Kuliah I MSDM
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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