PROGRAM STUDI MAGISTER MANAJEMEN - PENDIDIKAN JARAK JAUH

FAKULTAS EKONOMI DAN BISNIS

UNIVERSITAS TELKOM

SOAL UJIAN TENGAH SEMESTER (UTS) SEMESTER GANJIL

TAHUN AKADEMIK 2021/2022

Mata Kuliah : Human Resource

Hari/Tanggal : Selasa, 14 Desember 2021
Waktu : 120 menit
Sifat Ujian : □ Ujian serentak terjadwal
□ Assigment
□ Lisan
Dosen : Dr. Ratri Wahyuningtyas

PERINGATAN:
BERBAGAI BENTUK PELANGGARAAN PADA SAAT UJIAN AKAN DIKENAKAN
SANKSI NILAI E UNTUK SELURUH MATA KULIAH DI SEMESTER TERSEBUT.
(TULIS ULANG PERNYATAAN DALAM PERINGATAN DI ATAS PADA LEMBAR JAWABAN ANDA)

CLO Mata Kuliah

1. CLO 2 : Mampu menjelaskan teknis proses pengelolaan karyawan di organisasi
2. CLO 3 : Mampu menganalisis kasus pengelolaan karyawan dan memberikan solusi dari
kasus tersebut

CLO 2 & CLO 3:

1. Bacalah kasus “Carter Cleaning Centers” dengan seksama!
2. Analisislah kasus tersebut berdasarkan tahapan – tahapan dalam pembahasan kasus
yaitu :
a. Tahap 1: Situation Appraisal, yaitu mengungkapkan fakta penting yang ada di
dalam kasus
b. Tahap 2: Problem Analysis, yaitu mengungkapkan masalah utama yang terdapat
dalam kasus
c. Tahap 3: Decision Analysis, yaitu membahas kondisi nyata yang terdapat di dalam
kasus berdasarkan teori yang telah dipelajari sebagai bentuk analisis dari
permasalahan yang dihadapi. Gunakan 3 konsep/teori yang telah Saudara pelajari
mengenai Human Resource Management untuk membahas permasalahan dan
menjadi dasar dalam memberikan berbagai solusi terbaik untuk menghadapi
permasalahan yang ada di tahap 2!

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d. Tahap 4: Potential Problem Analysis, yaitu mengidentifikasi berbagai macam
persoalan potensial yang mungkin terjadi di waktu yang akan datang dan rencana
tindakan yang diperlukan untuk meminimalkan munculnya dampak negatif.

- SELAMAT BEKERJA -

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 CARTER CLEANING CENTERS
Jennifer Carter graduated from State University in June 2005 and, after considering several job offers,
decided to do what she always planned to do to go into business with her father, Jack Carter. Jack
Carter opened his first laundromat in 1995 and his second in 1998. The main attraction of these coin
laundry businesses was that they were capital- rather than labor-intensive. Thus, once the investment
in machinery was made, the stores could be run with just one unskilled attendant and none of the labor
problems one usually expects from being in the retail service business. The attractiveness of operating
with virtually no skilled labor notwithstanding, Jack had decided by 1999 to expand the services in
each of his stores to include the dry cleaning and pressing of clothes. He embarked, in other words, on
a strategy of related diversification by adding new services that were related to and consistent with his
existing coin laundry activities. He added these for several reasons. He wanted to utilize better the
unused space in the rather large stores he currently had under the lease.

Furthermore, he was, as he put it, tired of sending out the dry cleaning and pressing work that came in
from our coin laundry clients to a dry cleaner 5 miles away, who then took most of what should have
been our profits. To reflect the new, expanded line of services, he renamed Carter Cleaning Centers
each of his two stores and was sufficiently satisfied with their performance to open four more of the
same type of stores over the next five years. Each store had its on-site manager and, on average, about
seven employees and annual revenues of about $500,000. It was this six-store chain that Jennifer
joined after graduating. Her understanding with her father was that she would serve as a
troubleshooter/consultant to the elder Carter to learn the business and bring to it modern management
concepts and techniques for solving the business s problems and facilitating its growth.

Based on her review of the stores, Jennifer concluded that one of the first matters she had to attend to
was detailed developing job descriptions for her store managers. As Jennifer tells it, her lessons
regarding job descriptions in her essential management and HR management courses were insufficient
to thoroughly convince her of the pivotal role job descriptions play in the smooth functioning of an
enterprise. Many times during her first few weeks on the job, Jennifer found herself asking one of her
store managers why he was violating what she knew to be recommended company policies and
procedures. Repeatedly, the answers were either Because I did not t know it was my job or Because I
did not know that was how we were supposed to do it. Jennifer knew that a job description, along with
a set of standards and procedures that specified what was to be done and how to do it, would go a long
way toward alleviating this problem. In general, the store manager is responsible for directing all store
activities so that quality work is produced, customer relations and sales are maximized, and
profitability is maintained through effective control of labor, supply, and energy costs. In
accomplishing that general aim, a specific store manager s duties and responsibilities include quality
control, store appearance and cleanliness, customer relations, bookkeeping, and cash management,
cost control and productivity, damage control, pricing, inventory control, spotting and cleaning,
machine maintenance, purchasing, employee safety, hazardous waste removal, human resource
administration, and pest control. The questions that Jennifer had to address follow.

Begun initially as a string of coin-operated laundromats requiring virtually no skilled help, the chain
grew to six stores, each heavily dependent on skilled managers, cleaner/spotters, and pressers.
Employees generally have no more than a high school education (often less), and their market is very
competitive. Over a typical weekend, dozens of want ads for experienced pressers or cleaner/spotters
can be found in area newspapers. These people are usually paid around $15 per hour, and they change
jobs frequently. Jennifer and her father thus face the continuing task of recruiting and hiring qualified
workers out of a pool of individuals they feel are almost nomadic in their propensity to move from
area to area and job to job. Turnover in their stores (as in many of their competitors) often approaches
400%. Don t talk to me about human resources planning and trend analysis, says Jennifer. We are

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fighting an economic war, and I am happy to round up enough live applicants to keep my trenches
fully manned.

Jennifer Carter of the Carter Cleaning Centers and her father have what the latter describes as an easy
but hard job when it comes to screening job applicants. It is easy because for two crucial jobs, the
people who do the pressing and those who do the cleaning/spot, the applicants are easily screened with
about 20 minutes of on-the-job testing. As with typists, Jennifer points out, Applicants either know
how to press clothes fast enough or use cleaning chemicals and machines, or they don t, and we find
out very quickly by just trying them out on the job. On the other hand, applicant screening for the
stores can also be frustratingly hard because of some of the other qualities that Jennifer would like to
screen for. Two of the most critical problems facing her company are employee turnover and
employee honesty. Jennifer and her father sorely need to implement practices that will reduce the rate
of employee turnover. If there is a way to do this through employee testing and screening techniques,
Jennifer would like to know about it because of the management time and money that are now being
wasted by the never-ending need to recruit and hire new employees. Of even more significant concern
to Jennifer and her father is the need to institute new practices to screen out those employees who may
be predisposed to steal from the company. Employee theft is an enormous problem for the Carter
Cleaning Centers and is not limited to employees who handle the cash. For example, the
cleaner/spotter and the presser often open the store themselves, without a manager present, to get the
day s work started, and it is not unusual to have one or more of these people steal supplies or run a
route. Running a route means that an employee canvasses their neighbourhood to pick up people s
clothes for cleaning and then secretly cleans and presses them in the Carter store, using the company s
supplies, gas, and power. It would also not be unusual for an unsupervised person (or his or her
supervisor, for that matter) to accept 1-hour rush order for cleaning or laundering, quickly clean and
press the item, and return it to the customer for payment without making out a proper ticket for the
item posting the sale. The money, of course, goes into the worker s pocket instead of into the cash
register. The more serious problem concerns the store manager and the counter workers who handle
the cash. According to Jack Carter, You would not believe the creativity employees use to get around
the management controls we set up to cut down on employee theft. As one extreme example of this
felonious creativity, Jack tells the following story: To cut down on the amount of money my
employees were stealing, I had a small sign painted and placed in front of all our cash registers. The
sign said: YOUR ENTIRE ORDER FREE IF WE DON T GIVE YOU A CASH REGISTER
RECEIPT WHEN YOU PAY. CALL 552 0235. I intend with this sign to force all our cash-handling
employees to give receipts so the cash register would record them for my accountants. After all, if all
the cash that comes in is recorded in the cash register, we should have a much better handle on stealing
in our stores. Well, one of our managers found a diabolical way around this. One night, I came into the
store and noticed that the cash register this manager was using did not look right, although the sign
was placed in front of it. It turned out that every afternoon at about 5:00 P.M. when the other
employees left, this character would pull his cash register out of a box that he hid underneath our
supplies. Customers coming in would notice the sign and, of course, the fact that he was meticulous in
ringing up every sale. However, unknown to them and us, for about five months, the sales that came in
for about an hour every day went into his cash register, not mine. It took us that long to figure out
where our cash for that store was going.

Career planning has always been a pretty low-priority item for Carter Cleaning since just getting
workers to come to work and then keeping them honest is enough of a problem, as Jack likes to say.
However, Jennifer thought it might not be a bad idea to consider what a career planning program
might involve for Carter. Many of their employees had been with them for years in dead-end jobs, and
she frankly felt a little badly for them: Perhaps we could help them gain a better perspective on what
they want to do, she thought. Furthermore, she believed that career support would improve Carter s
employee retention.

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Carter Cleaning Centers has traditionally provided only legislatively required benefits for its
employees. These include participation in the state's unemployment compensation program, Social
Security, and workers' compensation (provided through the same insurance carrier that insures the
stores for such hazards as theft and fire). The principals of the firm Jack, Jennifer, and their families,
have individual, family-supplied health and life insurance. Jennifer can see several potential problems
with the company s policies regarding benefits and services. One is turnover. She wants to do a study
to determine whether similar companies' experiences with providing health and life insurance benefits
suggest they enable these firms to reduce employee turnover and perhaps pay lower wages. Jennifer is
also concerned that her company has no formal policy regarding vacations, paid days off, or sick
leave. Informally, it is understood that employees get one week's vacation after one year s work, but in
the past, the policy regarding paid vacations for days such as New Year's Day and Thanksgiving Day
has been very inconsistent. Sometimes employees who had been on the job for only 2 or 3 weeks were
paid fully for one of these holidays, while at other times employees who had been with the firm for six
months or more had been paid for only half a day. Jennifer knows that this policy must be made more
consistent. She also wonders whether it would be advisable to establish daycare centers for the
employee's children. She knows that many of the employee's children have either no place to go
during the day (they are preschoolers) or have no place to go after school, and she wonders whether a
benefit such as a daycare would be in the best interests of to the company.

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