MANAJEMEN SUMBER DAYA

MANUSIA BISNIS
1. PENGERTIAN MANAJEMEN SUMBER
DAYA MANUSIA

Human Resources Management is the term

increasingly used to refer to the
philosophy, policies, procedures, and
practices related to the management of
people within the organization.
It is involves people and decisions
involving people at work

HRM IS RESPONSIBLE FOR THE PEOPLE DIMENSION

OF THE ORGANIZATION
Edwind B. Flippo :
Personnel management is the planning,
organizing, directing, and controlling of the
procurement, development, compensation,
integration, maintance, and separation of
human resources to the end that individual,
organizational, and sociental objectives are
accomplished.
2. FUNGSI SUMBER DAYA MANUSIA
DALAM ORGANISASI BISNIS

FINDING, DEVELOPING, AND MAINTAINING

BEST PERSON IN THE ORGANIZATION
3. TUJUAN MANAJEMEN SUMBER DAYA
MANUSIA

 To improve the productive contribution of

people to the organization in an ethical and
socially responsible way. (Davis)

 Optimalisasi pendayagunaan SDM dalam

organisasi
4. PENDEKATAN TERHADAP MANAJEMEN
SUMBER DAYA MANUSIA

 Pendekatan mekanis.
 Pendekatan paternalisme.
 Pendekatan sistem sosial.
 Pendekatan human capital
HRM Approaches :

 HRM IS THE MANAGEMENT OF PEOPLE

 HRM IS THE RESPONSIBILITY OF EVERY
MANAGER
 HRM TAKES PLACE WITHIN A LARGER SYSTEM
 HRM MODEL IS AN OPEN SYSTEM OF INTER-
RELATED PARTS
 HRM CAN INCREASE ITS CONTRIBUTION TO
EMPLOYEES, MANAGERS, AND THE
ORGANIZATION BY ANTICIPATING
CHALLENGES BEFORE THEY ARISE
 5. RUANG LINGKUP MSDM PERENCANAAN SDM
(HUMAN RESOURCES
PLANNING)

PENARIKAN
(RECRUITMENT)

PENGADAAN SDM
(PROCUREMENT OF PENGADAAN SELEKSI
PERSONNEL) (PROCUREMENT) (SELECTION)

PENEMPATAN
(PLACEMENT)

KEMAMPUAN KERJA PEMBEKALAN

(ABILITY TO WORK) (INDOCTRINATION)

PELATIHAN DAN
PENGEMBANGAN SDM PENGEMBANGAN
(DEVELOPMENT OF PENGEMBANGAN
PENDAYA PERSONNEL) (DEVELOPMENT)
GUNAAN PRESTASI KERJA PENGEMBANGAN
SDM
(JOB ACHIEVMENT) KARIR
SECARA
OPTIMAL
KOMPENSASI JABATAN
(JOB COMPENSATION)

INTEGRASI
KEMAUAN KERJA ((INTEGRATION)
PEMELIHARAAN SDM
(WILLINGNESS TO (MAINTENANCE OF
WORK) PERSONNEL)
HUBUNGAN PERBURUHAN

PEMUTUSAN HUBUNGAN
KERJA
(SEPARATION)
 RUANG LINGKUP MSDM

 Procurement of Personnel :
 HR Planning

 Recruitment

 Selection

 Placement

 Induction

Basic Concept : “Find the best person”

 Ruang Lingkup (Continued)

 Development of Personnel :
Training & Development

Career Development

Basic Concept : “Developed the quality of HR”

 Ruang Lingkup (Continued)

 Maintenance of Personnel :
 Compensation
 Integration
 Labor Relations
 Separation

Basic Concept : “Maintain the HR”

6. ALAT-ALAT MSDM (HRM TOOLS)

 JOB ANALYSIS
 JOB DESCRIPTION
 PERFORMANCE APPRAISAL
 JOB EVALUATION
 Job Analysis

Job Description

Job Value Job Required Job

Performance Specification

HRP
Performance
Training & Appraisal Career
Development Recruitment
Development

Compensation Selection

Induction
Benefits & Wage,
Services Salary & Actual
Incentives Performance Placement

Maintenance Development Procurement

 JOB ANALYSIS
De Cenzo :

A job analysis is a systematic exploration of the

activities within a job.
It is a technical procedure used to define the duties,
responsibilities, and accountabilities of a job
This analysis involves the identification and
description of what happening on the job…
accurately and precisely identifying the required
tasks, the knowledge, and skills necessary for
performing them, and the conditions under which
they must performed.
G.Dessler :

A job analysis is the procedure for determining the

duties and skill requirements of a job and the kind
of person who should be hired for it

HT Graham & Roger Bennett :

A Job analysis is the process by which a

description of a job is compiled
Analisi jabatan adalah kegiatan untuk
merinci secara sistematis segala
sesuatu yang berkaitan dengan tugas
dan tanggung jawab dalam suatu
perusahaan.
Manfaat analisis jabatan :

 Dasar penentuan jumlah pegawai.

 Dasar untuk melaksanakan pelatihan.

 Dasar untuk melaksanakan promosi.

 Dasar untuk mengadakan mutasi.

 Dasar untuk melaksanakan

kompensasi.
 Dasar untuk kebutuhan peralatan.
 JOB DESCRIPTION

A job description is a summary of the task,

and responsibilities in a job
(Robert L. Malthis)

Job description merupakan penjelasan tentang

maksud suatu jabatan yang secara umum
memberikan gambaran mengenai garis-
garis tugas, kewajiban & tanggung jawab
yang termasuk dalam jabatan itu
Informasi yang tertulis dalam job
description :

1.Sifat pekerjaan yang bersangkutan :

 Nama jabatan.
 Jumlah pegawai yang memegang jabatan itu.
 Ringkasan pekerjaan.
 Rangkaian pekerjaan.
 Keterangan tentang bahan yang dipakai.
 Penjelasan tentang jabatan yang ada di atas & di
bawahnya.
 Latihan yang dibutuhkan.
 Besarnya gaji.
 Lamanya jam kerja.
 Keadaan khusus kondisi pekerjaan.
2. Tipe pekerjaan yang cocok atau tepat untuk jabatan itu
 PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL IS DEFINE AS

EVALUATING AN EMPLOYEE’S CURRENT OR
PAST PERFORMANCE RELATIVE TO HIS OR
HER PERFORMANCE STANDARDS
(Gary Dessler)

 SUATU PROSES MEMBANDINGKAN ANTARA JOB

PERFORMANCE (ACTUAL PERFORMANCE/REAL
PERFORMANCE) SEORANG TENAGA KERJA
DENGAN JOB REQUIRED PERFORMANCE
(STANDARD PERFORMANCE).
 JOB EVALUATION

Job evaluations is a systematic procedures to

determine the relative worth of jobs. (Weither Davis)

Job evaluation, a systematic method for rank

ordering jobs based upon relative worth to the
organization. (Wayne F. Cascio)

Job Evaluation is using the information in job

analysis to systematically determine the value of
each job in relation to all jobs within the
organization. (De Cenzo)
 Suatu usaha untuk menentukan &
membandingkan nilai suatu jabatan
tertentu dengan jabatan lain yang ada
dalam organisasi.
Manfaat penilaian jabatan :

 Menetapkan suatu peraturan gaji yang adil.

 Dapat meningkatkan semangat kerja
pegawai untuk berprestasi yang lebih tinggi.
 Mempertinggi efisiensi.
 Membantu dalam mengadakan penarikan
pegawai.
 Membantu dalam mengadakan program
latihan.
 7. MSDM yang Efektif :

1. Terciptanya pegawai yang dapat

menyesuaikan diri dengan budaya
organisasi.
2. Terciptanya pegawai yag memiliki
pengetahuan dan ketrampilan yang
memadai bagi pencapaian tujuan
organisasi
 7. MSDM yang Efektif :

3. Terciptanya pegawai yang

mempunyai keinginan untuk bekerja
dengan hasil setinggi mungkin.
4. Produktivitas dan tingkat kepuasan
kerja yang tinggi.