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Kuliah I MSDM
 

Kuliah I MSDM

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HRM Process, Use HR Concept, HRM Responsibility

HRM Process, Use HR Concept, HRM Responsibility

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    Kuliah I MSDM Kuliah I MSDM Presentation Transcript

    • Selamat Datang di Kuliah
      MANAJEMEN SUMBERDAYA MANUSIA (MSDM)
      BY
      DADANG ISHAK ISKANDAR
      2010
      1
      stieratula 2010
    • stieratula 2010
      2
      Strength, ability, bravery, and strategy.
    • Deskripsi MK MSDM
      3
      stieratula 2010
      Explainwhat human resource management (HR) is and how it relates to the management process.
      Give examples of how managers can use HR concepts and techniques.
      Illustrate the HR management responsibilities of line and staff (HR) managers.
      Provide a good example that illustrates HR’s role in formulating and executing company strategy.
    • “For many years it has been said that capital isthe bottleneck for a developing industry. I don’tthink this any longer holds true. I think it’s thework force and a company’s inability to recruitand maintain a good work force that doesconstitute the bottleneck….”
      (F. K. Foulkes, 1975)
      stieratula 2010
      4
      HRM – Its All About Result:
    • Motto:
      To Build a good factory we need
      “a ThousandNuts”
      But
      To Ruin it we just need “One Nut”
      Keterangan :
      Nut = Mur & BautatauSukuCadang
      Nut = OrangBodoh.
    • MSDM dan Bidang Terkait
      Teoritikal
      Terapan
      MAKRO
      MIKRO
      TINGKAT ANALISIS
      6
      stieratula 2010
    • The 5 basic function of Management Process:
      stieratula 2010
      7
      Planning (Perencanaan)
      Organizing (Pengorganisasian)
      Staffing (Penataan Staf)
      Leading (Pengarahan/Kepemimpinan)
      Controlling (Pengawasan)
      • Perencanaan (Planning)
      • Tujuan dan standar (Goals and standards)
      • Peraturan dan prosedur (Rules and procedures)
      • Perencanaan dan peramalan (Plans and forecasting).
      • Pengorganisasian (Organizing)
      • Tugas-tugas (Tasks)
      • Departemen (Departments)
      • Pendelegasian (Delegating)
      • Wewenang (Authority) dan komunikasi (communication)
      • Koordinasi (Coordinating)
      stieratula 2010
      8
      Proses Manajemen
      • PenataanStaf (Staffing)
      • Hiring
      • Rekrutmen (Recruiting)
      • Seleksi (Selecting)
      • Standar Kinerja (Performance standards)
      • Kompensasi (Compensation)
      • Evaluasi Kinerja (Evaluating performance)
      • Bimbingan (Counseling)
      • Pelatihan dan Pengembangan (Training and developing)
      • Pengarahan (Leading)
      • Getting the job done
      • Morale
      • Motivation
      • Pengawasan (Controlling)
      • Setting standards
      • Comparing actual performance to standards
      • Corrective action
      stieratula 2010
      9
    • The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising
      Kebijakan dan praktek untuk mengelola “manusia” atau SDM dalam tingkatan posisi manajemen,termasukdidalamnyamerekrut, menyeleksi,melatih,memberiimbalan, menilaikinerjakaryawan, dan memelihara sertamempertahankankaryawan
      stieratula 2010
      10
      Manajemen SDM
    • Human Resource Management is the processof acquiring, training, appraising, andcompensating employees and attending totheir labor relations, health and safety, andfairness concerns.
      stieratula 2010
      11
      Fungsi Manajemen SDM
    • Fungsi MSDM meliputi:
      • FUNGSI MANAJERIAL:
      • Perencanaan
      • Perorganisasi
      • Pengarahan
      • Pengendalian
      • FUNGSI OPERASIONAL:
      • Pengadaan SDM
      • Pengembangan
      • Kompensasi
      • Pemeliharaan
      • Pemutusan Hubungan Kerja (PHK)
      stieratula 2010
      12
    • stieratula 2010
      13
      Tujuan MSDM
      Conducting job analyses (determining the nature of each employee’s job)
      Planning labor needs and recruiting job candidates
      Selecting job candidates
      Orienting and training new employees
      Managing wages and salaries (compensating employees)
      Providing incentives and benefits
      Appraising performance
      Communicating (interviewing, counseling, disciplining)
      Training and developing managers
      Building employee commitment
    • The wrong person
      High turnover
      Poor results
      Useless interviews
      Court actions
      Salaries appear unfair
      Poor training
      Unfair labor practices
      stieratula 2010
      14
      MSDM pentingbagisemuamanajer:Janganbiarkanhal-hal berikut ini terjadipadasaudara
    • Globalisasi
      Kemajuanteknologi
      Deregulasi
      Perubahansifatpekerjaan
      • Service jobs “knowledge” workersHRM focus on human capital the knowledge, education, training, skills,
      Keragamanpekerja
      Aspek legal
      Trenbarupraktikmanajemen
      • Boundaryless organization, employee empowerment, flatter organization,work team & process, power base disposition, commitment building
      stieratula 2010
      15
      Mengapaperan MSDM berubah?
    • stieratula 2010
      16
      Perubahan Lingkungan dan ResponOrganisasional:Globalisasi, perkembanganteknologi, liberalisasiperdagangan, dan perubahanlingkungan lain telah menciptakanrealitaskompetisibaru, dan mensyaratkankompetensiataukapabilitasorganisasional dan manajerialbaru
      Pergeseran paradigma manajemen dan transformasi organisasional
      Pengetahuan, keterampilan, kemampuan, sikap, dan perilaku organisasional dan manajerial baru
      Persaingan berbasis pengetahuan (knowledge-based) dan kompetency (Competency based)
    • stieratula 2010
      17
      EVOLUSI SDM: EMPAT TAHAP PERKEMBANGAN
      Tahap I
      Pemeliharaan
      File Personalia
      s/d pertengah 1960-an
      Administrasi
      Personalisa
      Tahap II
      Akuntabilitas
      Pemerintah
      pertengah 1960an –
      pertengahan 1970an
      Manajemen
      Personalisa
      Tahap III
      Akuntabilitas
      Organisasi
      Akhir 1970 s/d
      1980-an
      Tahap IV
      Keterlibatan
      Strategik
      Manajemen SDM
      Dlm 1990-an s/d
      sekarang
    • stieratula 2010
      18
      Perkembangan MSDM: Refocusing Fungsi MSDMManajemen SDM telah muncul, menggantikanadministrasipersonalia,sebagai fungsi yang strategik. Perubahanevolusioner ini mencakup
      Dari
      Administrasi Personalia
      Tradisional:
      • Orientasiadministratif(personnel issues)
      • Bereaksiterhadapmasalah
      • Fokuspadatertibadministrasi-internal
      • Orientasipendisiplinan(control)
      • Administrasi file ataucatatanpersonalia
      Ke
      Manajemen Sumberdaya
      ManusiaKontemporer:
      • OrientasiStrategik(peoplerelatedbusiness issues)
      • Pengembangan programbaru (bersifatproaktif)
      • Customerization (fokuspadapelanggan –“eksternal”
      • Orientasipengembangan
      • Manajemen sumberdayainformasipersonalia
    • stieratula 2010
      19
      Perbandingan MSDM dengan MP (Kepegawaian)
    • stieratula 2010
      20
      Manajemen SDM
      INPUT
      SISTEM YG MEMOTIVASI
      OUTPUT
      REKRUTMEN
      KINERJA
      PRODUKTIVITAS
      KEUNGUULAN
      • Seleksi
      • Pelatihan &pengembangan
      • Evaluasi kinerja
      • Kompensasi &tunjangan
      • Isu-isu & tantanganBaru MSDM