Analisis Jabatan 2 PDF
Analisis Jabatan 2 PDF
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Deskripsi Pekerjaan
what is expected in the job
daftar tugas, tanggung jawab, aliran pertanggungjawaban dan Menentukan tugas-tugas dan ketrampilan yang
pelaporan, kondisi kerja, dan tanggung jawab kepenyeliaan yg
dituntut suatu pekerjaan dibutuhkan
Membuat list tugas, tanggung jawab, pelaporan,
Spesifikasi pekerjaan
states the qualification & experience that is required in the job
kondisi kerja, supervisi jabatan/pekerjaan
menyatakan tentang kualifikasi dan pengalaman yang dibutuhkan Syarat-syarat manusianya (Human requirements)
dalam sebuah pekerjaan
tuntutan pekerjaan terhadap aspek manusianya yang menyangkut
syarat pendidikan, ketrampilan, kepribadian, dan lain-lain
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Apa pekerjaan yang dilakukan? Apa pertanggung jawaban dasar atau standar kinerja dari
Apa tugas utama pada posisi anda? Apa sebenarnya yang pekerjaan anda?
anda lakukan? Apa tanggung jawab anda? Kondisi atau lingkungan kerja apa
Di lokasi fisik seperti apa anda bekerja? yang dibutuhkan pada pekerjaan anda?
Apa syarat pendidikan, pengalaman, ketrampilan, dan (jika Apa tuntutan fisik pekerjaan anda? Tuntutan emosi dan mental?
diperlukan) sertifikat atau lisensi yang dibutuhkan? Kondisi kesehatan dan keamanan apa yang dibutuhkan?
Pada aktivitas apa anda berpartisipasi? Apakah anda dihadapkan pada kondisi beresiko/berbahaya atau
Apa tanggung jawab dan tugas-tugas dalam pekerjaan kondisi tidak seperti yang biasa/umumnya?
anda?
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PORTLAND STATE UNIVERSITY SECTION 3. DESCRIPTION OF DUTIES
POSITION DESCRIPTION
List major duties. Note percentage of time duties are performed. If this is an existing position, mark "N" for new duties or
* * PLEASE READ INSTRUCTIONS BEFORE COMPLETING THIS FORM * * ( ) New ( ) Revised "R" for revised duties.
% of
SECTION 1. POSITION INFORMATION Time N/R DUTIES
a. Class Title: _________________________________________________________________________________
b. Class No.:
c. Effective Date: SECTION 4. WORKING CONDITIONS
d. Position No.:
e. Working Title: Describe special working conditions, if any, that are a regular part of this job. Include frequency of exposure to these
f. Work Unit: conditions.
g. Agency No.: ________________________________________________________________________________
h. Employee Name:
i. Work Location (City-County): SECTION 5. GUIDELINES
_________________________________________________________________________________
j. Position: ( ) Permanent ( ) Seasonal ( ) Limited Duration ( ) Academic Year a. List any established guidelines used to do this job, such as state or federal laws or regulations, policies, manuals or
( ) Full Time ( ) Part Time ( ) Intermittent ( ) Job Share desk procedures.
_________________________________________________________________________________
k. FLSA: ( ) Exempt ( ) Non-Exempt l. Eligible for Overtime: ( ) Yes ( ) No
_________________________________________________________________________________ b. How are these guidelines used to perform the job?
SECTION 2. PROGRAM/POSITION INFORMATION
SECTION 6. WORK CONTACTS
a. Describe the program in which this job exists. Include program purpose, who's affected, size, and scope. Include
relationship to agency mission. With whom outside of co-workers in this work unit must this position regularly come in contact?
Describe the kinds of decisions likely to be made by this position. Indicate affect of these decisions where possible.
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SECTION 8. REVIEW OF WORK
Who reviews the work of this position? (List classification title and position number.) How? How often? Purpose of the
review?
SECTION 9. SUPERVISORY DUTIES TO BE COMPLETED ONLY FOR POSITIONS IN MANAGEMENT SERVICE Pengamatan (Observasi)
a. How many employees are directly supervised by this position? _______ Through Subordinate Supervisors?
_______
( ) Plans Work
( ) Assigns Work
( ) Responds to Grievances
( ) Disciplines/Rewards
( ) Hires/Fires (or Effectively Recommends)
( ) Prepares and Signs Performance Appraisals
Observasi mungkin
( ) Approves Work
dikombinasikan dengan
SECTION 10. ADDITIONAL JOB-RELATED INFORMATION
wawancara
Any other comments that would add to an understanding of this position:
SPECIAL REQUIREMENTS: List any special mandatory recruiting requirements for this position: Buat catatan yang lengkap
Berbicara dengan orang yang
BUDGET AUTHORITY: If this position has authority to commit agency operating money, indicate in what area, how much
(biennially) and type of funds:
_________________________________________________________________________________
SECTION 11. ORGANIZATIONAL CHART diobservasi jelaskan apa yang
Attach a current organizational chart. See instructions for detail to be included on the chart.
terjadi dan mengapa
_________________________________________________________________________________________________
Employee Signature Date Supervisor Signature Date
Tanyakan pertanyaan-pertanyaan
_________________________________________________
Appointing Authority Signature Date
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Teknik-teknik kuantitatif
Diari dan buku harian (logs)
analisis pekerjaan
Menghabiskan Kuesioner Analisis Posisi (Position Analysis Questionnaire)
Kuesioner digunakan untuk mengumpulkan data yang dapat dikuantifikasikan
waktu(time-consuming) berkaitan dengan tugas-tugas dan tanggung jawab dari berbagai macam
pekerjaan
Laporan diri (self- Kelebihan PAQ menyediakan skor kuantitatif atau profil dari berbagai
macam pekerjaan dalam arti bagaimana pekerjaan tersebut dinilai dalam lima
reporting) kegiatan:(1) memiliki tanggung jawab pengambilan
keputusan/komunikasi/sosial, (2) melakukan kegiatan yang membutuhkan
Mengingatkan apa ketrampilan-ketrampilan, (3) melakukan kegiatan fisik, (4) mengopersikan
kendaraan/peralatan, dan (5) memproses informasi
yang dikerjakan The U.S. Department of Labor (DOL)approach
Metode terstandardisasi untuk menilai, mengklasifikasikan, dan
terlebih dahulu membandingkan stiap jenis pekerjaan secara virttual berdasarkan pada data,
orang, dan sesuatu (things)
Dapat menggunakan Analisis jabatan Fungsional (Functional job analysis)
mesin dikte dan pagers Metode untuk klasifikasi pekerjaan mirip dengan metode DOL, tapi
ditambahkan menjadi pertimbangan tingkat dimana instruksi, alasan,
petimbangan, dan kemampuan matematik dan verbal adalah penting untuk
melaksanakan tugas pekerjaan
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Setting up instructions
helping
Tending
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Judul (Title)
Tanggal (Date)
Disetujui (Approvals)
Supervisors title
Gaji (Salary)
Grade level
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Ringkasan Pekerjaan/Jabatan
Relationships Statement for
Human Resource Director
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Tujuan untuk menentukan secara statistik hubungan antara (1) beberapa From specialized to enlarged jobs
prediktor atau sifat manusia, seperti tinggi, intelgensi, atau ketrampilan jari, Job enlargement: menugaskan karyawan dengan
tambahan kegiatan-kegiatan di tingkat yang sama, sehingga
dan (2) beberaopa indikator atau kriteria efektivitas kerja, seperti prestasi menambah jumlah kegiatan yang dilakukan
kerja seperti yang dinilai oleh supervisor Job rotation: secara sistematik memindahkan karyawan
dari satu pekerjaan ke pekerjaan yang lain
Prosedurnya memiliki lima langkah: Job enrichment: mendesain kembali pekerjaan dimana
kesempatan karyawan ditingkatkan untuk mendapatkan
Menganalisis pekerjaan pengalaman rasa tanggungjawab, pencapaian, berkembang,
Menyeleksi sifat-sifat personal dan pengakuan
Test Why managers are de-jobbing their companies
Mengukur prestasi kerja yang berikutnya Dejobbing: meluaskan tanggungjawab pekerjaan
perusahaan, dan mendorong karyawan tidak membatasi diri
Menanalisis secara statistikal hubungan mereka dengan apa yang ada pada deskripsi pekerjaan
antara sifat dan prestasi kerja mereka
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Perbandingan Job Enlargement dan Job
Enrichment
Specialized to Enlarged Jobs (high) (high)
Level of responsibility
Level of responsibility
(vertical job loading)
Job Enlargement = same-level activities Task Task Task Task Task Task
Enrich Job
(low) (high)
Number of tasks
Reni Rosari (horizontal job loading)
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Flatter organization
Work team - organize tasks around teams and processes rather than
around specialized functions.
Rapid product and The boundaryless organization
In a boundaryless organization the widespread use of teams and similar
technological structural mechanisms reduces and makes more permeable the
changes Competition boundaries that typically separate departments (like sales and production)
and hierarchical levels.
Reengineering
The fundamental rethinking and radical redesign of business processes to
Global achieve dramatic improvements in critical contemporary measures of
The need for firms to
Changes performance, such as cost, quality, service, and speed.
be responsive,
flexible, and generally The future of job descriptions
Demographics more competitive Performance-based job description
Skill matrix
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Traditional Organization
Flatter Organizations
Chart
President
Chief Executive Officer
Executive Assistant
Vice President Vice President Vice President Vice President Vice President
Sales Marketing Human Resources Operations Finance
Manager Manager Manager Clerk Manager Logistics Tax Technical Manufacturing People Finance Purchasing and Sales, Service and
Development Engineering Systems Team Suppllier Quality Marketing
Manager Manager Manager Administrator Plant Manager Finance Team Team Team Team Team
Tech. Writer
Manager Manager Plant Manager Accounting
Sr. Trainer
Manager Manager
Sr. Trainer Clerk
Accounting
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General F F F F F F F
IKEA
B B B B B B B
Procter & Gamble A A A A A A A
Communi- Decision Leadership Planning &
Technical Business cation & Making & & Organiza- Problem
Expertise Awareness Interper- Initiative Guidance tional Solving
sonal Ability
Reni Rosari The highlighted boxes indicate the minimum level of skill required for the job.
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Number of nurses
1000
Peramalan ketersediaan calon dari dalam perusahaan 800
Sistem manual dan bagan penggantian
Sistem informasi
Managerial 600
400
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n n
i tio Menggunakan komputer untuk i tio Meramal Ketersediaan Kandidat
efin meramal kebutuhan personil
efin dari dalam
D D
Computerized forecast
Determination of future staff Qualifications inventories
needs by projecting sales, Manual or computerized records listing
volume of production, and employees education, career and
personnel required to development interests, languages, special
maintain this volume of skills, and so on, to be used in selecting
output, using software inside candidates for promotion
packages
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n
Manual Systems dan
i tio Meramal Ketersediaan Kandidat
Replacement Charts fin dari dalam
De
Personnel inventory & Personnel replacement charts
development record help Company records showing present performance
and promotability of inside candidates for the most
track employee
important positions
qualifications
Personnel replacement Position replacement card
charts are often used for A card prepared for each position in a company to
filling a companys top show possible replacement candidates and their
positions qualifications
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