This document discusses human resource management. It defines human resource management as the science and art of obtaining, developing, and maintaining competent staff so that organizational goals can be achieved. It also discusses the roles and responsibilities of human resource managers, which include motivating employees, managing conflict, staffing, and training. Additionally, it compares traditional and strategic approaches to human resource management and some of the key differences between them. Finally, it outlines some current issues and challenges in human resource management, such as automation, developing employees with new skills, and managing employees with limited technology competencies in the era of Industry 4.0.

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INTRODUCTION OF HUMAN
RESOURCE MANAGEMENT

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 Make decisions
 Allocate resources
 Direct activities of others to attain
goals
Organization: a consciously coordinated social
unit, composed of two or more people, that
functions on a relatively continuous basis to
achieve a common goal or set of goals.

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ROLE
1
ROLE
2
ROLE
3

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EFFECTIVE VS SUCCESSFUL MANAGERIAL ACTIVITIES
Traditional management: Decision making, planning, and controlling
Communication: Exchanging routine information and processing
paperwork
Human resource management: Motivating, disciplining, managing
conflict, staffing, and training
Networking: Socializing, politicking, and interacting with others
ALLOCATION OF
ACTIVITIES BY TIMES
(Robbins and Judge, 2017)

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Source : Carter and McMahon (2005:17)

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This function is critical as the others will succeed or fail
depending on how well this approach is managed by:
1.planning the people management
approach with other managers and team
members;
2.providing leadership through
commitment and role modelling;
3.communicating the people management
system to all those affected by it;
4.coaching the work team.

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DEFINISI MANAJEMEN SDM
Ilmu dan seni atau proses
memperoleh, mengembangkan dan
memelihara tenaga kerja yang
kompeten sehingga tujuan
organisasi dapat tercapai

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1. Manusia di dalam suatu organisasi adalah aset yang
paling penting.
2. Tugas dari seorang manajer pada dasarnya adalah
Berorientasi pada orang.
3. Peran Unit Pengelola SDM : bertanggung jawab
menciptakan iklim kerja yang kondusif yang akan
mendorong kontribusi positif karyawan dengan
mengupayakan peningkatan kualitas “work life”
organisasi melalui aktivitas dan saran kepada unit
kerja lain
4. Pengelolaan SDM yang buruk adalah penyebab
utama terjadinya kegagalan dalam organisasi.

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PERGESERAN DALAM MANAJEMEN SDM
TRADITIONAL HR STRATEGIC HR
Focus Employee Relations Partnerships with internal and external customers
Role of HR Transactional change follower and respondent Transformational change leader and initiator
Initiatives Slow, reactive, fragmented Fast, proactive and integrated
Time Horizon Short-term Short, medium and long (as required)
Control Bureaucratic-roles, policies, procedures Organic-flexible, whatever is necessary to succeed
Job Design
Tight division of labor; independence,
specialization
Broad, flexible, cross-training teams
Key investments Capital, products People, knowledge
Accountability Cost centre Investment centre
Responsibility for
HR
Staff specialists Line managers
POINT OF
DISTINCTION

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Apakah aktifitas-aktifitas
pengelolaan SDM yang
dilakukan telah menunjang
pelaksanaan strategi
perusahaan ?
HR Activities
Business
Strategy
Business
Goals
HR Strategy
HR Goals

11. Persaingan
global
Belum
terdiskripsikan
Keragaman
Tenaga kerja
Tanggung
jawab sosial
Pertumbuhan
penduduk Pengangguran
Etika
Pengobatan,
Makan,
Perumahan
Better
Organizations
TUNTUTAN DLM HRM

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Objectives
•Societal
•Organizational
•Functional
•Personal
Compensation
and Protection
Development
and Evaluation
Employee Relation
and Assessment
Preparation
and Selection
Frameworks
and Challenges
Organizational
Feedback
Challenges
HRM Model & Subsystem
Societal objectives:
• Benefits
• Legal compliance
• Union
Organizational objectives:
• HR planning
• Employee relations
• Selection
• T & D
• Appraisal
• Placement
• Assessment
Functional objectives:
• Appraisal
• Placement
• Assessment
Personal objectives:
• T & D
• Compensation
• Appraisal
• Placement
• Assessment

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Inputs Transformation Process Outputs
Feedback
HR challenges
- Education
- Skills
HRM activities
- Recruiting
- Selection
- Training
- Development
HR contributions
-Capable workers
-Motivated workers
Simplifikasi Sistem M-SDM

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ISU DAN TANTANGAN MANAJEMEN SDM DI
ERA INDUSTRI 4.0
1. Otomatisasi penyelesaian pekerjaan dan aktivitas pengelolaan SDM
2. Mengembangkan karyawan yang ada dengan keahlian – keahlian terbaru
3. Merekrut karyawan baru (tetap maupun kontrak) dengan kompetensi yang
sesuai dengan teknologi terbaru
4. Penyerahan tanggung jawab kepada pihak eksternal untuk menangani
beberapa fungsi bisnis perusahaan
5. Pengelolaan karyawan dengan kompetensi terbatas dalam penggunaan
teknologi terbaru

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KENDALA PENDEKATAN STRATEGIC
HR DALAM ORGANISASI
17
KENDALA
Sebagian besar organisasi masih mengacu
pada strategi jangka pendek
Manajer SDM tidak mampu berpikir
strategis sesuai tutntutan eksternal
Manajer / dewan direksi kurang
mengapresiasi peran departemen SDM
Manajer SDM lebih memikirkan aspek
teknis
Meningkatnya keperluan insentif untuk
perubahan

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DAFTAR PUSTAKA
Dessler, G. (2015). Human Resource Management. Fourteenth edition. United States of America : Pearson
Education, Inc.
Ivancevich, J.M. (2010). Human Resource Management. Singapore: McGraw-Hill
Robbins, S.P. & Jugde, T.A., (2017). Organizational Behavior. Seventeenth edition.
Wahyuningtyas, Ratri dan Grisna Anggadwita. (2017). Perspective of Managing Talent in Indonesia : Reality
and Strategy; Book Chapter of "Human Resources Strategies for the New Millennial Workforce". United
State of America : IGI Global
Werther, W.B. & Davis, K. (2006). Human Resource Management. United States of America : McGraw-Hill
Companies, Inc.

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THANK YOU
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