CHANGING NATURE OF CHANGING NATURE OF HR MANAGEMENTHR MANAGEMENT

MSDM-Ernie Tisnawati Sule,SE,MS 1–2

Nature of Human Resource ManagementNature of Human Resource Management

Human Resource Management– Desain dari sistem formal dalam organisasi

untuk memastikan efektifitas dan efisiensi dari penggunaan potensi manusia untuk mencapai tujuan organisasi

Who Is an HR Manager?– Setiap manajer (manajer lini) adalah HR

manager– Spesialis di bidang HR mendisain proses dan

sistem yang kemudian dijalankan oleh manajer lini.

MSDM-Ernie Tisnawati Sule,SE,MS 1–3

HR Management HR Management ActivitiesActivities

Figure 1–2

MSDM-Ernie Tisnawati Sule,SE,MS 1–4

HR Management ChallengesHR Management Challenges

Economic and Technological Changes Workforce Availability and Quality Growth in Contingent Workforce Balancing Work and Family HR managers must work toward ensuring cultural compatibility in mergers.

MSDM-Ernie Tisnawati Sule,SE,MS 1–5

Different Roles for HR ManagementDifferent Roles for HR Management

Figure 1–5

STRATEGIC HR MANAGEMENTSTRATEGIC HR MANAGEMENT

MSDM-Ernie Tisnawati Sule,SE,MS 1–7

Human Resources as a Core CompetencyHuman Resources as a Core Competency

Strategic Human Resources Management– Organisasi menggunakan karyawan untuk

meraih atau mempertahankan competitive advantage melawan pesaing

Core Competency– Kemampuan unik dalam organisasi yang

menciptakan nilai tinggi dan membedakan organisasi dengan pesaingnya

MSDM-Ernie Tisnawati Sule,SE,MS 1–8

Possible HR Areas for Core CompetenciesPossible HR Areas for Core Competencies

Figure 2–1

MSDM-Ernie Tisnawati Sule,SE,MS 1–9

HR-Based Core CompetenciesHR-Based Core Competencies

Organizational Culture– Nilai-nilai atau keyakinan bersama dari orang-

orang di organisasi Productivity

– Ukuran dari kuantitas maupun kualitas dari hasil pekerjaan dengan mempertimbangkan biaya dari sumber daya yang digunakan

– Rasio input dan output yang diindikasikan dengan value added

Quality Products and Services– Produk dan jasa yang berkualitas tinggi adalah

hasil dari peningkatan kinerja SDM di organisasi

MSDM-Ernie Tisnawati Sule,SE,MS 1–10

Human Resource PlanningHuman Resource Planning

Human Resource (HR) Planning– Proses analisis dan identifikasi kebutuhan

dan persediaan sumber daya manusia sehingga organisasi dapat memenuhi tujuannnya

HR Planning Responsibilities– Eksekutif puncak di bidang SDM dan

bawahannya mengumpulkan informasi dari manajer lain untuk digunakan dalam mengembangkan perkiraan di bidang SDM untuk kemudian digunakan dalam perencanaan strategis organisasi

MSDM-Ernie Tisnawati Sule,SE,MS 1–11

HOW OBJECTIVES AND EVALUTION STANDARDSHOW OBJECTIVES AND EVALUTION STANDARDSARE DETERMINEDARE DETERMINED

Assessments ofexternal,

organizational, andemployee conditions

Current or anticipatedconditions

Assessments ofexternal,

organizational, andemployee conditions,and key stakeholders

PRIORITIES

Assessment ofexternal,

organizational, andemployee conditions

Desired or requiredconditionsComparison

Perceived discrepancies

Objectives and Evaluation Standard

MSDM-Ernie Tisnawati Sule,SE,MS 1–12

Demand analysis

Organizational conditions

Marketing plans Finance plansOperating plansTechnology plans

Forecast demand

QuantityExperienceCapabilityDiversityCosts

Employee quantity changes

PromotionDemotionTransfersQuitsLayoffsRetirementsDismissals

Employee activity change

CompensationTrainingJob designCommunication

Forecast internal available supply?Quantity ExperienceCapabilityDiversityCosts

Forecast external supply?Quantity ExperienceCapabilityDiversityCosts

Attracting candidates Selecting new hires

Current Inventoryanalysis

Internal

Compare with

External

Supply Analysis

Reconcile through decisions

MSDM-Ernie Tisnawati Sule,SE,MS 1–13

Factors That Determine HR PlansFactors That Determine HR Plans

Figure 2–3

MSDM-Ernie Tisnawati Sule,SE,MS 1–14

Forecasting Forecasting MethodsMethods

Figure 2–8

MSDM-Ernie Tisnawati Sule,SE,MS 1–15

Estimating Internal Labor Supply for a Given UnitEstimating Internal Labor Supply for a Given Unit

Figure 2–9

MSDM-Ernie Tisnawati Sule,SE,MS 1–16

HUMAN RESOURCE PLANNING: The First step in the HUMAN RESOURCE PLANNING: The First step in the Staffing ProcessStaffing Process

OrganizationalMission and

Strategic Planning,Goals, Job Design,Job Specification

Forecasts andBudgets

HumanResources

Management

AuthorizationFor Staffing

DevelopingSources ofApplicants

Evolutionof Applicants

EmploymentDecision

And Offers

Induction,Orientation,And Training

Promotions,Transfers,Demotion

Separation(Retirement,Discharge,

Resignation, Layoff,Disability, etc)

INDIVIDUAL PERFORMANCE AND INDIVIDUAL PERFORMANCE AND RETENTIONRETENTION

MSDM-Ernie Tisnawati Sule,SE,MS 1–18

Components of Individual PerformanceComponents of Individual Performance

Figure 3–1

MSDM-Ernie Tisnawati Sule,SE,MS 1–19

Factors Affecting Job Performance Factors Affecting Job Performance and Organizational Commitmentand Organizational Commitment

Figure 3–3

MSDM-Ernie Tisnawati Sule,SE,MS 1–20

Retention Retention DeterminantsDeterminants

Figure 3–6

MSDM-Ernie Tisnawati Sule,SE,MS 1–21

The Retention The Retention Management Management ProcessProcess

Figure 3–9

GLOBALIZATION OF HR MANAGEMENTGLOBALIZATION OF HR MANAGEMENT

MSDM-Ernie Tisnawati Sule,SE,MS 1–23

Globalization of Business and HRGlobalization of Business and HR

Global Global CommunicationsCommunications

Global Population Global Population ChangesChanges

Global Economic Global Economic InterdependenceInterdependence

Regional AlliancesRegional AlliancesNAFTA, EUNAFTA, EU

Globalization Globalization ForcesForces

MSDM-Ernie Tisnawati Sule,SE,MS 1–24

Transition to Global OrganizationsTransition to Global Organizations

Figure 18–1a

MSDM-Ernie Tisnawati Sule,SE,MS 1–25

Transition to Global OrganizationsTransition to Global Organizations

Figure 18–1b

MSDM-Ernie Tisnawati Sule,SE,MS 1–26

Factors Affecting Global HR ManagementFactors Affecting Global HR Management

Figure 18–2

MSDM-Ernie Tisnawati Sule,SE,MS 1–27

Hofstede’s Culture DimensionsHofstede’s Culture Dimensions

Types

Power Distance (jarak kekuasaan)

Adanya ketidaksamaan kekuasaan diantara masyarakat (karena perbedaan status, dll)

Individualism (individualisme)

Situasi dimana orang lebih suka bertindak secara individual dibanding berkelompok

Masculinity

Derajat dimana nilai-nilai maskulin lebih diakui disbanding niali-nilai feminine

Uncertainty Avoidance (Penghindaran terhadap ketidak pastian)

Pilihan orang-orang untuk lebih menyukai hal-hal yang terstruktur dibandingkan hal-hal yang tidak terstruktur

Long-Term Orientation (orientasi jangka panjang)

Nilai yang dipegang yang menekankan pada masa depan, sebagai lawan dari nilai yang hanya menekankan pada masa kini

MSDM-Ernie Tisnawati Sule,SE,MS 1–28

Selected Countries on Hofstede’sSelected Countries on Hofstede’sCulture DimensionsCulture Dimensions

Figure 18–3bSource: Based on data contained in Geert Hofstede, Cultures and Organizations (London: McGraw-Hill Book Co., 1991).

MSDM-Ernie Tisnawati Sule,SE,MS 1–29

Staffing Global AssignmentsStaffing Global Assignments

Types of Global EmployeesTypes of Global Employees

ExpatriateExpatriate Third-Country Third-Country NationalNational

Host-Country Host-Country NationalNational

International Human Resource Management International Human Resource Management StrategiesStrategies

Ethnocentric: Mempekerjakan pegawai berkebangsaan dari negara asal perusahaan (expatriates) untuk posisi-posisi pada level yang tinggi

Polycentric: Mempekerjakan pegawai dari negara yang ditempati karena mereka cocok untuk mengatasi pasar lokal

Geocentric: Mempekerjakan pegawai dengan kualifikasi terbaik, baik dari negara asal perusahaan, negara yang didatangi, atau negara lainnya.

MSDM-Ernie Tisnawati Sule,SE,MS 1–31

Global Employee Global Employee Selection FactorsSelection Factors

Figure 18–5

MSDM-Ernie Tisnawati Sule,SE,MS 1–32

Global Assignment Management CycleGlobal Assignment Management Cycle

Figure 18–7

MSDM-Ernie Tisnawati Sule,SE,MS 1–33

Intercultural Competency TrainingIntercultural Competency Training

Figure 18–8Source: Developed by Andrea Graf, Ph.D., Technical University of Braunschweig, Germany, and Robert L. Mathis, Ph.D., SPHR.

MSDM-Ernie Tisnawati Sule,SE,MS 1–34

Expatriate Adjustment StagesExpatriate Adjustment Stages

Figure 18–9Source: GMAC Relocation Services, used with permission.

MSDM-Ernie Tisnawati Sule,SE,MS 1–35

Typical Expatriate Compensation ComponentsTypical Expatriate Compensation Components

Figure 18–10