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MANAJEMEN SUMBER DAYA

MANUSIA
Mohammad Agung Saryatmo
asaryatmo@gmail.com
Perbedaan Manajemen Personalia
dengan MSDM
Manajemen Personalia
Pendekatan secara klasik
Terkandung pengertian bahwa karyawan (personalia)
hanya dianggap sebagai salah satu faktor produksi saja,
yang tenaganya harus digunakan secara produktif bagi
pencapaian tujuan perusahaan
Manajemen Sumber Daya Manusia
Pendekatan secara modern
Terkandung pengertian bahwa karyawan (SDM) yang
ada dalam perusahaan merupakan aset (kekayaan, milik
yang berharga) bagi perusahaan, sehingga harus
dipelihara dan dipenuhi kebutuhannya dengan baik.
Mengapa MSDM diperlukan?
MSDM berperan penting memastikan kepuasan karyawan
serta meningkatkan kinerja dan produktivitas.
MSDM dapat membangun keunggulan kompetitif yang
berkelanjutan.
MSDM menjadi tanggung jawab setiap manajer pada
semua bidang dan jenjang.
Tenaga kerja adalah aset organisasi yang paling penting,
terutama bagi organisasi yang bergerak di bidang jasa.
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Why is HR Management Important to
All Managers?
We dont want to :
Hire the wrong person for the job
Find your people not doing their best
Waste time with useless interviews
Experience high turn over
Allow a lack of training to undermine your
departments effectiveness
Definisi
Manajemen Sumber Daya Manusia
Suatu proses perencanaan, pengorganisasian,
pengarahan dan pengawasan kegiatan-kegiatan meliputi
pengadaan, pengembangan, pemberian kompensasi,
pengintegrasian, pemeliharaan dan pelepasan sumber
daya manusia agar tercapai berbagai tujuan individu,
organisasi dan masyarakat
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Tujuan MSDM
4 (Empat) Tujuan Manajemen SDM
1. Tujuan Organisasional
2. Tujuan Fungsional
3. Tujuan Sosial
4. Tujuan Personal
Tujuan Organisasional
Sasaran formal yang dibuat untuk membantu
organisasi mencapai tujuannya.
Memastikan bahwa MSDM berkontribusi pada
efektivitas organisasional.
Departemen SDM membantu para manajer dan
memberikan dukungan dalam hal-hal yang terkait
dengan pengelolaan SDM.
Tujuan Fungsional
Menjaga kontribusi departemen SDM dalam
tingkat yang layak bagi kebutuhan-kebutuhan
organisasi.
Sumber-sumber daya akan terbuang percuma
jika MSDM tidak direncanakan secara optimal
sesuai kebutuhan organisasi.
Tujuan Sosial
Organisasi atau perusahaan harus
bertanggungjawab secara sosial dan etis
terhadap keutuhan dan tantangan masyarakat
dengan meminimalkan dampak negatifnya.
Tujuan Personal
Membantu para karyawan mencapai tujuan-tujuan pribadi
mereka sejauh tujuan-tujuan mereka mendorong
kontribusi individual bagi organisasi.
Tujuan ini akan tercapai jika para karyawan dipelihara,
dipertahankan, dan dimotivasi.
THE HR IN SMALL BUSINESS
Sales
Manager / Owner
Production
Finance
THE HR IN MEDIUM BUSINESS
Sales Manager
President
Production
Manager
Finance Manager HR Manager
MANAGEMENT FUNCTION
Recruitment
The process by which a job vacancy
is identified and potential employees are notified.
Main forms of recruitment through advertising in
newspapers, magazines, internal vacancy lists, etc.
Job description outline of the role of the job holder
Person specification outline of the skills and qualities
required of the post holder
Applicants may demonstrate their suitability through
application form, letter or curriculum vitae (CV)
Selection
The process of assessing candidates and appointing a post
holder
Applicants short listed
Selection process varies according to organisation:
Interview most common method
Presentation looking for different skills as well as the
ideas of the candidate
In-tray exercise activity based around what the
applicant will be doing, e.g. writing a letter to a customer
Psychometric testing assessing the personality of the
applicants will they fit in?
Aptitude testing assessing the skills of applicants
Employment Legislation
Even in a small business, the legislation relating to employees
is important
ex : chemicals used in a hairdressing salon for example have to
be carefully stored and handled to protect employees.
Employment Legislation
Increasingly important aspect of the HRM role
Wide range of areas for attention
Adds to the cost of the business
Discrimination
Crucial aspects of employment legislation:
Race
Gender
Disability
Discipline
Firms cannot just sack workers
Wide range of procedures and steps in dealing
with workplace conflict
Grievance procedures
Informal meetings
Formal meetings
Verbal warnings
Written warnings
Working with external agencies
Development
Developing the employee can be regarded as
investing in a valuable asset
A source of motivation
A source of helping the employee fulfil
potential
Rewards Systems
The system of pay and benefits used by the firm to
reward workers
Money not the only method
Flexibility at work
Holidays, etc.
Training
Similar to development :
Provides new skills for the employee
Keeps the employee up to date with
changes in the field
Aims to improve efficiency
Can be external or in-house
Trade Unions
Importance of building relationships with employee
representatives
Role of Trade Unions has changed
Importance of consultation and negotiation and working
with trade unions
Contributes to smooth change management and
leadership
Productivity
Measuring performance:
How to value the workers contribution
Difficulty in measuring some types of output
especially in the service industry
Appraisal
Meant to be non-judgmental
Involves the worker and a nominated appraiser
Agreeing strengths, weaknesses and ways
forward to help both employee and organization
Faktor Luar Yang Mempengaruhi SDM
Suatu Perusahaan
Pertimbangan Hukum
Masyarakat
Pasar Tenaga Kerja
Serikat kerja
Pelanggan
Teknologi
Pemegang saham
Ekonomi
Peristiwa yang tidak diharapkan/tdk diramalkan terjadi

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