Human Resource Management
MSDM strategis
M-2
Tony Soebijono
1
Human Resource Management Model
Organization's Objectives + Environmental Influences
Human Resource Planning (HRP) + Recruitment + Selection + Socialization
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Competent employees who have adapted to the organization's culture
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Training and Development + Career Development
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Competent employees with up to date skill and knowledge
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Motivation + Performance Appraisal + Reward and Punishment
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Competent employees who desire to expert high effort
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Benefit and Services + Safe and Healthful working conditions +
Satisfactory union Relations
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Competent employee who are committed to the organization and
satisfied with their jobs
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Value of life Effective Human Resource Management
High productivity, Low turnover, Low absence
High job satisfaction
Changing conditions require on-going research and concern for the future
(organizational vision and missions)
Langkah awal dalam MSDM
• Mengidentifikasi pekerjaan ...  job analysis
• Struktur organisasi
• Mendeskripsikan pekerjaan  Job desc
Tony Soebijono
3
Job?
• Sekelompok posisi yang agak serupa dalam hal
elemen-elemen pekerjaannya, tugas-tugas dan
tanggung jawab yang dicakup oleh deskripsi
pekerjaan yang sama.
• Similar, but different concepts:
– position: kombinasi kewajiban2 yang dibutuhkan oleh
seseorang dalam menunaikan suatu pekerjaan.
– occupation: kategori pekerjaan yang dijumpai pada
perusahaan-perusahaan.
Bedakan
• Job Analysis: Proses yang sistematis dari menghimpun
informasi dari tugas, kewajiban dan tanggung jawab dari
pekerjaan tertentu.
• Job Description: pernyataan faktual dan terorganisasi perihal
kewajiban dan tanggung jawab pekerjaan tertentu.
• Job Specification: menunjukkan kualitas yang disyaratkan bagi
pelaksanaan yang dapat diterima.
• Job Evaluation: proses sistematik dan beruntun untuk
menentukan nilai suatu pekerjaan (menentukan kompensasi).
Job analysis?
• Proses yang sistematis dari menghimpun informasi dari tugas,
kewajiban dan tanggung jawab dari pekerjaan tertentu.
• Provides a summary of a job’s duties and responsibilities, its
relationship to other jobs, the knowledge and skill requires
and working conditions under which it is performed (R.
Wayne Mondy)
Questions Job Analysis Should Answer
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What physical and mental tasks does worker accomplish?
When is job to be completed?
Where is job to be accomplished?
How does worker do job?
Why is job done?
What qualifications are needed to perform job?
Job Analysis: A Basic Human Resource Management Tool
Tasks
Responsibilities
Duties
Staffing
Training and
Job
Descriptions
Job
Analysis
Knowledge
Development
Performance Appraisal
Compensation
Safety and Health
Job
Specifications
Skills
Employee and Labor Relations
Legal Considerations
Abilities
© 2009 by Prentice Hall
Reasons For Conducting Job Analysis
• Staffing - Haphazard if recruiter does not know qualifications
needed for job
• Training and Development - If specification lists particular
knowledge, skill, or ability, and person filling position does not
possess all necessary qualifications, training and/or
development is needed
• Performance Appraisal - Employees should be evaluated in
terms of how well they accomplish the duties specified in
their job descriptions and any other specific goals that may
have been established
• Compensation – Value of job must be known before dollar
value can be placed on it
Reasons For Conducting Job Analysis
(Cont.)
• Safety and Health – Helps identify safety and health
considerations
• Employee and Labor Relations – Lead to more objective
human resource decisions
• Legal Considerations – Having done job analysis important for
supporting legality of employment practices
Summary of Types of Data Collected
Through Job Analysis
• Work Activities - Work activities and processes; activity
records (in film form, for example); procedures used; personal
responsibility
• Worker-oriented activities - Human behaviors, such as
physical actions and communicating on job; elemental
motions for methods analysis; personal job demands, such as
energy expenditure
Summary of Types of Data Collected
Through Job Analysis (Cont.)
• Machines, tools, equipment, and work aids used
• Job-related tangibles and intangibles - Knowledge dealt with
or applied (as in accounting); materials processed; products
made or services performed
• Work performance - Error analysis; work standards; work
measurements, such as time taken for a task
• Job context - Work schedule; financial and nonfinancial
incentives; physical working conditions; organizational and
social contexts
• Personal requirements for job - Personal attributes such as
personality and interests; education and training required;
work experience
Job Analysis Methods
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Questionnaires
Observation
Interviews
Employee recording
Combination of
methods
Siapa yang melakukan
• Pakar job analysis (HR, IT consultant etc.)
• Supervisor
• Manager
Manfaat
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Analisis penyusunan formasi kepegawaian
Desain organisasi
Redesain pekerjaan : untuk perbaikan kinerja.
Telaah dan Perencanaan Kerja
Suksesi Manajemen
Pelatihan dan pengembangan
Jalur karir
Kriteria seleksi
Evaluasi pekerjaan
Masalah dalam JOB ANALYSIS
• Ketakutan karyawan (ancaman pekerjaan, tingkat gaji, tingkat
produksi).
• Mengumpulkan informasi yang mutakhir.
• Thank U