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PATIENT AND PUBLIC

INVOLVEMENT

SYSTEMS
AWARENESS
USE OF
INFORMATION

TEAMWORK
RISK MANGEMENT

RESEARCH AND
EFFECTIVENESS

COMMUNICATION
STRATEGIC CAPACITY CLINICAL AUDIT

OWNERSHIP

STAFF AND
STAFF MANAGEMENT
PATIENT – PROFESSIONAL PARTNERSHIP

EDUCATION,TRAINING
PROFESSIONAL DEVELOPMENT
LEADERSHIP
10

Manajemen Strategik Rumah Sakit-1

“ MANAJEMEN
SDM RUMAH SAKIT ”
Rujukan :
J. Veillard, F. Champagne, N. Klazinga, V. Kazandjian, O. A. Arah
and A.-L. Guisset, “A performance assessment framework for
hospitals: the WHO regional office for Europe PATH project”,
International Journal for Quality in Health Care AdvanceAccess
published September 9, 2005
Chapter 7 Human resource management and development, in ‘Managing
Health Services’, Nick Goodwin, Reinhold Gruen, Valerie Iles, Open
University Press, 2006
Chapter 11 Human resources management, in ‘The well-managed
healthcare organization’, Kenneth R. White, John R. Griffith., 7th ed,
HAP-AUPHA, 2007
Chapter 3 Essential Components of Human Resources Practices and
Management, Mark Burns, in ‘Managing Human Resources In Health
Care Organizations, edited by Leiyu Shi,Jones and Bartlett Publishers,
Inc., 2007
‘Determining Hospital Workforce Requirements-A Case Study’, Serpil
Ozcan, Peter Hornby, Human Resources for Health Development
Journal (HRDJ) Vol. 3 No. 3 September - December, 1999
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
BERDASARKAN SAMPLING
NEED

TIME AND MOTION


STUDY
RATIO TERHADAP PENGHITUNGAN
STANDAR 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 EMPLOYEE’S CONFIDENCE IN


HIS OR HER ABILITY TO COPE WITH THE NEW WORK
ASSIGNMENT

2. TO COMMUNICATE COMPLETE AND DETAILED


CONDITIONS OF THE PERSON’S 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
HOSPITAL’S 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 HOSPITAL’S


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,WORKER’S


COMPENSATION,DISABILITY,SOCIAL SECURITY
BENEFITS,PENSION PLAN

- COMPENSATION : SALARY DETERMINATION,SALARY


INCREASE POLICY,RECLASSIFICATIONS,PAY
SCHEDULE,OVERTIME PAY,SHIFT DIFFERENTIAL,ON-
CALL 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