Human Resource Management

1. ORGANIZATIONAL PROBLEM IN THE COMPANY
AND PERFORMANCE MANAGEMENT APPRAISAL
Rofiq, Irawanperwanda
As we knowed, there is no easy to chosen the right man in the right position in the
organization such as in transition period right now, let alone to deal with a very
strategic position for the organization. Where it is necessary to conduct record
analysis of information from the personal data since joining in the organization, to
plan education and the opportunities or challenges what needs to be given to
personnel if he wants projected at a certain position. Besides, it is also necessary
optimal welfare system, according to the achievements, so that the people who excel
can be retained abilities and presence in an organization, and also increase the
ability with education to determine what they need. Based on the above
considerations, we need a labour system that can meet the needs of process /
analysis and information mentioned above. It is therefore necessary steps or
strategies that must be done to support optimal planning tablespoons namely:
1. Strategic human resource planning 2. HR planning model 3. Implementation
of HR planning 4. Forecasting HR 5. Tools and techniques of forecasting HR 6.
Value of HR planning 7. Job Analysis 8. Designing the work 9. Organizational
Structure. 10.Human resource information system.
Human Resource Planning (HR Planning) is the process of determining the
movement of human resources management in the organization from its current
position towards the desired position in the future, whereas HR strategy is a set of
processes and activities carried out jointly by HR managers and line managers to
solve business problems associated with humans (people-related business issues).
The purpose of the integration process of the system is to create demand HR
predictions arising from strategic planning and operational quantitatively, compared
with predictions derived from the availability of human resources programs.
Therefore, human resource planning must be tailored to the specific strategy that the
main objective of facilitating organizational effectiveness can be achieved. HR
planning must be linked to the planning of the organization as a whole because the
purpose of human resource planning to put a figure on time and right place
(Jackson, 1990). HR planning is an important element in developing an
organization's strategic planning. Strategic planning is an organization that includes
decisions about what will be achieved according to the organization's mission and
how it is done to accomplish the mission (Ivancevich, 1995). A research on the
eighth largest company in the USA to determine the relationship between strategic
planning and human resource management functions indicated that there are four

2. different levels of the relationship between strategic planning with human resource
management, namely:
1. Administrative linkage, the relationship was limited to the daily routine. In this
case, strategic planning and human resources functions separately.
2. One-way linkage, which is the direction of the relationship and general HR
management was never involved in the decision to react through design HR
programs that support the strategic goals of the company.
3. Two-way linkage, the relationship of interdependence and mutual influence.
HR Management in this case considered as a partner. Human affects and is
affected business plan. This approach recognizes that the profitability
linkageof the business required with HR planning as if there is no exact figure
positions, organizational performance goals will not be achieved (Jackson,
1990).
4. Integrative linkage, which is a dynamic and interactive relationship, formal or
informal. Senior HR management is seen as a partner in business strategy
and be involved in decision-making in total. With this approach a business
plan can be modified by HR executive so that the business plan can be
improved substantially (Jackson, 1990). For the successful management of
human resources in the long term, organizations need to integrate the
organizational strategy, human resources strategy, and human resource
planning. Judging from the history of his journey, the integration of the above
three things have evolved, beginning of administrative linkages, linkage one-
way, two-way linkage and integrative linkage. Various factors affect the
strong-weak demand for integration.
These factors include: A change to the demands of labor skills,a change in the
composition of the workforce, business diversification,equal status between human
resource executives to executives and other functional areas, lackof sharp
skills,systems of compensation that rewards performance executive human resource
planning is the process of acquiring the right employees both quantity and quality of
the office and the right time. In order to obtain human resource planning effectively, a
human resource plan includes four phases:
1. Analysis of situations or learning environment
2. Forecast the demand of human resources
3. Analysis of the supply of human resources

3. 4. Development of an action plan is the basis for the analysis of position most of
the activities of human resource management, due to information obtained
from job analysis can be used for drawing, selection, remuneration, training of
employees, and so on. In the context of strategic analysis is needed to
support the company's position to make changes to an existing position, either
through the creation of a new position or a reduction in the existing position.
COMMENTS
The planning process within enterprise organizations often do not run smoothly,
because planning policy is not made in detail, resulting in a gap between corporate
policies and personnel policies and their application in practice. HR planning much
directed at the management succession and development compared with the activity
of other personnel. The gap in human resource planning in the development and
implementation of HR strategies can be grouped into four issues (Rothwell, 1995):
First, the planning becomes a problem which is considered not useful because of
changes in the external environment of the organization, although it seems an
increase in the need for planning . Second, the reality of the organization and the
shifting kaleidoscope of policy priorities and strategies set by the involvement of
interest groups that have the power. Third, the factors related to the nature and
management skills as well as managers who have a preference for pragmatic
adaptation beyond conceptualization, and a sense of distrust of theory or planning,
which can be caused by lack of data, lack of understanding of line management, and
lack of corporate plan . Fourth, the approach taken in testing academic success HR
planning is very idealistic and prescriptive, on the other hand does not meet the
reality of the organization and how managers solve specific problems. To minimize
the gap mentioned above by Jackson and Schuler (1990) proper human resource
planning requires certain measures related to human resource planning activities
into a modern organization. These steps include:
• Collecting and analysis of data to forecast demand and supply of human
resources for the expected future business planning, HR planning
• Developed a goals
• Designing and implementing programs that can facilitate the achievement of
the organization for human resource planning
• Monitoring and evaluate programs that are running. The four stages can be
implemented on the achievement of short-term (less than one year), medium
(two to three years), and long term (over three years).Rothwell (1995) offers
a technique that covers HR planning stages
• Investigations both in the external environment, internal, organizational;

4. • Forecasting the availability supply and demand of human resources right
now and in the future; • planning for recruitment, training, promotion, and
others;
• Utilization, which is intended for manpower and then provide feedback to the
initial process. Meanwhile, the approach used in HR planning is the action-
driven, which allows organizations to focus more accurately certain parts or
skills-need, rather than doing numerical calculations with large numbers for
all parts of the organization. HR planning is generally seen as an important
feature of an ideal type model of HRM although in practice does not always
have to be a top priority. HR planning is an essential condition of the
"business integration" and "strategic," the implication being not the same as
"manpower planning" even includes the same technique. Manpower
planning in an effort to describe the traditional approach to forecasting
whether there is a mismatch between labor supply and demand, and to plan
the most appropriate policy adjustments. Integration between HR planning
aspects of the business development should ensure that the needs of
human resource planning should be seen as a responsibility of line.
CONCLUSION
Initial HR planning is focused on forecasting future HR needs and how the
achievement of objectives and implementation programs, which later developed,
including the collection of data to evaluate the effectiveness of ongoing programs
and provide information to planners to fulfill the need for a revision of forecasting and
program when needed. In practice, human resource planning must be tailored to the
specific strategy that the main purpose of planning is to facilitate the effectiveness of
the organization can be achieved. HR planning should be integrated with the goal of
short-term planning and long-term organization. The results of the evaluation of long-
term human resource planning can be used as a basis for organizational succession
planning. In its development, succession planning is no longer considered
appropriate because many a gap between the needs of the results to be achieved,
and therefore required a new tool that is able to convey the needs of the organization
in carrying out the succession. The new model could replace the role of succession
planning is a management succession, so that the necessary revisions for updating
the implementation of succession are based on management succession.

5. PERFORMANCE MANAGEMENT APPRAISAL
It is typical subordinates rated by his superiors with a size and a certain standard,
but there are times when the employer also needs to be assessed by their
subordinates, so that both sides are able to open and repair themselves so that jobs
can run well. Along with its development is normal conduct an evaluation to
management, for example by distributing questionnaires, questionnaire or even
provide an opportunity for the men to vent about his superior performance. With
hope all suggestions or criticisms will be able to help them improve. Some other
ways also can be done for it, the point is that the subordinate can channel off steam,
criticisms and suggestions to their superiors.
COMMENTS
Employee Evaluation commonly called PERFORMANCE APPRAISAL
ASSESSMENT usually done periodically per semester or per year. To answer the
above requirements, do assessment work with the system 360 degrees, meaning
that an employee is rated by superiors, peers and subordinates directly related.
Indeed, the system is more troublesome in terms of its administration, but it is quite
balanced with the results obtained. With this mechanism an employee not only
provide services to his boss but also on co-workers and subordinates. In addition,
the 360 degree appraisal system can reduce the element of subjectivity.
REFERENCE :
Aluladiwiranto. 9 Maret 2012. Makalah; Permasalahan Organisasi Dalam Suatu
Perusahaan. Wordpress.com. Jakarta.
Jackson, S.E., & Schuler, R.S. 1990. Human Resource Planning: Challenges
forIndustrial/Organization Psychologists. New York, West Publishing Company.
John M. Ivancevich. 1995. Human Resource Management: McGraw-Hill Higher
Education, London.
Rothwell, S. 1995. Human Resource Planning. In J. Storey (ED). Human Resource
Management: A Critical Text . London: Routledge.