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HUMAN RESOURCE MANAGEMENT

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Presentasi berjudul: "HUMAN RESOURCE MANAGEMENT"— Transcript presentasi:

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

2 HUMAN RESOURCE CHALLENGES

3

4 Recent study by Metamorphic ( Michael Zwell, 2000)
Most managers are weak strategic thinkers Managers are typically poor motivators Most of managers are poor developer of people Most of manager don’t have a sufficiently broad vision Work culture are often not conducive 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 organisasi (Amstrong, 1994) Manajemen sumber daya manusia adalah suatu metode memaksimumkan hasil dari sumber daya tenaga kerja dengan mengintegrasikan MSDM kedalam strategi bisnis ( Keenoy, 1990)

6 HR MANAGEMENT PARADIGM
Ideas/ Creativity Syafaruddin Alwi

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

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

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

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

11 Culture Capacity to Perform Opportunity to perform

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

13 Supporting and Challenge Model
Supporting and Challenge Model in Learning High Support L O W C H A E N G H I G C A L E N High Comfort Environment Energetic Committed Environment L O W C H A E N G e Apathetic Environment High Stress Environment Low Support (Pam Jones,2007)

14 Work Environment Situation Possibility of Performance Work hard
Energetic Committed Work hard Work smarter High innovation High High Comfort Relaxation Low innovation Medium High Stress Reactive High conflict Low to medium Apathetic Static Low

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

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

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

18 Prima donna Plateau Potentials Patchy Energetic/ Innovative
Career oriented Strong motivator Delegation Involvement 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 Coaching Mentoring Training

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

20 PROBLEM KOMPETENSI VERSUS MOTIVASI
C Tinggi B K O M P E T N S I A D Rendah MOTIVASI Tinggi

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


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