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Fundamental of Human Resources Management Training (Kanaidi, SE., M.Si)


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Fundamental of Human Resources Management Training (Kanaidi, SE., M.Si)

  1. 1. Fundamentals ROBERT L. MATHIS JOHN H. JACKSON Changing Roles of Human Changing Roles of Human Resource Management Resource Management Kanaidi, SE., M.SiBy :Copyright © 2005 Thomson Business & Professional Publishing. Bandung, 05-06 Maret 2013 PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama
  2. 2. Learning Objectives Learning Objectives• After you have read this chapter, you should be able to:  Define HR management and identify the seven categories of HR activities.  Discuss three challenges facing HR today.  Describe how the major roles of HR management are being transformed.  Identify the purposes and uses of HR technology.  Discuss why ethical issues affect HR management.  Explain the key competencies needed by HR professionals and why certification is important.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 2
  3. 3. Definitions of HRM Definitions of HRM• Byers & Rue: “HRM is the function facilitating the most effective use of people to achieve both organisational and individual goals”• Michael Jucious: “HRM is that field of management which deals with planning, organising & controlling the functions of procuring, developing, maintaining and utilising a labour force such that organisational & individual goals are fulfilled”Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 3
  4. 4. Nature of Human Resource Management Nature of Human Resource Management• Human Resource (HR) Management  The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals.• Who Is an HR Manager?  In the course carrying out their duties, every operating manager is, in essence, an HR manager.  HR specialists design processes and systems that operating managers help implement.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 4
  5. 5. HR HR Management Management Activities Activities1. Strategic HR Management2. Equal Employment Opportunity3. Staffing4. HR Development5. Compensation and Benefits6. Health, Safety, and Security7. Employee and Labor Relations Figure 1–1 Source: HR Department Benchmarks and Analysis Survey 2004 (Washington, DC: Bureau of National Affairs, 2004), 21. To purchase this publication and find out more about other BNA HR solutions visit or call 800-372-1033. Used with permission. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 5
  6. 6. Seven HR Activities Seven HR Activities • Strategic HR Management • Equal Employment Opportunity • Staffing • HR Development • Compensation and Benefits • Health, Safety, and Security • Employee and Labor RelationsCopyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6
  7. 7. Smaller Organizations and HR ManagementSmaller Organizations and HR Management Shortage of Shortage of Qualified Qualified Workers Workers Compliance with Issues of Issues of Increasing Compliance with Increasing Government Government Greatest Greatest Costs of Costs of Regulations Regulations Concern Concern Benefits Benefits Rising Taxes Rising TaxesCopyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7
  8. 8. HR Management Roles HR Management Roles• Administrative Role  Clerical and administrative support operations (e.g., payroll and benefits work)  Technology is transforming how HR services are delivered.  Outsourcing HR services to reduce HR staffing costs• Operational and Employee Advocate Role  “Champion” for employee concerns  Employee crisis management  Responding to employee complaintsCopyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8
  9. 9. Changing Roles of HR ManagementNote: Example percentages are based on various surveys. Figure 1–5Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 9
  10. 10. Strategic Role for HR Strategic Role for HR• Strategic Role  “Contributing at the Table” to organizational results  HR becomes a strategic business partner by:  Focusing on developing HR programs that enhance organizational performance.  Involving HR in strategic planning at the onset.  Participating in decision making on mergers, acquisitions, and downsizing.  Redesigning organizations and work processes  Accounting and documenting the financial results of HR activities.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10
  11. 11. Operational to Strategic Transformation of HRFigure 1–6 Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 11
  12. 12. New Approaches to HR Management New Approaches to HR Management• Collaborative HR  The process of HR professionals from several different organizations working jointly to address shared business problems.  Firms benefit from the expertise of other firms, without having the time and expense of developing some of their own HR practices.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 12
  13. 13. HR Technology HR Technology• Human Resource Management System (HRMS)  An integrated system providing information used by HR management in decision making.  Purposes (Benefits) of HRMS  Administrative and operational efficiency in compiling HR data  Availability of data for effective HR strategic planning  Uses of HRMS  Automation of payroll and benefit activities  EEO/affirmative action tracking  HR Workflow: increased access to HR information – Employee self-service reduces HR costs.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 13
  14. 14. Uses of an HRMS Uses of an HRMS• HRMS  Bulletin boards  What information will be available and what is information needed?  Data access  To what uses will the information be put?  Employee self-service  Who will be allowed to access to what information?  Web-based services and access  Extended linkage  When, where, and how often will the information be needed?Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 14
  15. 15. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 15
  16. 16. Ethics and HR Management Ethics and HR Management• Firms with High Ethical Standards  Are more likely to reach strategic goals.  Are viewed more positively by stakeholders  Are better able to attract and retain human resources.• Ethics and Global Differences  Different legal, political, and cultural factors in other countries can lead to ethical conflicts for global managers.  Foreign Corrupt Practices Act (FCPA)  Prohibits U.S. firms from engaging in bribery and other practices in other countries.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 16
  17. 17. HR’s Role in Organizational Ethics HR’s Role in Organizational Ethics• HR management plays a key role as the “keeper and voice” of organizational ethics.• What is Ethical Behavior?  What “ought” to be done.  Dimensions of decisions about ethical issues in management:  Extended consequences  Multiple alternatives  Mixed outcomes  Uncertain consequences  Personal effectsCopyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 17
  18. 18. HR’s Role in Organizational Ethics (cont’d) HR’s Role in Organizational Ethics (cont’d)• Responses to Ethical Situations Are guided by values and personal behavior “codes” that include: Does response meet all applicable laws, regulations, and government codes? Does response comply with all organizational standards of ethical behavior? Does response pass the test of professional standards for ethical behavior?Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 18
  19. 19. Ethical Behavior and Organizational CultureEthical Behavior and Organizational Culture• Organizational Culture  The shared values and beliefs in an organization  Common forms of unethical conduct:  Lying to supervisors  Employee drug use or alcohol abuse  Falsification of records• Fostering Ethical Behavior  A written code of ethics and standards of conduct  Training on ethical behavior for all employees  A means for employees to obtain ethical advice  Confidential reporting systems for ethical misconductCopyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 19
  20. 20. HR Management Competencies HR Management Competencies and Careers and Careers• Important HR Competencies Strategic contribution to organizational success Business knowledge of organization and its strategies Effective and effective delivery of HR services Familiarity with HRMS technology Personal credibilityCopyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 20
  21. 21. HR Management as a Career Field HR Management as a Career Field• HR Generalist  A person with responsibility for performing a variety of HR activities.• HR Specialist  A person with in-depth knowledge and expertise in a limited area of HR.Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 21
  22. 22. Fundamentals Human Resources Management TRAINING Ethics and Ethics and Social Responsibility Social ResponsibilityBy : Kanaidi, SE., M.Si Bandung, 15-16 Oktober 2012
  23. 23. Learning Objectives Learning Objectives• Describe four rules that can be used to help companies and their managers act in ethical ways• Identify the four main sources of managerial ethics• Distinguish between the four main approaches toward social responsibility that a company can take 23
  24. 24. The Nature of Ethics The Nature of Ethics• Ethical Dilemma  quandary people find themselves in when they have to decide if they should act in a way that might help another person even though doing so might go against their own self-interest 24
  25. 25. The Nature of Ethics The Nature of Ethics• Ethics  The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the “right” or appropriate way to behave 25
  26. 26. Dealing with Ethical Issues Dealing with Ethical IssuesThere are no absolute or indisputable rules or principles that can be developed to decide if an action is ethical or unethical 26
  27. 27. Ethics and the LawEthics and the Law Neither laws nor ethics are fixed principles 27
  28. 28. Ethics and the Law Ethics and the LawEthical beliefs lead to the development of laws and regulations to prevent certain behaviors or encourage others 28
  29. 29. Ethics and the Law Ethics and the LawLaws can change or disappear as ethical beliefs change 29
  30. 30. Changes in Ethics Over Time Changes in Ethics Over TimeManagers must confront the need to decide what is appropriate and inappropriate as they use a company’s resources to produce goods and services 30
  31. 31. FundamentalsHuman Resources Management Human Resource Management FunctionsBy : Kanaidi, SE., M.Si 31 10th Edition © 2008 by Prentice Hall
  32. 32. HR Branding HR Branding• Firm’s corporate image or culture• Embodies values and standards that guide peoples’ behavior• People know what company stands for, people it hires, fit between jobs and people, and results it recognizes and rewards• Important in getting highest quality applicants to join firm 32 10th Edition © 2008 by Prentice Hall
  33. 33. Basic Functions of HRM Basic Functions of HRM• The process of HRM consists of 4 basic functions:  Acquisition of human resources  Development of human resources  Motivation of human resources  Maintenance of human resources 33 10th Edition © 2008 by Prentice Hall
  34. 34. Acquisition Function Acquisition Function• Process of identifying and employing people possessing required level of skills  Job Analysis  HRP  Recruitment  Selection 34 10th Edition © 2008 by Prentice Hall
  35. 35. Development Function Development Function• Process of improving, moulding and changing the skills, knowledge and ability of an employee  Employee Training  Management Development  Career Development 35 10th Edition © 2008 by Prentice Hall
  36. 36. Motivation Function Motivation Function• Process of integrating people into a work situation in a way that it encourages them to perform / deliver to the best of their ability  Understanding needs  Designing motivators  Monitoring 36 10th Edition © 2008 by Prentice Hall
  37. 37. Maintenance Function Maintenance Function• Process of providing employees the working conditions that help maintain their motivation and commitment to the organisation  Satisfaction Levels  Retention 37 10th Edition © 2008 by Prentice Hall
  38. 38. Human Resource Management Human Resource Management• Utilization of individuals to achieve organizational objectives• All managers at every level must concern themselves with human resource management• Five functions 38 10th Edition © 2008 by Prentice Hall
  39. 39. 5 Functions of Human Resource Management g af fin St Hu m an Re so ur ce De ve l op m Emp en t l oye e an d La bor Human Resource Management Rel 1 at ions ion nsat pe Com Safety and Health 39 10th Edition © 2008 by Prentice Hall
  40. 40. Coaching & CounselingBy : Kanaidi, SE., M.Si Bandung, 15-16 Oktober 2012
  41. 41. COACHING = COUNSELING = MEMBINA : MEMBIMBINGProses mengarahkan yang Proses pemberian terapidilakukan oleh seoranng dan bimbingan olehAtasan untuk melatih dan seorang Atasan untukmemberikan orientasi membantu seorangkepada seorang karyawan, karyawan mengatasitentang realitas di tempat masalah pribadi baikkerja dan membantu dari dalam maupun luarmengatasi hambatan dalam lingkungan kerja yangmencapai prestasi kerja berdampak pada prestasiyang optimal. kerjanya.
  43. 43. AKAR MASALAH GEJALA PENDEKATANKurangnya knowledge & skill tentang tanggung jawab pekerjaan Kinerja bermasalah COACHING COACHING Masalah pribadi atau perubahan organisasi yang mempengaruhi kinerja Kinerja bermasalah COUNSELLING COUNSELLING
  44. 44. Manfaat Coaching ROBERT L. MATHIS JOHN H. JACKSON Penghargaan dan umpan balik yang positif akan meningkatkan motivasi dan inisiatif karyawan Produktivitas meningkat Delegasi lebih banyak Mengembangkan tanggung jawab bersama Kohesivitas kelompok lebih tinggi Memudahkan saat penilaian prestasi PowerPoint Presentation by Charlie Cook The University of West Alabama
  45. 45. Kapanmelakuka Coaching ?n • Kurangnya kemampuan • Ketidakcukupan informasi Ketika : • Kurangnya kompetensi • Karyawan harus mengalami masalah ‘kinerja’ • Karyawan relatif baru • Ada perubahan
  46. 46. TAHAPANCoaching ?Amati gejalamunculnya masalah BERTEMU Tindak lanjutkinerja• Kurang terampil Feed back • Dokumen• Kurang termotivasi Hasil-hsail & kesepakatan yg ingin • Ambil langkah• Kekurangan sumber daya dicapai • Pengawasan • Kumpulkan data pendukung • Analisis data • Analisis rencana Pikirkan hambatan2 & solusi
  47. 47. ROBERT L. MATHIS JOHN H. JACKSON The Employment TheProcessBy : Kanaidi, SE., M.Si PowerPoint Presentation by Charlie Cook The University of West Alabama
  48. 48. Human Capital ManagementHuman Capital Management Process Process
  49. 49. The Whole Process of RECRUITMENT• Put out job advert• Filter application forms• Interviewing• Short listing• Selecting• Training or Job Orientation
  50. 50. RECRUITMENT RECRUITMENTDiawali dengan :• Penetapan Kebutuhan & Kreteria SDM, Job analysis, job description and job Specification (job design).Dilanjutkan dengan Proses RECRUITMENT:
  52. 52. Selection of personnel Selection of personnel• Managers share responsibility for recruitment and retention of well- qualified people.1. They help establish criteria for selection of personnel.2. Structure interviews to increase validity and reliability of recruitment.
  53. 53. Modes for Active Recruitment Modes for Active Recruitment1. Word of mouth (WoM),2. Advertisement in local news papers, organizations bulletins, and nursing journals, recruitment literature, posters,3. Contact with schools graduation classes.
  54. 54. The Major Sources of PersonnelThe Major Sources of Personnel1. Persons seeking their first job2. Dissatisfied employees, and3. The unemployed. Note : Hiring an unemployed worker who has been released from a previous job because of an infraction or a quarrel with the previous employer demands careful assessment.
  55. 55. Attraction of qualified application Attraction of qualified application• The acquisition of qualified people in any agency is critical for the establishment, maintenance, and growth of the organization. *Therefore active recruitment is very important, and the attraction of qualified applicants are the first step in selection of personnel.
  56. 56. Personal Data of applicantsPersonal Data of applicants
  57. 57. Screening of Potential staff Screening of Potential staffThere are three underlying philosophiesin the screening process:1. Screen out applicants who do not fit the agencys image.2. Try to fit the job to promising applicants.3. Try to fit the applicant to the job.
  58. 58. Application forms and resumesApplication forms and resumesA. Biographical data,B. Educational background,C. Work experience, andD. Other pertinent information.
  59. 59. Testing Testing• Personality and interest testing• Ability test rarely used.• Estimates the rate at which the applicant can acquire the Knowledge and skills required for the position.Recruitment & Selection – Legislation (law) – Prohibit discrimination because of race, color, religion, sex, or national origin – Prohibit discrimination because of handicapped.
  60. 60. Job Orientation Job Orientation• Is the process of informing new employees about the existing work environment & their place in it, so that they can relate quickly to their new surroundings.
  61. 61. Benefits of Orientation Benefits of Orientation• Welcome new employee• Provides essential information• Helps you get to know the employee and assess training needs• Create a Positive 1st Impression• Reduce turnover
  62. 62. Competency AssessmentCompetency Assessment Program Program• Any system in place for measuring, documenting, or otherwise determining whether employees are able to do their job.• Two approaches :  New Staff  Current Staff
  63. 63. AppraisalAppraisal
  64. 64. AppraisalIt is a periodic formal evaluation of how wellpersonnel have performed their duties during aspecific period.
  65. 65. AppraisalPurposes:• To determine job competence.• To enhance staff development and motivate personnel toward higher achievement.• To discover the employees aspirations and to recognize accomplishment.