What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.
Some Characteristics of Managers Versus Leaders in the
Twenty-First Century
Manager Characteristics
 Administrator
 A Copy
 Maintains
 Focuses on System and Structure
 Relies on Control
 Short-range View
 Asks How and When
 Eye on The Bottom Line
 Imitates
 Accepts The Status Quo
 Classic Good Soldier
 Does Things Right
Sumber : Luthans (1995 : hal. 342)
Leader Characteristics
 Innovates
 An Original
 Develops
 Focuses on People
 Inspires Trust
 Long-range Perspective
 Asks What and Why
 Eye on The Horizon
 Originates
 Challenges The Status Quo
 Own Person
 Does The Right Things
Empirical Results…
(Castile, 2006)
• Regression analysis showed a strong positive correlation
between leadership and organisational performance (<0.05)
• But … although independent variables where found to be
jointly significant they are individually insignificant (hence not
independent) - (multicollinearity)
• Factor analysis generated a 2 Factor model
 F1 Generates and manages a vision
 F2 Empowers others
Teori Kepemimpinan
(Robbins, 2002)
Teori Sifat
(Traits Theory)
Teori Kepemimpinan
Teori Keprilakuan
(Behavioral Theory)
Teori Kemungkinan
(Contigency Theory)
Leadership Theories...
Capability
Focus
Results
Focus
Trait
Theory
• Born
• Heroic
Style
Theory
Situational
Theory
• Made
• Made
• Behaviours
• Context
• Characteristics
• Situational
• Flexibility
Transformational
Theory
Emerging
Models
• Born and Made • Born and Made
• Situational
• Primal
Leadership
• Servant
Leadership
Trait Theories
Traits Theories of
Leadership
Theories that consider
personality, social,
physical, or intellectual
traits to differentiate
leaders from nonleaders.
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant knowledge
Sifat Pemimpin Yang Dikagumi
(Kouzes & Posner)
No.
Karakteristik Sifat
%
(2002 edition)
%
(1995 edition)
1.
Honest
88
88
2.
Forward- Looking
71
75
3.
Competent
66
63
4.
Inspiring
65
68
5.
Intelligent
47
40
6.
Fair-Minded
42
49
7.
Broad-Minde
40
40
8.
Sopportive
35
41
9.
Straight forward
34
33
10.
Dependable
33
32
11.
Cooperative
28
28
12.
Determined
24
17
13.
Imaginative
23
28
*75 ribu Kuesioner di enam benua
Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from nonleaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
The Managerial
Grid
(Blake and Mouton)
Contigency Theory
(Situational Leadership)
Transformational Vs Transactional
Leadership
Transactional Leadership
• Leaders who engage in “transactions”
with employees, such as using rewards to
encourage good performance and
punishment for inadequate performance.
• Transactional leaders rely heavily on
power from their organizational position
and status.
• Research shows that most men describe
themselves this way.
Transformational leadership
• “Transformational” leaders are focused on
“transforming” their employees’ priorities to
reflect the interest of the group. This involves
the use of collaboration and open
communication.
• Transformational leaders influence people
and events.
• Most women identify themselves this way.
Variables of Transformational
Leadership
Transformational
Leadership
Broadening and
elevating follower goals
•Idealized Influence
•Inspiration
Performance
beyond
expectations
•Intellectual stimulation
•Individualized consideration
Transactional Leadership
•Contingent reward
•Management by exception
(active or passive)
•Laissez faire
Leader/follower exchange
Agreed upon
performance
Oleh :
Arief Alamsyah
Human Resources Management
in HealthCare
Moment of Truth (MOT)
Pasien
Tukang parkir
Satpam
Petugas
Pendaftaran
Kasier
Dokter
Perawat
Petugas
Apotik
Lab.
Petugas Rontgent
National Health System
Components
RS terkesan
Doctor Oriented
Padahal SDM RS sangat
Kompleks :
- Perawat
- Ahli Gizi
- Ekonom
- Analis
- Fisioterapis
- Radiografer
- Satpam
- Tukang Cuci (Laundry)
Peraturan Pemerintah (PP)
No.32 Tahun 1996
Tenaga Kesehatan terdiri atas :
 Tenaga Medis
 Tenaga Keperawatan
 Tenaga Kefarmasian
 Tenaga Kesehatan Masyarakat
 Tenaga Gizi
 Tenaga Keterapian Fisik, ex :
physiotherapist, speech therapist
 Tenaga Keteknisian Medis, ex :
radiografer
The lack of unity for health
Source: Dr. Charles.Boelen,
Mrs TalkWell
Policy Makers
Towards Unity for Health, WHO
Geneva, 2000
Dr ButCare
Health
Managers
Mr AllDone
Health
Professions
Prof KnowAll
Academic
Institutions
Communities
WantAll
Sub Cultures In Healthcare Organization
Sub Culture
Basic Assumptions
Relationship to
Environment
Basic Identity
Relevant environments
Position vis- a vis
environment
Nature of Reality &
Truth
Basic Orientation
Criteria of verifiability
Time Orientation
Essence of Human
Nature
Basic Nature
Mutability
Nature of Human
Relationship
Relationship between
people
Relationship between
organization
Medical
Nursing
Managerial
Expert, specialist
Scientific, Technical
Helpers, supporters
Socio-cultural
Public autorities
Economic, political
Dominant
Harmonious & symbiotic
Dominant
Physical , External criteria Physical, social
Scientific Test, authorities Traditional, moral dogma
Past & Present
Past & present
Physical
Authorities, rational-legal
Past &Present
Neutral
Neutral
Own group members Same
mutable, doubting others
Neutral
Same
Inviduality, competition
Collaterality, autocratic
Paternalism, collegial
Collaterality, group
consensus
Participation, delegation
Paternalism, consultation
Definisi MSDM
Serangkaian keputusan untuk mengelola
hubungan ketenagakerjaan (calon
pegawai, pegawai & pensiunan) secara
optimal mulai dari rekruitmen, seleksi,
penempatan, pemeliharaan (kompensasi
&kesejahteraan) dan pengembangan,
(karir, pendidikan & pelatihan ) serta
terminasi, untuk mencapai tujuan
organisasi (memelihara dan meningkatkan
performansi)
Aktivitas Manajemen SDM
•
•
•
•
•
•
•
Perencanaan SDM
Rekruitmen dan Seleksi
Penilaian Kinerja
Pelatihan dan Pengembangan
Pemberian Kompensasi
Pemeliharaan Karyawan
Hubungan Karyawan
Aktivitas MSDM
Penilaian
Kinerja
Kompensasi
Rekrutmen
Kompetensi
Yang
Dibutuhkan
Perencanaan
Pelatihan &
pengembangan
Seleksi
Hubungan
Karyawan
Pemeliharaan
(karir)
Recuitment
is the act or process of an organization
attempting to obtain additional manpower
for operational purpose
Recutiment including the identification and
evaluation of source, is major step in the
total staffing process. It continues with
inventories of capabilities, recuitment,
selection, placement and orientation
Tingkat Absensi (TA)
TA
Hari Kerja yang Hilang
=
Hari Karyawan Bekerja + Hari Karyawan Tidak berkerja
Seorang ahli gizi full timer total hari kerja sebulan ratarata 25 hari, bekerja 13 hari, jumlah hari tidak bekerja
12 hari
TA = 12/ 25 X 100% = 50%
Turn Over
• Accession Rate (AR), karena keluar
• Separation Rate (SR), karena
pemecatan
Andaikata suatu RS memiliki 800
karyawan, dimana selama itu terjadi
16 kali karyawan keluar dan 24 kali
pemecatan maka
AR 16/800 X 100% = 2 %
SR 24/800 X 100% = 3%
Replacement rate minimal sama dengan
AR
Selecting
is chossing. The selection process
involves picking out by preference
some objects from among others.
Success Profile
•
•
•
•
What I Know (Knowledge)
What I can Do (Competency)
What I have Done (Experience)
Personal Traits (Personality)
Selection Process
• Successive Hurdles
Harus lulus secara bertahap
• Compensatory
Kekurangan di salah satu faktor dapat
ditutup oleh faktor lain
Successive Hurdles
STOP
Seleksi
Berkas
STOP
Tes
STOP
Wawancara
STOP
Personality
Check
STOP
Cek
Kesehatan
Diterima
Compensatory
Berkas
STOP
Tes
Personality
Cek Kesehatan
Diterima
Orientasi
Disebut juga proses induksi.
Memperkenalkan para karyawan baru
terhadap peranan atau kedudukan
mereka di organisasi dan dengan para
karyawan lain
Manfaat Program Orientasi
• Tenaga kerja baru (new comers) menjadi faham
terhadap organisasi di mana mereka bekerja
• Mengurangi rasa kekhawatiran bagi tenaga
kerja baru akan masa depanya
• Penyelia, atasan langsung,rekan sekerja akan
lebih yakin, bahwa tenaga kerja baru akan
bekerja dengan baik dan benar
• Mengurangi akan turn over
Orientasi
Masalah Organisasional
Sejarah Singkat Organisasi
Struktur, visi, misi,values, ritual
Nama dan jabatan direktur
Lay out Rumah Sakit
Periode Percobaan
Policy, aturan, sangsi
Buku Pedoman Karyawan
Proses Pelayanan
Hal lain penting masalah pelayanan
Perkenalan
Dengan Supervisor
Dengan instruktur (CI)
Dengan rekan sekerja
Dengan bagian HRD
Ke HRD-an (Tunjangan-tunjangan Karyawan)
Skala Penggajian
Cuti dan Liburan
Jam Istirahat
Latihan dan Pendidikan
Konseling
Asuransi
Program Pensiun
Pelayanan organisasi terhadap
Karyawan
Lain-2 misal Kopkar
Tugas-tugas Jabatan (Khusus)
Lokasi Pekerjaan
Tugas-tugas Pekerjaan
Alur Orientasi
Fungsi jabatan
SOP-SOP
Hubunganya dengan pekerjaan lain
Contoh Alur Orientasi
perawat baru
UGD
1 minggu
Poli
1 minggu
Tes
Dengan CI
Specific care
3 hari
Ruangan
Kelas 3
1 minggu
Ruangan
Kelas 1 dan 2
2 minggu
Penempatan
Pelatihan dan Pengembangan
Definisi Pelatihan
Pelatihan adalah serangkaian aktivitas yang dirancang
untuk
meningkatkan
keahlian-keahlian,
pengetahuan,
pengalaman, ataupun perubahan sikap seorang individu.
Pelatihan berkenaan dengan perolehan keahlian-keahlian
atau pengetahuan tertentu.
Two-Sides of Skills
Hard Skills
Soft Skills
Program Satuan Pelatihan (PSP)
PENGERTIAN :
Bentuk suatu perencanaan sistematis
program pelatihan yang mencakup:
Tujuan pelatihan yang akan dicapai
Lingkup materi pelatihan
Strategi pelaksanaan pelatihan
Sumber / referensi
Komponen PSP
1. Topik / pokok bahasan
2. Prasyarat kemampuan peserta
3. Tujuan pelatihan
4. Materi pelatihan
5. Kegiatan belajar mengajar
6. Alat, media, dan bahan pelatihan
7. Evaluasi
Format PSP
Motivating
people …
Relationship of Various Needs Theories
Maslow
Alderfer
Herzberg
Growth
Motivators
McClelland
Self-Actualization
Need for Achievement
Esteem
Need for Power
Affiliation
Relatedness
Hygiene
Factors
Security
Existence
Physiological
Need for Affiliation
Motivation
Motivation as…
Energizing condition of organism that serves to
direct that organism toward the goal of
certain class
Motivation is….
An inner impulse that determines what people
do and the energy and enthusiasm with which
they do it
(WHO,1992, On Being in Charge)
The Motivational Process
(Gibson, Ivancevich, Donnelly, 1994)
Need Deficiences
Search for ways to
Satisfy needs
Need deficinecies reassessed
By the employee
The
Employee
Reward or Punishments
Goal directed Behaviour
Performance
(Evaluation of goal
Accomplished)
A Hierarchy of Work Motivation
(5 stages Original Version, Maslow)
Self Actualization
Needs
Personal growth
Realization of potential
Esteem Needs
Status Symbols,reputation
Belongingness & Love Needs
Relationship, work grooup
Safety Needs
Protection, security, law
Biological & Physiological Needs
Food, shelter,sex, sleep
Alderfer’s ERG Theory
(Luthans 9th, 2002)
• Existence needs : Kebutuhan yang
berhubungan dengan eksistensi pegawai
(Makan, minum, pakaian, gaji, keamanan
kerja)
• Relatedness needs : Kebutuhan interpersonal
yaitu kepuasan berinteraksi
• Growth needs : Kebutuhan untuk
mengembangkan diri
McClelland’s Learned needs Theory
(Gibson, Ivancevich, Donnelly, 1994)
• Need for achievement : Kebutuhan untuk berprestasi
yang merupakan refleksi dari dorongan akan
tanggungjawab untuk memecahkan masalah
• Need for affiliation : Kebutuhan untuk berafiliasi yang
merupakan dorongan untuk berinteraksi dengan
orang lain
• Need for Power : Kebutuhan untuk kekuasaan yang
merupakan refleksi dari dorongan untuk mencapai
otoritas dan mempengaruhi orang lain
Herzberg’s Two-Factor Theory of Motivation
(Luthans 9th, 2002)
Hygiene Factors
(Dissatisfiers)
Company Policy &
Administration
Supervisor
Salary
Interpersonal Relation
Working Conditions
Motivators
Achievement
Recognition
Work Itself
Responsibility
Advancement
KOMPENSASI
Finansial
Langsung
Gaji Pokok
• Upah
• Gaji
Penghasilan Tidak
Tetap
• Bonus
• Insentif
• Opsi saham
Tak Langsung
1.
2.
3.
4.
Program proteksi
Pensiun
Fasilitas
Bayaran di luar jam
kerja
Non Finansial
Pekerjaan
1. Tugas yang
menarik
2. Tantangan
3. Tanggung jawab
4. Pengakuan
5. Pencapaian
Lingkungan
1. Kebijakan yang
sehat
2. Rekan kerja yang
mendukung
3. Supervisi yang
kompeten
4. lingkungan yang
nyaman
Thank You For Your
Kind Attention