THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

MANAJEMEN SUMBER DAYA MANUSIA

PEMANFAATAN SDM

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Oleh:

Sakri Agung, dr

Weny Handri Imawatie, drg

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

(McShane, 2005, p. 191). “A psychological concept in which people experience more self

determination, meaning, competence, and impact regarding their role in the organization”

Self-determination—Empowered employees experience self-determination, which consists of freedom, independence, and discretion over their work activities.

Meaning—Employees who feel empowered care about their work and believe that what they do is important.

Competence—Empowered people have feelings of self-efficacy, meaning that they are confident about their ability to perform the work well and have a capacity to grow with new challenges.

Impact—Empowered employees view themselves as active participants in the organization; that is, their decisions and actions have an influence on the company’s success.”

(Empowerment, 2006) “the process of increasing the capacity of individuals or groups to make choices and to

transform those choices into desired actions and outcomes.”(Byars, 2004, p. 10) “a form of decentralization that involves giving subordinates substantial authority to

make decisions. Under empowerment, managers express confidence in the ability of employees to perform at high levels. Employees are also encouraged to accept personal responsibility for their work.”

Definitions of Empowerment

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Pemanfaatan SDMMenggali seluruh potensi karyawan

Untuk memajukan dan

mencapai tujuan organisasi

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Research on Staff Nurse Work EmpowermentPrincipal Investigator: Heather K. Spence Laschinger, PhD, RN

EMPOWERMENT

Autonomy/Control over NursingPractice/Accountability

Sabiston, 1994Kutzscher, 1994

Laschinger & Havens, 1995Huffman, 1995

Laschinger & Wong, 1999

Organizational CommitmentWilson, 1993

McDermott, 1994Beaulieu, 1995Dubuc, 1995

Influence of Leadership BehaviorsMcKay, 1995

Laschinger & Wong, 1997McMahon, 1997

Sproule, 1997Immediate Supervisors’ Power

Hatcher, 1993Wilson, 1993Frank, 1993

Laschinger & Shamian, 1994Sabiston, 1994

Kutzscher, 1994

Occupational Mental HealthHatcher, 1993

Laschinger & Havens, 1995O’Brien, 1997

McBurney, 1997Laschinger, Wong, McMahon,

1999

Job PerformanceGovers, 1997

Job SatisfactionWhyte, 1995

Huffman, 1995Laschinger & Havens, 1996

Self EfficacyLaschinger & Shamian, 1994

Work EffectivenessLaschinger & Havens, 1996, 1997

Govers, 1997Laschinger, Wong, &

McMahon, 1999

TrustLaschinger, Finegan, &

Shamian, 1999

Work TeamsKutzscher, Sabiston, &

Laschinger, & Nish, 1997

Research on Staff Nurse Work Empowerment Principal Investigator: Heather K. Spence Laschinger, PhD, RN

EMPOWERMENT

Autonomy/Control over NursingPractice/Accountability

Sabiston, 1994Kutzscher, 1994

Laschinger & Havens, 1995Huffman, 1995

Laschinger & Wong, 1999

Organizational CommitmentWilson, 1993

McDermott, 1994Beaulieu, 1995Dubuc, 1995

Baguley, 1999

Influence of Leadership BehaviorsMcKay, 1995

Laschinger & Wong, 1997McMahon, 1997Sproule, 1997Shephard, 2000Immediate Supervisors’ Power

Hatcher, 1993Wilson, 1993Frank, 1993

Laschinger & Shamian, 1994Sabiston, 1994

Kutzscher, 1994

Occupational Mental HealthHatcher, 1993

Laschinger & Havens, 1995O’Brien, 1997

McBurney, 1997Laschinger, Wong, McMahon, 1999

Baguley, 1999Blackwell, 2000

Job PerformanceGovers, 1997

Job SatisfactionWhyte, 1995

Huffman, 1995Laschinger & Havens, 1996

Casier, 2000

Self EfficacyLaschinger & Shamian, 1994

Avolio, 1998

Work EffectivenessLaschinger & Havens, 1996, 1997

Govers, 1997Laschinger, Wong, McMahon, 1999

Blackwell, 2000Shephard, 2000

TrustLaschinger, Finegan, &

Shamian, 1999Casier, 2000

Work TeamsKutzscher, Sabiston, &

Laschinger, & Nish, 1997

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Pemanfaatan SDM

Pengembangan kompetensi karyawan

Membangun lingkungan kerja berkualitas

Ketersediaan sumberdaya yang dibutuhkan

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Pandangan para ahli tentang pemberdayaan/pemanfaatan SDM

Menurut Carver • Empowerment is a process of setting the right

environment and structure in which people can make a full contribution with the best of their skills (1993)

 • Pemberdayaan adalah suatu usaha untuk mendorong dan

memberi kepada setiap individu untuk mengambil tanggung jawab personel untuk memperbaiki cara kerja mereka sendiri dan memberi kontribusi pada tujuan organisasi (Carver,1999)

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Menurut Clluterbuck (2000),

• Finding new ways to concentrate power in the hands of the people who need it most to get job done – putting authority, responsibility, resources and rights at the appropriate level for each task

• The delegation of resposibility for decision – making as far down the management line as possible

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

• The controlled transfer of power from management to employees in the long-term interest of the business as a whole

• Creating for circumstances where the people can use their faculties and abilities at the maximum level in pursuit of common goals, both human and profit-oriented

• Psichological energy that activates us

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

A Downside to Empowerment?

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Tujuan pemanfaatan SDM

Menyediakan produk dan jasa

Menghasilkan value bagi customer

Memanfaatkan teknologi secara optimal

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Pemberdayaan / pemanfaatan karyawan akan berhasil dengan baik apabila organisasi berhasil menanamkan kesadaran dalam diri setiap manajernya bahwa • karyawan adalah sesama manusia, • manusia pada dasarnya baik, • birokrasi membunuh inisiatif, • manajer adalah orang yang menyediakan pelatihan,

teknologi, dan dukungan bagi karyawan, • nilai-nilai kejujuran dan kerendahan hatian harus

dijunjung tinggi.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Di sisi lainnya, dalam diri karyawan juga harus diyakinkan bahwa

• pemberdayaan karyawan hanya dapat diwujudkan

berdasarkan kepercayaan yang tumbuh dari dalam diri manajer terhadap karyawan,

• kepercayaan manajer tumbuh oleh karena kompetensi yang dimiliki karyawan,

• di samping ini kepercayaan manajer tumbuh karena karyawan memiliki nilai-nilai kejujuran, keberanian, integritas, kesabaran, dan mental yang kuat.

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Pemanfaatan SDM Opportunity

Daya ungkit

Kemampuan memilih

Membangun citra

Refleksi kritis

Legitimasi

Disiplin

Persepsi kritis & kreatif

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Cara pemanfaatan SDM

Dididik dan dilatih

Dikontrol & dikendalikan

Dibina kearah perubahan pandangan

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Menurut Bowen and Lowler ( 1990 ) ada tiga tipe pemberdayaan

Suggestion involvement

Job involvement

High involvement

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Menurut Stewart, ada 6 jenis pemberdayaan SDM

Enabling

Facilitating

Consulting

Collaborating

Monitoring

Supporting

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

Delapan butir pemberdayaan menurut Stewart (1998)

Mengembangkan visi bersama Mendidik Menyingkirkan

rintangan

Mengungkapkan Memperlengkapi

Menyemangati

Menilai Mengharapkan

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

You will be expected to do things using TWO hands and TWO legs!!

THE MANAGEMENT AND CONTROL OF QUALITY, 5e, © 2002 South-Western/Thomson LearningTM

TERIMA KASIH