director himself. There are two basic )ualifcations in order to pass the selection process. The frst one is intelligence and the second one is attitude. ;or sta. level, at least the person has to be tourism vocational school graduates and for managerial level3 the person must minimally have diploma certifcates. ;or tour department, the person must be able to make tour program and can speak Dnglish, while for ticketing department, the person must be computer literate and able to use $bacus *eservation System. ..1. Or/'#tat/!#8 Tra/#/# a#$ D'6'2!-0'#t Once the employee is hired, he would undergo a three1month1 probation period, including one month training period. Training is given by the senior employee3 the schedule is from 5 to 4> a.m. every day during the training period. $nd after the probation period is over, 17 18 the employee will be evaluated whether he will be hired or not. On special event basis, the company would send its employee to ?oin a training program, for example, when the company received an order to cater ;rench tourists, the company enrolled his sta. to a ;rench course, and when there is an invitation for seminar, the company will send its sta. to participate in it. ..3. C!0-'#sat/!# "n the probation period, a sta. would receive *p.4/, :::Hday for eight working hour, six days work and one day o., for three months. $fter that, once the sta. could pass the probation period, then he would receive a salary which is in accordance with the minimum payment set by the government. The salary already includes meals and transport. &hen the company serves a large group, then the sta. would get an incentive for every feld work he does. The incentive excludes accommodation and meals. esides that, The 'ompany gives T(* #the 4A th salary% for every sta. employed. The company gives its sta. health allowance of *p.4:, :::H month or *p.4>:, :::Hyear. This allowance is given to the sta. whether they are sick or not. (owever, when the sta. has got an accident or severe sickness which re)uires more money than the given health allowance, the company would give more. "n addition, all sta.s receive uniform annually, A shirt and > trousers per year. T1 shirts made for group are given to the employees. 18 19 ..9. ,'r%!r0a#c' Ma#a'0'#t There is not strict performance evaluation on the work done by the sta.s in the company. The company evaluates probation sta.s when they have completed the probation period and after that decides whether to hire or not. This evaluation is based on the employee@s attendance and comments from the co1worker and the department manager. &hile for the old sta.s, the evaluation is based on the ?udgment of the director himself. The ?udgment is based on attendance, punctuality, honesty, and work done. ..>. E0-2!('' R'2at/!# To promote good relationship with the employees, the company organi-ed annual outing program for the employees. (owever since 4555 the outing program is never held, because the sta.s refuse it and prefer to have incentive bonus instead. 1.0 DISCUSSION $s noted earlier in the frst chapter, the writer has limited the area of discussion in ac)uiring human resource process which involves human resources planning and sta+ng of *oyal *ainbow Tours. "t is )uite interesting for the writer to focus on this area because of the extreme shift how the company managed its employees to remain in the business through the hard times during the economic crisis. The fndings have also visuali-ed that the 19 20 modifed human resources planning in the company helped its operational activities in the early years of the crisis and redefned the way how the company retained proft. The following are the fndings that are of our interests. 4. Shift from manager1centered to director1centered pro?ect work. The writer has found that since 4555 until present, the director has been the ultimate planner and executioner of the pro?ects received. (is task involves from designing the tour packages until supervising the ongoing tour packages to ensure that everything is on the right track. The implication of this activity is that the director must have a strong sense when he has to hire a new employee or he will handle the pro?ect himself. This is di+cult to measure the degree of the accuracy of the new recruitment based merely on his feelings, however, experience and wide relationships have proven that the company rarely su.ers from shortage. >. <odifed company@s sta+ng strategy for cost e.ectiveness "t is interesting to fnd that economics is the key factor that determines the decision made by the director in planning and managing his sta.. The decision made by the director to cut o. F:M of his workforce, either for the mid1management level or craft level as well as the decision to recruit fresh graduates of tourism vocational schools and reward them with the minimum salary set 20 21 by the government is the strategy implemented by the director to reduce cost, so that the business can run well. Thus, it needs kind consideration and tolerance from the sta.s to see that the small1organi-ation where they work in is unstable, dependent to economic change, full of uncertainty, and do not o.er a very great salary. $nd also due the nature of the salary they receives which is pro?ect1based, the level of uncertainty is )uite high. 3.0. CONCLUSION AND SUGGESTION 3.1. C!#c2"s/!# "t seems that there are two opposing arguments on the best ideal model and best practice of human resource management practice. On one side, there is an argument that best ideal model of human resource management should go in line with the theory, and another argument that the reality says the best practice of human resource management does not have to go in line with the theory, that the implementation of human resource management is Lexible and based on circumstances and conditions. *oyal *ainbow Tours principally has followed the theory of (uman *esource <anagement system, starting from (* planning, *ecruitment and Selection, Training O =evelopment, 'ompensation, 21 22 etc. (owever, technically it does not apply one hundred percent what is mentioned in the theory. "t happens because of several factors. The company applies the human resources management system simply based on the needs of the company and from the ?udgment that the applied system has already fulflled the company needs to achieve its goal. Dxternal factor, such as national economics and political situation which inLuence tourism sector also has a.ected the internal economics of the company. "t gives an impact on how the company manages its human resources. 3.+. S"'st/!# 4. "t is suggested for the sake of human resources e.ectiveness, ?ob distribution and description among employees are well defned. Particularly, in the department of tour with above average workload compared to its counterpart ticketing department. There should be a redefnition of the director@s task because it is )uite risky to be dependent fully to the director@s decision. This dynamic industry re)uires a fast decision maker in order to stay competitive which can be achieved in the company by optimi-ing the potential of the employees. 9ew hires should also be considered for succession planning. >. Seeing that the organi-ation is engaged in the industry which is very competitive, unstable and full of uncertainty, the organi-ation will need to set strong driving force within the employees while 22 23 fulflling and maintaining their satisfaction in order to enhance the )uality of the services and productivity of the organi-ation. The issue does not focus merely on fnancial matters but also promoting the employees@ motivation. This can be achieved by giving more chances to the employees to directly handle the pro?ects received, with the supervision of the director, to show the company@s commitment to human resources development. RE4ERENCES B"rkat. A.?. a#$ M'$2/k S. Tourism. ast. resent, and ,uture. (einemann. 8ondon, 45F4 C&a2/k8 E.A. -asar.-asar engetahuan ariwisata. Bayasan hakti <embangun. !akarta. 455> I6a#c'6/c&8 ?.M. a#$ L'' S!! H!!#. (uman Resource "anagement in 'sia. <c Graw (ill Dducation. >::>
23 24 8$<P"*$9 DA4TAR ,ENGHASILAN ,ERUSAHAAN ROYAL RAINBOW TOURS @,ER=TAHUNA TAHUN ?UMLAH @R-.A 455> E 4555 4555 1 9ow 4,>::,:::,::: 0::,:::,::: DA4TAR ,ENGHASILAN KARYAWAN ,T. ROYAL RAINBOW TOURS @,ER=BULANA 1<<<=NOW ,OSISI ?UMLAH @R-A BONUSBINSENTI4 @R-A Ticketing and Tour Sta. =river I<* I<* /::,:::1 >,:::,:::Hproyek 24 25 25