MANAJEMEN

SUMBER DAYA MANUSIA

dr. ADIB A.YAHYA,MARS

KEUNIKAN DAN KOMPLEKSITAS RS

DARI ASPEK SDM
INDUSTRI RS :
- LEBIH DARI 300 JENIS JOB YANG BERBEDA
- DOMINASI PEREMPUAN
- KEBANYAKAN KARYAWAN DIAWAH USIA 35 TH
- TERBAGI DALAM 5O SAMPAI 70 DEPARTEMEN/BAGIAN

RUMAH SAKIT ADALAH LABOR-INTENSIVE INDUSTRY

FUNGSI DARI MANAJER SDM

MANAJEMEN SDM MENJADI TANGGUNG
JAWAB SETIAP MANAJER DILINGKUNGAN
RS
MANAJER SDM BERPERAN SEBAGAI
KONSULTAN UNTUK MEMBANTU PARA
LINE MANAJER UNTUK MEMBINA SDM

RUANG LINGKUP MANAJEMEN SDM

PERENCANAAN

PENGHENTIAN

PENERIMAAN

MANAJEMEN
SDM

PENGEMBANGAN

PENILAIAN

HUBUNGAN

PERENCANAAN

ANALISA / PERENCANAAN SDM

1. PERAMALAN KEBUTUHAN
2. RECRUITMENT
3. SELEKSI
4. ORIENTASI
5. KEPINDAHAN
6. BERHENTI BEKERJA

DASAR PERENCANAAN ADALAH ANALISA KEBUTUHAN

SESUAI PERHITUNGAN BEBAN KERJA
WORK
SAMPLING

BERDASARKAN
NEED

TIME AND MOTION

STUDY
RATIO TERHADAP
STANDAR

PENGHITUNGAN
BEBAN KERJA
DAILY LOG

BERDASARKAN
DEMAND

SELF
ASSESSMENT

RECRUITMENT

RECRUITMENT DAN SELEKSI

INFORMASI YANG DIBUTUHKAN CALON PEGAWAI :

- INFORMASI UMUM TENTANG RS
- JENIS PEKERJAAN
- PENGEMBANGAN RS
- GAJI DAN FASILITAS
- KESEMPATAN PENGEMBANGAN DAN PENDIDIKAN

BERBAGAI TES UNTUK SELEKSI

TES INTELEGENSIA
TES PROFICIENCY DAN ATTITUDE
TES VOCATIONAL
TES PERSONALITY

PENILAIAN

PENILAIAN PEKERJA
PERFORMANCE APPRAISAL MELIPUTI :
- COMPETENCY
- DEPENDEBALITY
- COOPERATIVENESS
- HEALTH
- ATTITUDE
- APPEARANCE
- QUALITY OF WORK
- SKILL
- INITIATIVE
- RELATIONSHIP
- GENERAL KNOWLEDGE
- LEADERSHIP

HUBUNGAN

HUBUNGAN PIMPINAN DAN KARYAWAN

DUA JENIS INTERAKSI :

- INTERAKSI ANTARA PIMPINAN DAN
KELOMPOK
- INTERAKSI ANTARA ANGGOTA
KELOMPOK

KERANGKA KEKUATAN YANG BERPENGARUH

FAKTOR ORGANISATORIS :
1. COERCIVE POWER
2. REWARD POWER
3. LEGITIMATE POWER
FAKTOR INDIVIDUAL
4. EXPERT POWER
5. REFERANT POWER

PENGEMBANGAN STAF

PENGEMBANGAN STAF
MELALUI :
- PELATIHAN
- PENGEMBANGAN ( DEVELOPMENT )
DILAKUKAN SAMBIL BEKERJA (ON THE JOB) ATAU
OFF THE JOB.
METODE :
- ROTASI KERJA
- INSTRUKSI KHUSUS
- SIMULASI
- ROLE PLAYING

PENGHENTIAN KERJA

PENGHENTIAN KERJA
FAKTOR PENYEBAB KARYAWAN BERHENTI BEKERJA
YANG DAPAT DIKENDALIKAN :
- SITUASI LINGKUNGAN KERJA
- TAWARAN DARI PIHAK LAIN
- PENDIDIKAN / SEKOLAH
- GAJI DAN FASILITAS
YANG TIDAK DAPAT DIKENDALIKAN :
- USIA PENSIUN
- SAKIT / MENINGGAL DUNIA
- ALASAN KELUARGA
LAIN-LAIN :
- ALASAN PRIBADI
- KONDISI TEMPAT TINGGAL

FUNCTIONS OF HRD

FUNCTIONS OF HRD
1. HUMAN RESOURCES PLANNING
- JOB ANALYSIS;JOB DESCRIPTION
- PLANNING OF STAFFING LEVEL
- WORK FORCE PLANS AND POLICIES
- JOB EVALUATION
- WAGE AND SALARY ADMINISTRATION
2. EMPLOYMENT
- IDENTIFYING SOURCES OF SUPPLY
- SELECTION
- INTERVIEWING,TESTING AND REFERENCE CHECKS
- REFERRAL FOR PRE-EMPLOYMENT PHYSICAL
- MAINTENANCE OF RECORDS AND TURNOVER STATISTICS

3. INDUCTION AND ORIENTATION

- DESIGN OF STAFF ORIENTATION PROGRAM
- COORDINATION OF LINE ORIENTATION PROGRAM
- PROCESSING FOR BENEFITS
- FOLLOW-UP;PROBATIONARY PERIOD
4. BENEFITS ADMINISTRATION
- PROCESSING OF NEW EMPLOYEES
- MAINTENANCE OF RECORDS
- DESIGN OF PLANS
5. PERSONIL TRAINING AND DEVELOPMENT
- DESIGN AND COORDINATION OF SKILLS TRAINING
AND MANAGEMENT DEVELOPMENT PROGRAM
- ASSESMENT CENTERS
- ADMINISTRATION OF TUITION REFUND PROGRAM

6. EVALUATION AND MOTIVATION OF WORK FORCE

- DESIGN AND ADMINISTRATION OF
PERFORMANCE EVALUATION PROGRAM
- DESIGN AND ADMINISTRATION OF INCENTIVE
PROGRAM
- COORDINATION OF QUALITY-OF-WORK-LIFE
PROGRAM
- TRAINING OF MANAGEMENT IN MOTIVATION
SKILLS
- DESIGN AND IMPLEMENTATION OF JOB
ENRICHMENT PROGRAM
- DESIGN AND COORDINATION OF EMPLOYEE
COMMUNICATION PROGRAMS
- ADMINISTRATION OF EMPLOYEE NEWSLETTER

7. LABOR RELATIONS
- COLLECTIVE BARGAINING
- CONTRACT ADMINISTRATION
- DISIPLINE AND DISCHARGE ADMINISTRATION
- GRIEVANCE AND ARBITRATION PROCEDURES
8. HEALTH AND SAFETY RESPONSIBILITY
- PHYSICAL ADMINISTRATIONS
- SAFETY AND HEALTH EDUCATION PROGRAMS
- OHSA REQUIREMENTS
9. EMPLOYEE RECREATION AND ACTIVITIES
- EMPLOYEE HOUSING,FOOD SERVICES,AND
RECREATIONAL PROGRAM

10. PERSONNEL POLICIES

- DESIGN AND ADMINISTRATION
- IMPLEMENTATION OF RECOMMENDED
CHANGES
11. OUTPLACEMENT
- RETIREE PROGRAMS,INCLUDING
SERVICES FOR TERMINATED
EMPLOYEES AND COUNSELING
SERVICES

JOB ANALYSIS

JOB ANALYSIS IS THE SCIENTIFIC DETERMINATION OF

ACTUAL NATURE OF A SPECIFIC JOB
EACH OF THE TASKS THAT MAKE UP THE JOB IS
STUDIED,AS WELL AS THE
SKILLS,KNOWLEDGE,ABILITIES,AND RESPONSIBILITIES
REQUIRED OF THE WORKER

THREE BASIC METHODS OF OBTAINING INFORMATION

ABOUT JOBS :
1. QUESTIONAIRES SENT TO THE JOB INCUMBENTS
2. INTERVIEWS CONDUCTED BY JOB ANALYSTS
3. PERSONAL OBSERVATION OF THE ACTUAL
PERFORMANCE OF A JOB BY A JOB ANALYST

PURPOSES OF THE JOB ANALYSIS

JOB EVALUATION
SELECTION AND PLACEMENT
PERFORMANCE EVALUATION
TRAINING
LABOR RELATIONS
WAGE AND SALARY SURVEY
ORGANIZATIONAL ANALYSIS

INDUCTION AND ORIENTATION

INDUCTION AND ORIENTATION

GENERAL OBJECTIVES OF INDUCTION AND
ORIENTATION PROGRAM :
1. TO REINFORCE THE EMPLOYEES CONFIDENCE IN
HIS OR HER ABILITY TO COPE WITH THE NEW WORK
ASSIGNMENT
2. TO COMMUNICATE COMPLETE AND DETAILED
CONDITIONS OF THE PERSONS EMPLOYMENT
3. TO INFORM THE PERSON OF RULES AND
REGULATIONS GOVERNING HIS OR HER EMPLOYMENT
4. TO INSTILL IN THE EMPLOYEE A FEELING OF
PRIDE IN THE HOSPITAL

THE IMPORTANT CONSIDERATION IN THE

ENTIRE INDUCTION AND ORIENTATION
PROGRAM IS TO BUILD UP,AS RAPIDLY AS
POSSIBLE IN THE MIND OF THE NEW
EMPLOYEE,AN UNDERSTANDING OF THE
HOSPITALS OPERATION AND HIS OR
HER PART IN THIS OPERATIONS.

SOME USEFUL TECHNIQUES :

NOTICE OF EMPLOYMENT IN WRITING
WITH COMPLETE DETAILS
INSTITUTIONAL TOURS
EMPLOYEE HANDBOOKS
SPONSORSHIP SYSTEM
INFORMATIONAL LECTURES AND FILMS

PERSONNEL POLICIES

PERSONNEL POLICIES
THE DESCRIPTION OF THE HOSPITALS
PERSONNEL POLICIES IN A WRITTEN
MANUAL IS ESSENTIAL IN OBTAINING
UNDERSTANDING AND COMMITMENT TO
THOSE POLICIES BY THE ENTIRE
MANAGEMENT TEAM AND BY EMPLOYEE.

THE POLICY MANUAL USUALY COVERS :

- BENEFITS : HEALTH BENEFITS,WORKERS
COMPENSATION,DISABILITY,SOCIAL SECURITY
BENEFITS,PENSION PLAN
- COMPENSATION : SALARY DETERMINATION,SALARY
INCREASE POLICY,RECLASSIFICATIONS,PAY
SCHEDULE,OVERTIME PAY,SHIFT DIFFERENTIAL,ONCALL PAY,UNIFORM ALLOWANCE,SEVERANCE PAY
- DISIPLINARY ACTION : GUIDELINES,WARNING NOTICE
POLICY
- EMPLOYMENT : EMPLOYMENT STANDARDS,TYPE OF
EMPLOYMENT,PROBATIONARY PERIOD
- GRIEVANCE PROCEDURE

- HEALTH,SAFETY, AND SECURITY

- HOURS OF WORK AND TIME OFF : WORK
SCHEDULE,MEAL AND REST
PERIODS,HOLIDAYS,VACATION,SICK
LEAVE,LEAVE
OF ABSENCE
- PERFORMANCE REVIEW
- EMPLOYEE RECOGNITION PROGRAM
- SENIORITY
- SERVICES AND ACTIVITIES : BLOOD PROTECTION
PROGRAM,GIFT SHOP,RECREATIONAL ACTIVITIES
- TERMINATION :
RETIREMENT,RESIGNATION,DISCHARGE
- TRAINING AND DEVELOPMENT

LABOR RELATIONS

LABOR RELATIONS
LABOR RELATIONS IN THE HEALTH CARE INDUSTRY ARE
SUBJECT TO A COMPLEX BODY OF STATUTORY,
ADMINISTRATIVE, AND CASE LAW
FOUR SPECIFIC ELEMENTS OF LABOR RELATIONS :
- UNION ORGANIZATIONAL DRIVES HOW HOSPITAL
REACT TO SUCH DRIVES
- PREVENTIVE LABOR RELATIONS
- COLLECTIVE BARGAINING NEGOTIATIONS
- CONTRACT ADMINISTRATION, INCLUDING
DISCIPLINARY, GRIEVANCE, AND ARBITRATION
PROCEDURES

PARTICIPATORY MANAGEMENT

PARTICIPATORY MANAGEMENT :
QUALITY CIRCLES
WHEN EMPLOYEES ARE GIVEN THE
OPPORTUNITY TO MAKE MORE DECISIONS
ABOUT THEIR WORK, THEY ARE MORE
PRODUCTIVE AND SATISFIED, AND THEIR NEEDS
ARE FULFILLED
WORKER PARTICIPATION PLANS MUST DEVELOP
A SPIRIT OF COOPERATION AND TEAMWORK AS
THEIR END-PRODUCT

SIX BASIC PRINCIPLES IN QUALITY CIRCLES :

- TRUST YOUR EMPLOYEES.

- BUILD EMPLOYEE LOYALTY TO THE COMPANY
- INVEST IN TRAINING AND TREAT EMPLOYEES
AS RESOURCES,WHO,IF CULTIVATED,WILL
YIELD ECONOMIC RETURNS TO FIRM
- RECOGNIZE EMPLOYEE ACCOMPLISHMENTS
- DECENTRALIZE DECISION MAKING
- REGARD WORK AS A COOPERATIVE EFFORT
WITH WORKERS AND MANAGERS DOING THE
JOB TOGETHER BY IMPLEMENTING
CONSENSUAL DECISION-MAKING PROCESSES

CONCLUSION
THE FIVE KEY AREAS OF EMPLOYEE
EMPLOYER RELATIONSHIPS :
- MORE EMPLOYEE PARTICIPATION
- MORE SENSITIVITY TO THE PROBLEMS OF
WORKING MOTHERS AND FATHERS
- MORE SHARING OF THE WEALTH
- MORE FUN
- MORE TRUST BETWEEN MANAGEMENT AND
EMPLOYEES

TERIMAKASIH