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OLEH KELOMPOK 13 :

IRFAN FAJAR SATRIA : 07 / 84853

GHIAN ALANDRA : 07 / 84878
MUHAMMAD WAHYUDI : 07 / 84852
RIVO SETIADI : 08 / 05820
YOSKA ROSEANI : 07 / 88805
NENENG PRONIKA : 07 / 88802

UNIVERSITAS NEGERI PADANG

2009
 MANAGING HUMAN RESOURCES

THE GROWTH OF HUMAN RESOURCES MANAGEMENT

The last two decades have seen a marked change in human resources
development, those activities involved in acquiring, developing, & using people
effectively in a busseniss. The three key word used to describe the field reflect the
changes in it. Until the mid – 1960s, the people involved in human resources work were
usually called personal manager. Their duties normally centered on hiring, keeping
employment records, attending to minor medical benefit problems, & organizing
company teams & outings.

THE LEGAL ENVIRONMENT

Beginning in 1960s, government, action accelerated changes in the social attitudes

that have altered the American workforce. Collectively, these federal state, and local
regulation are know as the anti discrimination laws, since they forbid creating people
differently – particularly in employment and housing – because of their not being the
“right” religion, color, sex, race age, and national origin.

THE CIVIL RIGHT ACT OF 1964

The law foremost in the minds of those responsible for human resources
development is the civil right act of 1964 which is commonly referred to us title VII,
after it key section. That part declares it to be illegal to discriminate in employment
against any individual in respect to his or her compensation as well as the terms and
condition or privileges of employment because of that individual’s race, color, religion,
sex, or national origin.

AFFIRMATIVE ACTION PROGRAMS

 Beginning with the civil right act of 1964, many federal provisions have required
employers to develop affirmative action programs. These programs consist of written
plans to hire, train, & promote minority workers & women. A plan typically states a
program’s goals, the steps to achieve them, & timetables that the employers has
committed it self to follow.

RESPONSIBIITY FOR HUMAN RESOURCES

The responsibility for who handles human resources management in a firm

depends on the business’s size. In smaller firms, the owner and the other managers
perform there functions. Then, as firms grow, they develop a need for human resource
professionals. A recent survey found an average of one professional for every hundred
employers.
In large business, a human resource department and other mangers in the
organization generally share the responsibilities.

HUMAN RESOURCE PLANNING

The three main steps in the human resources planning process

- Forecasting Demand
Human resource planners consider both the internal and the external
factors when forecasting a firm’s demand for workers. Then internal factors
include possible shifts in goods or services, planned expansions or contractions in
operations, purchase of new equipment, & likely personnel changes such as
retirements and leaves of absence.
Perhaps the most important external factors to consider in planning for
workers is the state of the nations economy. Rising or Falling interest rates, for
example, can affect a firm’s demand for human resources.
 - Estimating The Supply of Workers
Among the most important external factors affecting the supply of workers
are the number of high school or college graduates available.
Forecasting the supply of workers available from within a company
requires the firm to estimate how many current workers many move into
anticipated vacancies. In making estimate, the human resource development must
evaluated the worker’s current performance & potential for satisfactorily
performing the new job.
One method of making this evaluation is to use a skills inventory.

- Planning to Meet Needs

After the human resources specialists have forecasted the demand & supply of
personnel, they develop a plan to assure a work force appropriate for the firm. If
they anticipate a greater demand than the supply available, their plan will focus on
attracting new employes.

JOB ANALYSIS

Hiring, Training, & evaluating employees is a lot easier when both the employer
& the prospective employee know precisely what a job entrails. This information should
come from a job analysis, a systematic study of an employee’s duties, tasks, & work
environment.
A job analysis may gather this information by observing the worker on the job
site, interviewing the employee, having the person fill cut a questionnaire, or using a
combination of these methods.
A job description is a written summary of the duties, tasks, and responsibilities
associated with a job. The first part of a job description, the identification section, states
the job title, the department in wich the job is located, & the job. The specific duties
section, the third area, describe what these function are.
 A job specification lists the key qualifications a person needs to perform a job
successfully. Human resource professional classify qualifications into knowledge, skills,
& abilities.

THE EMPLOYMENT PROCESS

The steps in the Employment process
- Recruiting
- Selection
- Orientation

LIFE ON THE JOB

The key element in this process is the performance appraisal.
Performance Appraisal
One hired, employees must perform to the employer’s satisfaction. Most
organizations of any real size contact some type of performance appraisal, a
formal assessment of how well employees are doing their jobs. Then,
communicate the results of the assessment of the employees.

Training & Development Programs

Among a human resources department’s primary responsibilities are
setting up & monitoring training & development programs.

Types of Learning
Training addresses current needs, because training consists of “learning
activities” designed to improve current job performance. Its objectives can be
started in specific behavioral terms. By contrast development consist of “learning
activities that increase the competence & ability of employees to progress with the
organization as it changes & grows”
 Many training & development programs contain as well a third element :
Education, which is the learning activities that prepare an employee for a higher
position in the organization.

The Program
The first step in establishing a training and development program is to
access the company’s general needs & specific objectives.