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HUMAN RESOURCE MANAGEMENT in The 21st Century Certified Lecturer: Drs. Syafaruddin Alwi, MS.

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Presentasi berjudul: "HUMAN RESOURCE MANAGEMENT in The 21st Century Certified Lecturer: Drs. Syafaruddin Alwi, MS."— Transcript presentasi:

1 HUMAN RESOURCE MANAGEMENT in The 21st Century Certified Lecturer: Drs. Syafaruddin Alwi, MS

2 HUMAN RESOURCE CHALLENGES Tuntutan Jabatan Tuntutan Kualitas SDM Tuntutan visi Organisasi dan Stakeholders

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4 Recent study by Metamorphic ( Michael Zwell, 2000) Most managers are weak strategic thinkers Most managers are weak strategic thinkers Managers are typically poor motivators Managers are typically poor motivators Most of managers are poor developer of people Most of managers are poor developer of people Most of manager don’t have a sufficiently broad vision Most of manager don’t have a sufficiently broad vision Work culture are often not conducive Work culture are often not conducive Most of managers don’t have the competences to reach the high level of performance Most of managers don’t have the competences to reach the high level of performance

5 DEFINISI MSDM Manajemen sumber daya manusia mengajarkan bagaimana orang-orang dikelola dengan cara yang terbaik dalam kepentingan Manajemen sumber daya manusia mengajarkan bagaimana orang-orang dikelola dengan cara yang terbaik dalam kepentingan organisasi organisasi (Amstrong, 1994) (Amstrong, 1994) Manajemen sumber daya manusia adalah suatu metode memaksimumkan hasil dari sumber daya tenaga kerja dengan mengintegrasikan MSDM kedalam strategi bisnis Manajemen sumber daya manusia adalah suatu metode memaksimumkan hasil dari sumber daya tenaga kerja dengan mengintegrasikan MSDM kedalam strategi bisnis ( Keenoy, 1990) ( Keenoy, 1990)

6 HR MANAGEMENT PARADIGM Command Control Empowerment Ideas/ Creativity Syafaruddin Alwi

7 FAKTOR FAKTOR PENGARUH TERHADAP MANAJEMEN SDM MANAJEMEN SUMBE DAYA MANUSIA Ilmu Perilaku (Soft Approach) Manajemen Anglo Saxon (AS) Manajemen Jepang Ilmu Manajemen (Hard Approach)

8 Personnel Management and Human Resource Management Key Concept: Personnel Mangement Fokus operasional Fokus operasional Fokus pada non- managerial workforce Fokus pada non- managerial workforce Tanggungjawab spesialis Tanggungjawab spesialis Cenderung terfokus pada Infrastruktur Cenderung terfokus pada Infrastruktur HR Management Fokus strategik Fokus strategik Fokus pada manajer dan karyawan inti Fokus pada manajer dan karyawan inti Tanggungjawab semua manajer Tanggungjawab semua manajer Cenderung terfokus pada orang Cenderung terfokus pada orang Modernisasi dari Personnel management Modernisasi dari Personnel management

9 DUA ALIRAN MANAJEMEN SDM di AMERIKA SERIKAT Harvard Business School Soft approach (sisi dalam manusia) Soft approach (sisi dalam manusia) Bertumpu pada konsep Human Relation Bertumpu pada konsep Human Relation Michigan Business School Hard approach (sisi luar manusia) Hard approach (sisi luar manusia) Bertumpu pada konsep Infrastruktur Bertumpu pada konsep Infrastruktur

10 Human Resource approaches to Management Human Relation (Elton Mayo, 1920s) Human concern as a key to productivity Human concern as a key to productivity People’s feelings, attitudes, and relationships with coworkers should be important to management People’s feelings, attitudes, and relationships with coworkers should be important to management Building work group is important factor Building work group is important factor

11 Willingness to perform Mindset Mental Feeling Attitudes Sistem Leadership Style Capacity to Perform Opportunity to perform Culture

12 HOW LEADER ACHIEVED GREATNESS Hire the right people Hire the right people Improves people competency and install worthy employee Improves people competency and install worthy employee Gives people a lot of autonomy Gives people a lot of autonomy Gives people leeway to implement their own ideas Gives people leeway to implement their own ideas Support, and rewarding people Support, and rewarding people (Adopted from 55 Top Business Leaders in the world)

13 Supporting and Challenge Model in Learning Supporting and Challenge Model in Learning LOWCHALLENGeLOWCHALLENGe Supporting and Challenge Model Supporting and Challenge Model HIGHCHALLENGEHIGHCHALLENGE LOWCHALLENGELOWCHALLENGE High Comfort Environment Energetic Committed Environment Apathetic Environment High Stress Environment High Support Low Support (Pam Jones,2007)

14 WorkEnvironmentWorkSituation Possibility of Performance Energetic Committed Environment Work hard Work smarter High innovation High High High Comfort EnvironmentRelaxation Low innovation Medium Medium High Stress EnvironmentReactive High conflict Low to medium Apathetic EnvironmentReactiveStaticLow

15 Supports dan Challenges Support Support Kepercayaan / dukungan moral dari atasan Kepercayaan / dukungan moral dari atasan Ketersediaan resources Ketersediaan resources Penghargaan terhadap ide-ide dan inovasi Penghargaan terhadap ide-ide dan inovasi Peluang menerapkan kemampuan dan keahlian Peluang menerapkan kemampuan dan keahlian Reward yang seimbang Reward yang seimbang Challenges Challenges Intensitas Penyelesaian tugas tepat waktu Intensitas Penyelesaian tugas tepat waktu Intensitas problem dan resiko Intensitas problem dan resiko Tuntutan peningkatan kualitas kerja terus menerus Tuntutan peningkatan kualitas kerja terus menerus Intensitas tekanan eksternal terhadap jabatan Intensitas tekanan eksternal terhadap jabatan

16 LANGKAH LANGKAH SPESIFIK PEOPLE APPROACH Perlakukan orang dengan penghargaan dan kehormatan Perlakukan orang dengan penghargaan dan kehormatan Pastikan orang memiliki keahlian yang diperlukan untuk menjalankan tugasnya Pastikan orang memiliki keahlian yang diperlukan untuk menjalankan tugasnya Ciptakan atmosphere of trust dan support Ciptakan atmosphere of trust dan support Bangunlah rasa memiliki pada setiap orang Bangunlah rasa memiliki pada setiap orang Beri pengakuan atas kinerja yang baik Beri pengakuan atas kinerja yang baik Beri insentif bagi initiatif, idea-ide dan saran-saran yang bermanfaat Beri insentif bagi initiatif, idea-ide dan saran-saran yang bermanfaat

17 Poor Performance Potentials Prima donna Plateaued Patchy (Pam Jones,2001)

18 Prima donna Energetic/ Innovative Career oriented Strong motivator DelegationInvolvement Career opportunity Plateau Not poor performer but not achieving potential Opportunity to exercise their talent Potentials Keen & Enthusiastic Work hard To be nurtured & developed Patchy Good in some areas but poor in others of their job CoachingMentoringTraining

19 REASON FOR POOR PERFORMANCE Lack of challenge Lack of challenge Process gap Process gap Resources Resources Personal ability Personal ability The wrong job The wrong job Personal circumstances Personal circumstances Environmental factors Environmental factors (Pam Jones,2000)

20 PROBLEM KOMPETENSI VERSUS MOTIVASI B A C D MOTIVASITinggiRendah KOMPETENSIKOMPETENSI Tinggi

21 Kondisi Hard Approach Soft Approach Kompetensi tinggi Motivasi rendah ( B) ( B) Menaikkan kompensasi Rotasi Memberikan kepercayaan lebih besar pada empoyee Merubah mindset Merubah mindset Kompetensi rendah Motivasi tinggi (D) (D)Pelatihan/CoachingPengembanganPendidikan Menjaga kualitas komunikasi dalam team work /interpersonal Kompetensi tinggi Motivasi tinggi (C) (C) Promosi jabatan Job enlargement Memberikan kepercayan yang lebih besar Memberi penghargaan


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