Human Resource Management

DUNIA BERUBAH
• Terjadi perubahan yang sangat
cepat
– Arus informasi, digitalisasi, hubungan sosial,
robotisasi, dsb.
• Komplikasi
– Arus pekerja internasional (globalisasi),
jumlah lapangan kerja berkurang,
sumberdaya alam menuju kepunahan
• Ketidakpastian
– Kehilangan pekerjaan, teknologi (dianggap)
sebagai ancaman, daya beli turun
 Human Resource Management

Picket (2000) menyebutkan, hasil penelitian mengenai keefektifan bisnis

dan kelangsungan hidup perusahaan yang dilakukan di banyak perusahaan
di sejumlah negara menunjukkan, bahwa:
• Orang merupakan kunci sukses sebuah bisnis.
• Orang menyediakan untuk perusahaan, dukungan dan keberanian untuk
menghadapi persaingan dan mencapai keunggulan bersaing yang
berkelanjutan.
• Investasi yang tinggi untuk mengembangkan sumberdaya manusia,
secara dramatis memperbaiki kinerja perusahaan yang berada pada
posisi bottom line.
• Banyak masalah yang mengakibatkan bangkrutnya sebuah bisnis karena
karyawan yang tidak tahu apa yang harus dilakukan atau bagaimana
melakukan sesuatu pekerjaan dengan baik.
The achievements of
an organization are
the results of the
combined effort of
each individual.

-Vince Lombardi-
 Human Resource Management

“The real sources of competitive leverage are the culture and

capabilities of your organization that derive from how you
manage your people.”
 Human Resource Management
"HRM adalah fungsi yang dilakukan dalam
organisasi yang memfasilitasi penggunaan paling
efektif dari orang-orang untuk mencapai tujuan
organisasi dan individu."
(Ivancevich and Glueck, 1989)
 A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT
Factors
1. Scope: People Involved
2. Hours of Work
3. Place of work
4. Types of Service/ Function
Personnel Management:
Mostly rank and file
Full-time work
Formal setting: office, factory/
plant
Few and simple: personnel
Information, recruitment and
Screening social activities,
management-labor relationships
HR Management:
All people working for and with the
organization including the Board,
top management, consultants or
resource persons, middle
management, rank and file.
Full-time, part-time, flexi-time
Formal and informal settings
Varied and complex:
Job organization and information:
job analysis, job design and job
evaluation.
Acquisition of human resources:
human resources planning,
recruitment, screening, selection
and placement.
 A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT
Factors: Personnel Management:
4. Types of Service/ Function:
HR Management:
Maintenance: orientation,
motivation, assessment and
evaluation, compensation,
administration, movement
analysis, benefits, participation
and services programs,
management-labor relations.
Development: Training and
education, career planning,
testing and counseling.
Research in human
resources

5. Department Head or Officer- Administrative Officer or Separate Human Resources

in-Charge Chief Executive Officer Department manned by
human resources specialist

6. Department Staff: Behavioral scientist

Qualifications Lawyer; Records Clerk
Social science researcher
 A COMPARISON OF PERSONNEL MANAGEMENT
And HUMAN RESOURCES MANAGEMENT
Factors: Personnel Management:
7. Level of Reporting
Lower level to line managers
8. Goals Accomplishment of
organization goals being
implemented
9. Technology Mechanistic: reactive,
structural, inflexible, technical,
control-oriented and
organization-oriented
Personally subjective based
10. Strategies on management’s needs and
values
Compartmentalized approach
HR Management:
Higher level to General
Manager or Chief Executive
Officer
Accomplishment of
organization and individual
goals
Developmental : proactive,
socio-technical orientation,
flexible, participatory, creative
and innovative
Objective and scientific based
on individual and organization
culture
Total Systems approach
Challenges of HRM

• Individuals differ from

one another
• Customization of
stimulation and
motivation
• Demanding personnel
Functions of HRM - 1

Managerial

Planning Organizing Staffing Directing Controlling

Functions of HRM - 2
Operational

Employment HR Development Compensation Mgt Employee Relations

Performance
HR Planning Job Evaluation
Appraisal

Recruitment Training Wage and Salary Admn

Management
Selection Incentives
Development

Career Planning and

Placement Bonus
Development

Induction Fringe Benefits

 Peran Penting HRM
• Value of Human Resource
• Competitive advantage
• Human Resource
Accounting – It is
measurement of the cost
and value of people for an
organization
 Tantangan Manajemen HR

• Worker productivity
• Quality improvement
• The changing attitudes of workforce
• The impact of the government
• Quality of work-life
• Technology and Training
 Why structure ???
• What structure signifies?

• No directions
• Leads to confusion
• Chaos

• Why???????????
 Formal
Informal
President organization organization
Chess group

Vice Vice Vice

President President President

Division Division Division Division Division Division Division Division

Division
Managers Managers Managers Managers Managers Managers Managers Managers
Managers

Department Department Department

Department
Managers Managers Managers
Managers

Department Department Department Department

Managers Managers Managers Managers

Department
Informal organization
Managers
Bowling or golf or basketball team
 Tall Vs Flat Structure
CMD

COO
ED ED ED

GM GM GM

CM PM PM PM PM

CM

Manager
Team Team Team
Lead Lead Lead
Manager

Officer
Team Team Team Team
Member Member Member Member
Officer

TALL Executive
FLAT
STRUCTURE STRUCTURE
Executive
Struktur Organisasi Lintas Fungsi
Dalam sebuah Organisasi
Cross Functional Layers
Struktur Organisasi Jaringan
antar Organisasi
Firm A
Firm B
Firm C
 Model Organisasi Baru (1)
• Organisasi semakin kompleks yang terdiri atas
jaringan berbagai unit organisasi, baik internal
maupun dengan pihak eksternal organisasi.
• Organisasi Baru semakin tanpa batas antar unit
(boundaryless or borderless organization).
• Struktur organisasi semakin datar (flat organization),
dan tersebar (network organization).
 Model Organisasi Baru (2)
• Organisasi semakin besar jumlah karyawannya
dan semakin luas wilayah cakupannya secara
geografi.
• Organisasi semakin maya (virtual) dan
kesempatan untuk saling bertemu muka
dalam interaksi bisnis semakin berkurang.
• Organisasi berhubungan kerja dengan
organisasi lain dalam bentuk hubungan yang
sementara (adhocracy).
 Model Organisasi Baru (3)
• Semakin tidak bisa lagi dikontrol dengan pola pikir
mekanikal karena akan menyebabkan organisasi
lambat dalam beradaptsi pada perubahan dan
tuntutan lingkungan.

– Pola pikir mekanikal, ditandai oleh asumsi bahwa

organisasi bisa diatur dengan aturan yang kaku dengan
prosedur yang ketat, dan semakin ketat pada peraturan
semakin baik organisasi.

– Pola pikir mekanikal akan menghambat kemampuan

organisasi untuk beradaptasi dengan tuntutan lingkunga
yang semakin kompleks.
 Model Organisasi Baru (4)
• Semakin tidak bisa dikelola dengan pola
pengawasan Hirarkis.
– Ketika organisasi semakin kompleks dan semakin
luas jaringannya, organisasi makin tidak bisa
dikontrol dengan pendekatan sentralistik.
– Organisasi harus memiliki otonomi yang memiliki
kemampuan adaptasi sendiri (self managed
organization).
 Model Organisasi Baru (5)
• Semakin tidak bisa dikelola dengan pola pikir
linier (A menyebabkan B, B menyebabkan C,
dan A pasti penyebab C).
• Organisasi semakin terasa kacau (chaos) tetapi
tetap ada keteraturan (order). Situasi ini
disebut ‘chaordic’.
 Model Organisasi Baru (6)
• Peranan pemimpin dalam organisasi bukan mengontrol
dan memberi perintah tetapi merangsang karyawan
untuk kreatif dan berinovasi.
• Peran pemimpin adalah menumbuhkan kemampuan
anggotanya untuk mampu mengambil tindakan yang
tepat pada saat yang tepat (bottom-up leadership),
seperti sekumpulan burung yang terbang bersama-sama
tanpa perintah pemimpin di saat ada ancaman.
• Pemimpin lebih berperan sebagai pelayan (servant
leadership), yang memasok informasi dan memfasilitasi
sinergi antar unit.