The document discusses the concepts, functions, scope and challenges of Human Resource Management. It provides definitions of HRM, outlines its functions such as planning, organizing, procurement, development and compensation. It also discusses topics like job analysis, job description, job specifications, the relationship between HRM and organizational functions, and the challenges faced by HRM both internally and externally.
This document discusses concepts related to human resource management, including definitions, functions, scope, challenges, and the procurement process. It provides an overview of key HRM topics such as planning, organizing, staffing, training, compensation, integration, maintenance and separation. The goal of HRM is to utilize human resources optimally by ensuring the right person is in the right job at the right time. Globalization, regulations, technology and workforce diversity present challenges to effective HRM.
The document discusses the concepts, functions, scope and challenges of Human Resource Management. It provides definitions of HRM, outlines its functions such as planning, organizing, procurement, development and compensation. It also discusses topics like job analysis, job description, job specifications, the relationship between HRM and organizational functions, and the challenges faced by HRM both internally and externally.
sumber daya manusia, pelatihan dan pengembangan sdm, pelatihan sdm, pelatihan karyawan, manajemen pelatihan, pelatihan manajemen, program pelatihan, pelatihan hrd, teori pengembangan sdm, pelatihan dan pengembangan sumber daya manusia, tugas manajemen sumber daya manusia, training sdm, tugas msdm, pelatihan sumber daya manusia, teori pengembangan sumber daya manusia, pelatihan pengembangan sdm, pelatihan manajemen sdm,
http://infokonsultasisdm.web.id/
Dokumen tersebut membahas diagnosa efektivitas organisasi pada tiga tingkatan yaitu organisasi, kelompok, dan individu dengan menggunakan berbagai komponen desain seperti strategi, struktur, budaya, sumber daya manusia, dan teknologi untuk meningkatkan kinerja dan keberlanjutan organisasi.
Dokumen tersebut membahas tentang manajemen sumber daya manusia berbasis kompetensi, dimana kompetensi akan menjadi dasar untuk semua fungsi manajemen SDM seperti rekrutmen, pelatihan, penilaian kinerja, dan manajemen karir guna mencapai sasaran bisnis perusahaan. Dokumen tersebut juga menjelaskan tahapan perencanaan karir berdasarkan profil kompetensi yang dibutuhkan untuk setiap posisi.
This document discusses concepts related to human resource management, including definitions, functions, scope, challenges, and the procurement process. It provides an overview of key HRM topics such as planning, organizing, staffing, training, compensation, integration, maintenance and separation. The goal of HRM is to utilize human resources optimally by ensuring the right person is in the right job at the right time. Globalization, regulations, technology and workforce diversity present challenges to effective HRM.
The document discusses the concepts, functions, scope and challenges of Human Resource Management. It provides definitions of HRM, outlines its functions such as planning, organizing, procurement, development and compensation. It also discusses topics like job analysis, job description, job specifications, the relationship between HRM and organizational functions, and the challenges faced by HRM both internally and externally.
sumber daya manusia, pelatihan dan pengembangan sdm, pelatihan sdm, pelatihan karyawan, manajemen pelatihan, pelatihan manajemen, program pelatihan, pelatihan hrd, teori pengembangan sdm, pelatihan dan pengembangan sumber daya manusia, tugas manajemen sumber daya manusia, training sdm, tugas msdm, pelatihan sumber daya manusia, teori pengembangan sumber daya manusia, pelatihan pengembangan sdm, pelatihan manajemen sdm,
http://infokonsultasisdm.web.id/
Dokumen tersebut membahas diagnosa efektivitas organisasi pada tiga tingkatan yaitu organisasi, kelompok, dan individu dengan menggunakan berbagai komponen desain seperti strategi, struktur, budaya, sumber daya manusia, dan teknologi untuk meningkatkan kinerja dan keberlanjutan organisasi.
Dokumen tersebut membahas tentang manajemen sumber daya manusia berbasis kompetensi, dimana kompetensi akan menjadi dasar untuk semua fungsi manajemen SDM seperti rekrutmen, pelatihan, penilaian kinerja, dan manajemen karir guna mencapai sasaran bisnis perusahaan. Dokumen tersebut juga menjelaskan tahapan perencanaan karir berdasarkan profil kompetensi yang dibutuhkan untuk setiap posisi.
Manajemen penggajian dan Penyusunan Salary Grade Yodhia Antariksa
Dokumen tersebut membahas tentang manajemen penggajian dan penyusunan salary grade. Terdapat beberapa metode dalam menyusun skala remunerasi dan evaluasi jabatan, yaitu metode non-analitis dan metode points rating. Evaluasi jabatan digunakan untuk menentukan nilai pekerjaan dan menetapkan gaji yang sesuai. Contoh hasil penilaian nilai pekerjaan dan salary grade juga dijelaskan.
Menilai Kompetensi dengan Metode Assessment CenterYodhia Antariksa
Dokumen tersebut membahas tentang Assessment Center sebagai metode penilaian kompetensi karyawan yang sistematis dan menggunakan berbagai instrumen. Assessment Center melibatkan lebih dari satu asesor yang mengamati perilaku kandidat untuk kemudian membuat laporan penilaian. Hasil Assessment Center memiliki validitas tinggi untuk memprediksi kinerja masa depan dan sering digunakan dalam seleksi posisi strategis dan proses promosi. Penilaian didasarkan pada profil k
Dokumen ini membahas enam elemen kunci untuk membangun perusahaan yang baik menjadi sangat baik berdasarkan penelitian Jim Collins selama lima tahun. Enam elemennya adalah kepemimpinan tingkat 5, memilih orang yang tepat terlebih dahulu lalu strategi, menghadapi kenyataan yang menakutkan tanpa kehilangan iman, budaya disiplin, dan pemanfaatan teknologi. Dokumen ini menyarankan pembaca untuk mempel
Dokumen tersebut membahas program pengembangan karir yang terdiri dari inisiatif organisasi dan inisiatif individu. Inisiatif organisasi mencakup sistem posting lowongan pekerjaan, mentoring, pusat sumber daya karir, manajer sebagai konselor karir, workshop pengembangan karir, dan perencanaan sumber daya manusia. Sedangkan inisiatif individu meliputi perencanaan karir, kesadaran karir, pemanfaatan pusat sumber daya karir
The document discusses using a balanced scorecard approach to manage corporate performance. It describes the balanced scorecard as having four perspectives - financial, customer, internal business processes, and learning and growth. Key performance indicators are identified for each perspective. The balanced scorecard helps companies translate their strategy into specific goals and measures across all important aspects of the organization.
The document discusses the Malcolm Baldrige criteria for organizational excellence. It outlines the 7 criteria for assessment: leadership, strategic planning, customer focus, measurement/analysis/knowledge management, workforce focus, operations focus, and business results. Each criterion has multiple factors that are evaluated on a scale or through scores. The document provides details on the scoring breakdown and focus areas for some of the key criteria like leadership, strategic planning, and customer focus.
Dokumen tersebut memberikan ringkasan singkat tentang prinsip-prinsip manajemen sumber daya manusia, meliputi siklus manajemen SDM seperti rekrutmen, pelatihan, penilaian kinerja, reward, dan pengembangan karir serta hubungannya dengan strategi bisnis perusahaan. Juga dijelaskan teknik-teknik manajemen kebutuhan tenaga kerja, analisis kompetensi, dan peningkatan efektivitas pelatihan.
Dokumen tersebut membahas skema kerja dalam perencanaan sumber daya manusia (SDM), meliputi analisis strategi perusahaan, analisis jabatan, kebutuhan SDM, ketersediaan SDM, dan kesesuaian antara kebutuhan dan ketersediaan untuk menentukan kebutuhan rekrutmen.
This document outlines the process for conducting a training needs analysis at an organization. It discusses performing an organizational-based needs analysis by examining the company's strategy, values, and key effectiveness factors. Another approach is a job competency-based analysis, which identifies the required competencies for each role and assesses employees' current levels to determine gaps. The document provides examples of competency matrices and assessment questionnaires used in this process. The overall goal is to prioritize training programs that will address the largest deficiencies and improve organizational performance.
This document discusses human resource management concepts and principles. It begins by defining human resource management and explaining its functions and scope. Some key points covered include defining HRM as the planning, organizing, directing and controlling of procurement, development, compensation, integration and maintenance activities for human resources. It also discusses the challenges faced by HRM, such as globalization, rapid changes, workforce diversity and technological advances. The document traces the evolution of HRM and emphasizes analyzing jobs and workforce needs to effectively recruit and procure human resources.
This document discusses human resource management concepts and principles. It begins with definitions of human resource management, including that it is the planning, organizing, directing and controlling of procurement, development, compensation, integration and maintenance activities to achieve organizational goals. It describes the functions of HRM like planning, organizing, staffing, training etc. It outlines the scope of HRM and discusses challenges in areas like globalization, technology, regulations and workforce diversity. It also presents models of the evolution of HRM approaches over time from early industrialization to current strategic focus.
This document discusses concepts related to human resource management, including definitions, functions, scope, challenges, and the procurement process. It provides an overview of key HRM topics such as planning, organizing, staffing, training, compensation, integration, maintenance and separation. The goal of HRM is to utilize human resources optimally by ensuring the right person is in the right job at the right time. Globalization, regulations, technology and workforce diversity present challenges to effective HRM.
The document discusses human resource management and related concepts. It covers the nature of HRM, including that it is pervasive, action-oriented, and deals with developing employees and organizations. It also outlines the scope and functions of HRM, factors affecting HR functions like workforce diversity, HR systems, and different models of HRM like scientific management and human relations approaches.
This document provides background information for a summer project studying human resource functions at Shriram Transport Finance Co. Ltd., with a focus on training and development. It outlines that the project is being conducted in partial fulfillment of an MMS degree, and will be submitted by Meenu Rana and guided by Prof. Mudassar Khan. It also includes templates for certificates of completion from the organization and project guide.
A project report on an assessment of job satisfactionBabasab Patil
The document discusses job satisfaction and human resource management. It provides an overview of key topics related to assessing job satisfaction, including definitions of job satisfaction, Herzberg's theory of job satisfaction, factors that influence satisfaction like supervision, compensation, and working conditions. The document also discusses how addressing hygiene factors and motivators can improve employee satisfaction according to Herzberg's model. It examines applying these concepts to improve satisfaction in a workplace.
The document discusses the organization structure of the public relations department of Auspicious Bank of India (ABI). It describes the PR department as a well-managed group that works to maintain positive relationships and support the bank. It outlines some of the key functions of the PR department, including publicity efforts like offering incentives, developing strategic partnerships, and creating a client prospect wall. It also discusses employee job profiles in the PR department and the processes for recruitment, selection and training of new employees. The PR department uses various tools to perform its functions and support ABI's goals.
1. Organizational behaviour and management is a relatively new field that views organizations as more than just rational and impersonal bureaucracies, taking into account human aspects.
2. An organization's success depends on factors like employee motivation, participation in decision-making, and developing careers.
3. A humanistic management approach focuses on treating employees as a company's most important asset in order to improve performance.
From Explotation of Resources to Unfolding of Human PotentialErwin van der Koogh
This document summarizes a presentation given by Franz Röösli on January 25th, 2013 at the Stoos Connect event. The presentation discusses shifting from a traditional management paradigm of exploiting resources to a new paradigm of unfolding human potential. Some of the key findings highlighted include that striving for excellence is innate to human nature, motivating people externally is ineffective, and the purpose of companies is to serve society. The presentation advocates transforming management models from centralized hierarchies to decentralized networks through cultural change and paradigm shifts around leadership, goals, and processes.
Manajemen penggajian dan Penyusunan Salary Grade Yodhia Antariksa
Dokumen tersebut membahas tentang manajemen penggajian dan penyusunan salary grade. Terdapat beberapa metode dalam menyusun skala remunerasi dan evaluasi jabatan, yaitu metode non-analitis dan metode points rating. Evaluasi jabatan digunakan untuk menentukan nilai pekerjaan dan menetapkan gaji yang sesuai. Contoh hasil penilaian nilai pekerjaan dan salary grade juga dijelaskan.
Menilai Kompetensi dengan Metode Assessment CenterYodhia Antariksa
Dokumen tersebut membahas tentang Assessment Center sebagai metode penilaian kompetensi karyawan yang sistematis dan menggunakan berbagai instrumen. Assessment Center melibatkan lebih dari satu asesor yang mengamati perilaku kandidat untuk kemudian membuat laporan penilaian. Hasil Assessment Center memiliki validitas tinggi untuk memprediksi kinerja masa depan dan sering digunakan dalam seleksi posisi strategis dan proses promosi. Penilaian didasarkan pada profil k
Dokumen ini membahas enam elemen kunci untuk membangun perusahaan yang baik menjadi sangat baik berdasarkan penelitian Jim Collins selama lima tahun. Enam elemennya adalah kepemimpinan tingkat 5, memilih orang yang tepat terlebih dahulu lalu strategi, menghadapi kenyataan yang menakutkan tanpa kehilangan iman, budaya disiplin, dan pemanfaatan teknologi. Dokumen ini menyarankan pembaca untuk mempel
Dokumen tersebut membahas program pengembangan karir yang terdiri dari inisiatif organisasi dan inisiatif individu. Inisiatif organisasi mencakup sistem posting lowongan pekerjaan, mentoring, pusat sumber daya karir, manajer sebagai konselor karir, workshop pengembangan karir, dan perencanaan sumber daya manusia. Sedangkan inisiatif individu meliputi perencanaan karir, kesadaran karir, pemanfaatan pusat sumber daya karir
The document discusses using a balanced scorecard approach to manage corporate performance. It describes the balanced scorecard as having four perspectives - financial, customer, internal business processes, and learning and growth. Key performance indicators are identified for each perspective. The balanced scorecard helps companies translate their strategy into specific goals and measures across all important aspects of the organization.
The document discusses the Malcolm Baldrige criteria for organizational excellence. It outlines the 7 criteria for assessment: leadership, strategic planning, customer focus, measurement/analysis/knowledge management, workforce focus, operations focus, and business results. Each criterion has multiple factors that are evaluated on a scale or through scores. The document provides details on the scoring breakdown and focus areas for some of the key criteria like leadership, strategic planning, and customer focus.
Dokumen tersebut memberikan ringkasan singkat tentang prinsip-prinsip manajemen sumber daya manusia, meliputi siklus manajemen SDM seperti rekrutmen, pelatihan, penilaian kinerja, reward, dan pengembangan karir serta hubungannya dengan strategi bisnis perusahaan. Juga dijelaskan teknik-teknik manajemen kebutuhan tenaga kerja, analisis kompetensi, dan peningkatan efektivitas pelatihan.
Dokumen tersebut membahas skema kerja dalam perencanaan sumber daya manusia (SDM), meliputi analisis strategi perusahaan, analisis jabatan, kebutuhan SDM, ketersediaan SDM, dan kesesuaian antara kebutuhan dan ketersediaan untuk menentukan kebutuhan rekrutmen.
This document outlines the process for conducting a training needs analysis at an organization. It discusses performing an organizational-based needs analysis by examining the company's strategy, values, and key effectiveness factors. Another approach is a job competency-based analysis, which identifies the required competencies for each role and assesses employees' current levels to determine gaps. The document provides examples of competency matrices and assessment questionnaires used in this process. The overall goal is to prioritize training programs that will address the largest deficiencies and improve organizational performance.
This document discusses human resource management concepts and principles. It begins by defining human resource management and explaining its functions and scope. Some key points covered include defining HRM as the planning, organizing, directing and controlling of procurement, development, compensation, integration and maintenance activities for human resources. It also discusses the challenges faced by HRM, such as globalization, rapid changes, workforce diversity and technological advances. The document traces the evolution of HRM and emphasizes analyzing jobs and workforce needs to effectively recruit and procure human resources.
This document discusses human resource management concepts and principles. It begins with definitions of human resource management, including that it is the planning, organizing, directing and controlling of procurement, development, compensation, integration and maintenance activities to achieve organizational goals. It describes the functions of HRM like planning, organizing, staffing, training etc. It outlines the scope of HRM and discusses challenges in areas like globalization, technology, regulations and workforce diversity. It also presents models of the evolution of HRM approaches over time from early industrialization to current strategic focus.
This document discusses concepts related to human resource management, including definitions, functions, scope, challenges, and the procurement process. It provides an overview of key HRM topics such as planning, organizing, staffing, training, compensation, integration, maintenance and separation. The goal of HRM is to utilize human resources optimally by ensuring the right person is in the right job at the right time. Globalization, regulations, technology and workforce diversity present challenges to effective HRM.
The document discusses human resource management and related concepts. It covers the nature of HRM, including that it is pervasive, action-oriented, and deals with developing employees and organizations. It also outlines the scope and functions of HRM, factors affecting HR functions like workforce diversity, HR systems, and different models of HRM like scientific management and human relations approaches.
This document provides background information for a summer project studying human resource functions at Shriram Transport Finance Co. Ltd., with a focus on training and development. It outlines that the project is being conducted in partial fulfillment of an MMS degree, and will be submitted by Meenu Rana and guided by Prof. Mudassar Khan. It also includes templates for certificates of completion from the organization and project guide.
A project report on an assessment of job satisfactionBabasab Patil
The document discusses job satisfaction and human resource management. It provides an overview of key topics related to assessing job satisfaction, including definitions of job satisfaction, Herzberg's theory of job satisfaction, factors that influence satisfaction like supervision, compensation, and working conditions. The document also discusses how addressing hygiene factors and motivators can improve employee satisfaction according to Herzberg's model. It examines applying these concepts to improve satisfaction in a workplace.
The document discusses the organization structure of the public relations department of Auspicious Bank of India (ABI). It describes the PR department as a well-managed group that works to maintain positive relationships and support the bank. It outlines some of the key functions of the PR department, including publicity efforts like offering incentives, developing strategic partnerships, and creating a client prospect wall. It also discusses employee job profiles in the PR department and the processes for recruitment, selection and training of new employees. The PR department uses various tools to perform its functions and support ABI's goals.
1. Organizational behaviour and management is a relatively new field that views organizations as more than just rational and impersonal bureaucracies, taking into account human aspects.
2. An organization's success depends on factors like employee motivation, participation in decision-making, and developing careers.
3. A humanistic management approach focuses on treating employees as a company's most important asset in order to improve performance.
From Explotation of Resources to Unfolding of Human PotentialErwin van der Koogh
This document summarizes a presentation given by Franz Röösli on January 25th, 2013 at the Stoos Connect event. The presentation discusses shifting from a traditional management paradigm of exploiting resources to a new paradigm of unfolding human potential. Some of the key findings highlighted include that striving for excellence is innate to human nature, motivating people externally is ineffective, and the purpose of companies is to serve society. The presentation advocates transforming management models from centralized hierarchies to decentralized networks through cultural change and paradigm shifts around leadership, goals, and processes.
The document discusses human resource planning, including its objectives, forecasting workforce needs, factors that influence demand, and challenges. It covers techniques for forecasting future demand like expert forecasts and trend projections. The supply of human resources depends on internal factors like staffing audits and succession planning, and external factors like labor market analysis. Effective HR planning requires determining standards, analyzing current resources, succession planning, forecasting future supply, considering organizational culture, and choosing forecasting techniques.
The document discusses key concepts in managerial economics. It defines managerial economics as the application of economic analysis to business decision making. A business faces an economic problem of scarce resources and unlimited wants. It must make decisions around what, how, how much and for whom to produce. Managerial economists help study the business environment, operations, create economic intelligence and raise public awareness. Common objectives for firms include profit maximization, sales maximization, and growth maximization. Demand is determined by factors like price, income, tastes and expectations. The law of demand states that demand is inversely related to price, with assumptions and exceptions.
BNG was retained to completely staff the leadership team for a healthcare star up. This document illustrates the speed, thoroughness and diversity characterized by the Braswell Nees Group.
111129 nk rajawali foundation csr gatheringNoke Kiroyan
Noke Kiroyan has held leadership positions in several mining and resource companies in Indonesia. He currently serves on the boards of various organizations focused on business, governance, and sustainability issues. Kiroyan has extensive international experience and education.
Dokumen tersebut membahas tentang hardware komputer seperti CPU dan periferal. CPU terdiri dari ALU, unit kontrol, register, dan koneksi internal. Fungsinya mengeksekusi program dan mengolah data. Periferal meliputi printer, scanner yang digunakan untuk output dan input dari komputer.
The document discusses different tenses in English including:
1. Simple present, past, future and perfect tenses. It provides examples of how to form positive, negative and interrogative sentences.
2. Present, past and perfect continuous tenses. Examples of formation are given.
3. Conditional sentences including types 1, 2 and 3 and examples.
4. Passive voice and how it compares to active sentences. Examples of different tenses in passive voice.
5. Other topics like elliptical sentences, degrees of comparison, and question tags. Formation and examples are provided.
Ringkasan dokumen tersebut adalah sebagai berikut:
Dokumen tersebut membahas tentang etika dan moralitas dalam dunia digital, termasuk aspek kerahasiaan data, penggunaan teknologi informasi dalam kehidupan sehari-hari, definisi etika dan moralitas, serta perbedaan antara etika dan peraturan.
Algoritma untuk menentukan bilangan terbesar dari dua bilangan yang diinputkan terdiri dari 3 langkah: (1) memasukkan dua bilangan, (2) membandingkan kedua bilangan, dan (3) menampilkan bilangan terbesar.
Dokumen tersebut membahas berbagai teori motivasi yang digunakan dalam manajemen organisasi, termasuk teori kebutuhan Maslow dan Alderfer, teori dua faktor Herzberg, teori keadilan, harapan, penguatan, dan penetapan sasaran. Teori-teori tersebut menjelaskan faktor-faktor yang mempengaruhi motivasi individu dan prestasi kerja.
Dokumen tersebut membahas tentang organisasi dan struktur organisasi perusahaan. Terdapat dua aspek utama penyusunan struktur organisasi yaitu departementalisasi dan pembagian kerja. Struktur organisasi dapat berbentuk fungsional atau divisional, tergantung pada strategi dan ukuran perusahaan.
Manajemen risiko adalah proses mengelola risiko yang mencakup identifikasi, evaluasi, dan pengendalian risiko yang dapat mengancam kelangsungan usaha perusahaan. Manajemen risiko bank mencakup pengelolaan risiko pasar, risiko kredit, dan risiko operasional sesuai ketentuan Bank Indonesia. Risiko-risiko tersebut dapat berdampak pada kerugian bagi bank.
Dokumen tersebut membahas tentang manajemen dan ruang lingkupnya. Secara umum dibahas tentang pengertian manajemen, tujuan pembelajaran manajemen, fungsi-fungsi manajemen, dan pentingnya mempelajari manajemen.
4. ATURAN PERKULIAHAN
1. KEHADIRAN KULIAH 80% SEBAGAI SYARAT
UNTUK DAPAT MENGIKUTI UAS
2. PENENTUAN NILAI AKHIR DIHITUNG DARI
KOMPONEN-KOMPONEN BERIKUT :
A. UJIAN TENGAH SEMESTER
B. UJIAN AKHIR SEMESTER
C. TUGAS-TUGAS (INDIVIDU DAN KELOMPOK)
3. KELULUSAN EQUIVALEN DENGAN NILAI MUT “C”
2008/2009 4
5. KONSEP DASAR
MANAJEMEN
SUMBER DAYA
MANUSIA
2008/2009 5
8. SUMBER DAYA MANUSIA DAN ORGANISASI
LOKAL/
NASIONAL
NON PROFIT
NEGARA /
PEMERINTAH GLOBAL
MANUSIA
SEBAGAI :
•INDIVIDUALITAS PROFIT KEBUTUHAN
ORGANISASI
•SOSIALITAS
•DAN MORALITAS
NON NEGARA/ LOKAL/
SWASTA NASIONAL
VOLUNTIR
GLOBAL
2008/2009 8
9. PENGERTIAN
MANAJEMEN SUMBER DAYA MANUSIA (MSDM)
1. SECARA ETIMOLOGIS
MANAJEMEN PENERAPAN MANAJEMEN DALAM MENGELOLA
MSDM SUMBER DAYA MANUSIA
SUMBER DAYA MANUSIA
2. DEFINISI :
MANAJEMEN SUMBER DAYA MANUSIA ADALAH ILMU DAN SENI TENTANG PERENCANAAN, PENGORGANI
SASIAN, PENGARAHAN DAN PENGENDALIAN SUMBER DAYA MANUSIA UNTUK MENCAPAI TUJUAN YANG
YANG TELAH DITENTUKAN
MANAJEMEN SUMBER DAYA MANUSIA ADALAH PENDAYAGUNAAN, PENGEMBANGAN, PENILAIAN, PEMBE-
RIAN BALAS JASA DAN PENGELOLAAN TERHADAP INDIVIDU ANGGOTA ORGANISASI / KELOMPOK PEKER-
JA MENYENGKUT PULA DESAIN DAN IMPLEMENTASI SISTEM PERENCANAAN, PENYUSUNAN PERSONALIA,
PENGEMBANGAN KARYAWAN, PENGELOLAAN KARIER, EVALUASI KINERJA, KOMPENSASI KARYAWAN,
DAM HUBUNGAN PERBURUHAN YANG MULUS ( HENRI SIMAMORA )
HRM CONCERNS THE RECRUITMENT, SELECTION, DEVELOPMENT, CONPENSATION, RETENSION,
EVALUATION AND PROMOTION OF PERSONNEL WITHIN AN ORGANIZATION ( BERNARDIN & RUSSEL )
PERSONNEL MANAGEMENT IS THE PLANNING, ORGANIZING, DIRECTING AND CONTROLLING OF THE
PROCUREMENT, DEVELOPMENT, CONPENSATION, INTERGATION OF HUMAN RESOURCES TO THE END
THE INDIVIDUAL ORGANIZATIONAL, AND SOCIETAL OBJECTIVE ARE ACCOMPLISHED ( FLIPPO)
2008/2009 9
10. FUNGSI – FUNGSI MANAJEMEN SUMBER DAYA MANUSIA
FUNGSI – FUNGSI MSDM
FUNGSI MANAJERIAL FUNGSI OPERASIONAL
1. PROCUREMENT
1. PLANNING 2. DEVELOPMENT
2. ORGANIZING 3. CONPENSATION
3. DIRECTING 4. INTERGRATION
4. CONTROLLING 5. MAINTENANCE
6. SEPARATION
BAGIAN
RUANG LINGKUP MSDM
2008/2009 10
11. RUANG LINGKUP MANAJEMEN SUMBER DAYA MANUSIA
SECARA HOLISTIK
1. FUNGSI – FUNGSI MSDM
SKUP FUNGSI OPERASIONAL SUB FUNGSI OPERASIONAL
A. PENGADAAN SDM = PENGADAAN PERENCANAAN SDM
PENARIKAN SDM
SELEKSI SDM
PENEMPATAN SDM
PEMBEKALAN SDM
B. PENGEMBANGAN = PENGEMBANGAN PENDIDIKAN DAN PELA-
SDM TIHAN
PENGEMBANGAN KARIR
C. PEMELIHARAAN = KONPENSASI
SDM = INTEGRASI
= HUBUNGAN PERBURUH
AN
= PHK
2. INSTRUMEN MSDM
a. ANALISIS JABATAN
b. PENILAIAN PRESTASI KERJA
2008/2009 c. EVALUASI JABATAN 11
12. SELURUH KEGIATAN MELALUI FUNGSI-FUNGSI
MSDM DI ATAS DIARAHKAN UNTUK MEWUJUDKAN
SASARAN POKOK MSDM
MENDAYAGUNAKAN SECARA OPTIMAL SDM DALAM SUATU
ORGANISASI MELALUI TERCIPTANYA SUATU KONDISI
KETENAGAKERJAAN YANG MEMENUHI SEMBOYAN 3 TEPAT
THE RIGHT MAN ON THE RIGHT JOB
AT THE RIGHT TIME
1. TEPAT ORANG
2. TEPAT JABATAN
3. TEPAT WAKTU
2008/2009 12
13. EVOLUSI MANAJEMEN SUMBER DAYA MANUSIA
(HADARI NAWAWI, 1996)
BADAN
BADAN MANAJEMEN PERATURAN
MUSYAWARAH MANAJEMEN PERATURAN
MUSYAWARAH ILMIAH FORMAL
KOLEKTIF ILMIAH FORMAL
KOLEKTIF
PRA AWAL GERAKAN STUDI
PRA REVOLUSI AWAL GERAKAN STUDI
REVOLUSI REVOLUSI PSIKOLOGI HUBUNGAN TINGKAH
REVOLUSI INDUSTRI PSIKOLOGI HUBUNGAN TINGKAH
INDUSTRI INDUSTRI INDUSTRI MANUSIAWI LAKU
INDUSTRI INDUSTRI MANUSIAWI LAKU
KOMISI PENDEKATAN
KOMISI PENDEKATAN
PELAYANAN PRIBADI
PELAYANAN PRIBADI
SOSIAL
SOSIAL
2008/2009 13
14. TANTANGAN MANAJEMEN SUMBER DAYA MANUSIA
( HADARI NAWAWI, 2000)
EKSTERNAL INTERNAL
1. PERUBAHAN YANG CEPAT 1. POSISI ORGANISASI DALAM BISNIS YANG
2. KERAGAMAN TENAGA KERJA KOMPEETITIF
3. GLOBALISASI 2. FLEKSIBILITAS
4. PERATURAN PEMERINTAH 3. PENGURANGAN TENAGA KERJA
5. PERKEMBANGAN PEKERJAAN 4. RESTRUKTURISASI
6. KEKURANGAN TENAGA KERJA TERAMPIL 5. BISNIS KECIL
6. BUDAYA ORGANISASI
7. TEKNOLOGI
8. SERIKAT PEKERJA
INDIVIDU/PROFESIONAL LAINNYA
1. KESERASIAN ANTARA PEKERJA DENGAN 1. KELEMAHAN MANAJEMEN DALAM MENGEM-
ORGANISASI BANGKAN ORGANISASI AGAR MENJADI
2. TANGGUNG JAWAB ETHIS DAN SOSIAL KOMPETITIF DALAM MEWUJUDKAN EKSIS-
3. PRODUKTIVITAS TENSINYA
2. BANYAK MANAJER YANG TAK MELAKSA-
4. PELIMPAHAN WEWENANG
NAKAN TANGGUNG JAWABNYA DALAM
5. PENYALURAN BUAH PIKIRAN
MENGELOLA SDM DI LINGKUNGANNYA
3. SULIT MENEMUKAN PETUGAS MSDM YANG
MEMILIKI KEMAMPUAN MENYELARASKAN
2008/2009 14
ANTARA STRATEGI BISNIS PERUSAHAAN
DENGAN STRATEGI SDM
15. THE CENTRAL CHALLANGE TO ORGANIZATION
(Werther & Davis, 1996)
GLOBAL COMPETITION
CHALLENGES
POPULATION GROWTH UNEMPLOYMENT
CHALLENGES CHALLENGES
CENTRAL
CHALLENGE
BETTER
WORKFORCE ORGANIZATION SOCIAL
DIVERSITY RESPONSIBILYTY
CHALLENGES CHALLENGES
ETHICAL MEDICAL, FOOD,
CHALLENGES HOUSING CHALLENGES
2008/2009 15
16. PROCUREMENT/ PENGADAAN TENAGA KERJA
DASAR PEMIKIRAN
UNTUK MENENTUKAN KEBUTUHAN AKAN TENAGA KERJA, MAKA TERLEBIH DAHULU DIPERLUKAN
JENIS/MUTU KARYAWAN YANG DIINGINKAN SESUAI DENAN PERSYARATAN JABATANNYA
DAN JUMLAH TENAGA KERJA YANG AKAN DITARIK
MUTU JUMLAH KARYAWAN YANG
TENAGA KERJA DIBUTUHKAN
1) RANCANGAN JABATAN
2) STUDI TERHADAP 1) WORK LOAD ANALYSIS
TUGAS DAN KEWAJIBAN
SUATU JABATAN 2) WORK FORCE ANALYSIS
ANALISIS JABATAN
( Job Analysis)
2008/2009 16
17. ANALISIS JABATAN
( Job Analysis )
DEFINISI
THE PROCEDURE FOR DETERMING THE DUTIES AND SKILL REQUIREMENTS OF A JOB
AND THE KIND OF PERSON WHO SHOULD BE HIRED FOR IT ( Dessler, 2000 )
JOB ANALYSIS IS THE PROCESS OF STUDYING AND COLLECTING INFORMATION
RELATING TO THE OPERATIONS AND RESPONSIBILITIES OF A SPESIFIC JOB ( FLIPPO,
1984 )
SUATU PROSES BERPIKIR YANG BERSIFAT ABSTRAK MENGENAI SUATU PEKERJAAN
(Nawawi,2000)
HASILNYA
DIRUMUSKAN MENJADI DESKRIPSI DAN SPESIFIKASI JABATAN
( JOB DESCRIPTION AND JOB SPESIFICATION )
DALAM BENTUK TERTULIS
2008/2009 17
18. DESKRIPSI DAN SPESIFIKASI/PERSYARATAN JABATAN
( BAMBANG WAHYUDI, 1996)
DESKRIPSI JABATAN PERSYARATAN JABATAN
GAMBAAN SECARA SINGKAT, CERMAT DAN TELITI PERNYATAAN TENTANG KUALITAS MINIMAL
MENGENAI FUNGSI, TUGAS, WEWENANG, SESEORANAG TENAGA KERJA YANG BISA
TANGGUNGJAWAB DAN HUBUNGAN DARI SUATU DITERIMA UNTUK MENDUDUKI DAN MENJALANKAN
JABATAN TERTENTU TUGAS SUATU JABATAN TERTENETU DENGAN BAIK
ISI JABATAN ISI SPESIFIKASI JABATAN
1. IDENTIFIKASI JABATAN 1. SYARAT UMUM
A. NAMA JABATAN A. PENDIDIKAN
B. NAMA JABATAN PADANAN B. PENGALAMAN
C. KODE JABATAN
2. SIFAT JABATAN 2. SYARAT KHUSUS
A. URAIAN JABATAN A. KONDISI FISIK / PSIKHIS
B. WEWENANG B. JENIS KELAMIN
C. HUBUNGAN DENGAN JABATAN C. MINAT DAN BAKAT
D. SUPERVISI YANG DIPERLUKAN
E. PERALATAN/MESIN YANG DIGUNAKAN
F. KONDISI KERJA
3. TENTANG KUALIFIKASI
A. KUALIFIKASI UMUM
B. KUALIFIKASI KHUSUS
2008/2009 18
19. PRINSIP DAN PROSEDUR ANALISIS JABATAN
PRINSIP PROSEDUR
ANALISIS JABATAN ANALISIS JABATAN
1. HARUS DITENTUKAN SECARA JELAS 1. PENENTUAN TUJUAN ANALISIS
BATAS- BATAS PEKERJAAN DALAM JABATAN
JABATAN, HAL INI ADA DALAM 2. PERENCANAAN ANALISIS JABATAN
JABATAN 3. PENGUMPULAN DATA JABATAN
2. HARUS BERDASARKAN ATAS KENYA- 4. PENGOLAHAN DATA JABATAN
TAAN SEBENARNYA (OBYEKTIF)
MENGGUNAKAN DATA, BERKAITAN 5. PENYAJIAN HASIL ANALISIS JABATAN
DENGAN WEWENANG YANG ADA, 6. PENYUSUNAN PROGRAM MSDM
SUBYEKTIF PRIBADI DIHINDARKAN LAINNYA
3. PROSES KEGIATAN DALAM JABATAN
ITU HARUS DISUSUN SECARA KRONO-
LOGIS
4. MEMPERHATIKAN SITUASI PEKER-
JAAN
2008/2009 19
20. HUBUNGAN ANALISIS JABATAN DENGAN
FUNGSI OPERASIONAL MSDM
ANALISIS JABATAN
DESKRIPSI JABATAN
NILAI JABATAN STANDAR PRESTASI PERSYARATAN JABATAN
PERENCANAAN
PELATIHAN PENILAIAN PENGEMBA
PENGEMBANGAN PRESTASI NGAN KARIR PENARIKAN
KERJA
KONPENSASI SELEKSI
KESEJAH UPAH/GAJI PEMBEKALAN
TERAAN INSENTIF
PRESTASI PENEMPATAN
LINGKUP LINGKUP LINGKUP
PEMELIHARAAN PENGEMBANGAN PENGADAAN
2008/2009 20
21. PERBEDAAN JOB ANALISIS DAN MOTION STUDY
( HASIBUAN, 2000)
ASPEK JOB ANALISIS MOTION STUDY
1. TUJUAN MEMBERI GAMBARAN TERHADAP MENGUBAH DAN MEMPERBAIKI
SUATU JABATAN METODE KERJA
2. SKUP MENYELURUH, MENCAKUP MENGUBAH DAN MEMPERBAIKI
TUGAS, TANGGUNGJAWAB GERAKAN-GERAKAN
3. TINGKAT KETELITIAN KURANG TELITI SANGAT TELITI
4. ORGANISASI DILAKUKAN OLEH BAGIAN DILAKUKAN OLEH INDUSTRIAL
PERSONALIA ENGINEERS
5. TEKNIK OBSERVASI, INTERVIEW, OBSERVASI, FOTOGRAFI,
QUESTIONARE STOPWACH
6. KEGUNAAN REKRUTMEN, LATIHAN, MEMPERBAIKI METODE DAN
PENGUPAHAN, DSB STANDARISASI
2008/2009 21
22. RECRUITMENT / PENARIKAN
DEFINSI
RECRUITMENT IS THE PROCESS OF FINDING AND ATTRACTING CAPABLE APPLICANTS
FOR EMPLOYMENT ( WERTHER & DAVIS, 1996)
REKRUTMEN ADALAH USAHA MENCARI DAN MEMPENGARUHI TENAGA KERJA AGAR MAU
MELAMAR LOWONGAN PEKERJAAN YANG ADA DALAM SUATU PERUSAHAAN
( HASIBUAN, 2000 )
PENDEKATAN
1. PROSPECTING THEORY OF RECRUITMENT
2. MATING THEORY OF RECRUITMENT
2008/2009 22
23. KONSEP REKRUTMEN
SUMBER :
1. INTERNAL
2. EKSTERNAL
DASAR : METODE :
1. JOB SPEC 1. TERTUTUP
2. PP REKRUTMEN 2. TERBUKA
KENDALA :
1. INTERNAL
2. EKSTERNAL
2008/2009 23
24. SUMBER-SUMBER TENAGA KERJA
EKSTERNAL :
INTERNAL
1. KANTOR PENEMPATAN TK
2. LEMBAGA PENDIDIKAN
3. REFERENSI KARYAWAN
4. SERIKAT BURUH
5. PENCANGKOKAN
6. NEPOTISME
7. PASAR TENAGA KERJA
KEPUTUSAN
PENARIKAN
BERGANTUNG PADA KEUN-
TUNGAN DAN KERUGIAN
ATAU KELEMAHAN DARI
MASING-MASING SUMBER
PENARIKAN TENAGA KERJA
2008/2009 24
25. FAKTOR – FAKTOR YANG MEMPENGARUHI
REKRUTMEN (HASIBUAN, 2000)
1. BALAS JASA YANG DIBERIKAN
2. STATUS KARYAWAN TETAP/HONOR
3. KESEMPATAN PROMOSI
4. PERSYARATAN PEKERJAAN
5. METODE PENARIKAN
6. SOLIDITAS PERUSAHAAN
7. PERATURAN PERBURUHAN
8. PENAWARAN TENAGA KERJA
EVALUASI REKRUTMEN
1. JUMLAH PELAMAR
2. JUMLAH PENAWARAN
3. JUMLAH TENAGA KERJA YANG DITERIMA
4. JUMLAH PENEMPATAN TENAGA KERJA YANG TEPAT
2008/2009 25
26. SELEKSI PEGAWAI
APPLICANTS
TREATMENT
TO BE
EMPLOYEE
SELECTION
PROCESS
…IS THE SERIES OF SPESIFIC STEPS USED TO DECIDE WHICH
RECRUITS SHOULD BE HIRE. THE PROCESS BEGINS WHEN
RECRUITS APPLY FOR EMPLOYEMENT ENDS WITH THE HIRING
DECISION ( Werther & Davis, 1996)
2008/2009 26
27. STEPS IN THE SELECTION PROCESS
( Werther & Davis, 1996)
HIRING STEP 8
DECISION
REALISTIC JOB STEP 7
PREVIEWS
SUPERVISORY STEP 6
INTERVIEW
MEDICAL EVALUATION STEP 5
REFERENCES AND STEP 4
BACKGROUND CHECK
SELECTION INTERVIEW STEP 3
EMPLOYEMENT TEST STEP 2
PRELIMINARY RECEPTION OF STEP 1
APPLICANT
2008/2009 27
28. PENDEKATAN SELEKSI
1 SUCCESSIVE HURDLES SELECTION APPROACH
UK A L B
B I T WC J E N A E D M
L S E A A I S T L I A
A I S WR A E A A T
N A T A A N H R K E
K N N A A R
O T N I
G
DITOLAK DITOLAK DITOLAK DITOLAK DITOLAK
SUMBER : BAMBANG WAHYUDI, 1996
2008/2009 28
29. 2 COMPENSATORY SELECTION APPROACH
WAWAN
CARA
BLANKO TEST
ISIAN DITERIMA
UJIAN LATAR
KSHTN BLK
DITOLAK
2008/2009 29
30. ASUMSI – ASUMSI SELEKSI PEGAWAI
1. KAPASTIAN JUMLAH PEGAWAI YANG DI
BUTUHKAN
2. KEJELASAN STANDAR KUALIFIKASI YANG
DIBUTUHKAN
3. GAMBARAN KUALIFIKASI DARI SEJUMLAH
PELAMAR YANG ADA
4. KEPASTIAN DARI POLA SELEKSI PEGAWAI
/ SERANGKAIAN ALAT- ALAT SELSKSI
ALAT – ALAT PENGUJIAN
SYARAT INSTRUMEN : MACAM INSTRUMEN
HARUS VALID DAN RELIABEL 1. TES PRESTASI :
A. TES AKADEMIK
B. TES KETERAMPILAN
2. TES PSIKOLOGI
3. TES BAKAT
4. TES MINAT
5. TES KEPRIBADIAN
6. TES PROYEKTIF
7. TES KECERDASAN
2008/2009 30
31. SUKSES SELEKSI DI INDIKASI-
KAN DENGAN DIPEROLEHNYA
CALON YANG MEMENUHI KUA-
LIFIKASI SESUAI KEBUTUHAN
ORGANISASI
RASIO SELEKSI ( SELECTION RATIO) ADA-
KENDALA SELEKSI :
LAH HUBUNGAN ANTARA JUMLAH PELA-
MAR YANG DITARIK DENGAN JUMLAH
SELURUH PELAMAR 1. TOLOK UKUR
NUMBER OF APPLICANT 2. PENYELEKSI
SR = -------------------------------------------
TOTAL SUMBER OF APPLICANT
3. PELAMAR
HIGH RATIO = 1 : 25
LOW RATIO = 1 : 2
2008/2009 31
32. PENILAIAN KINERJA
( PERFORMANCE APPRAISAL)
PENGERTIAN
PEGAWAI PERUSAHAAN
BEKERJA MENILAI
PRESTASI KERJA STANDAR PRESTASI
DIBANDINGKAN
HASILNYA
DI BAWAH STANDAR SESUAI STANDAR DI ATAS STANDAR
2008/2009 32
33. RUANGLINGKUP
PENILAIAN KINERJA
WHAT
WHAT
WHO
RUANG
LINGKUP WHY
HOW PENILAIAN
KINERJA
WHEN
WHERE
2008/2009 33
34. SIAPA
( WHO )
YANG DINILAI PENILAI
SEMUA PEGAWAI ATASAN LANGSUNG
ATASAN LAIN
REKAN KERJA
DIRI SENDIRI
BAWAHAN
MANAJER PERSONALIA
KONSULTAN
KOMBINASI DARI SEMUA
APA YANG
AKAN DINILAI
( WHAT )
OBYEK DIMENSI WAKTU SPESIFIKASI
MANUSIA PRESTASI SAAT INI SIFAT/KARAKTERISTIK
(CURRENT PERFOR- PERANGAI PRIBADI
MANCE) (PERSONAL TRAITS)
POTENSI PENGEM- * HASIL YANG DICAPAI
BANGAN ( FUTURE (PERFORMANCE RESULTS)
POTENSIAL )
2008/2009 34
35. MENGAPA MELAKUKAN
PENILIAI
( WHY )
1. MEMELIHARA POTENSI KERJA
2. MENINGKATKAN PRESTASI KERJA
3. MENENTUKAN KEBUTUHAN AKAN PELATIHAN
4. DASAR PENGEMBANGAN KARIR
5. DASAR PEMBERIAN DAN PENINGKATAN BALAS
JASA
6. MEMBANTU PROGRAM PENGADAAN TENAGA
KERJA
7. MEMBANTU MEKANISME UMPAN BALIK DAN
KOMUNIKASI
2008/2009 35
36. BILAMANA PENILAIAN DILAKUKAN ( WHEN )
FORMAL :
1. SETIAP TAHUN
2. SETIAP SEMESTER
3. SETIAP KUARTAL
INFORMAL :
1. SETIAP MINGGU
2. SETIAP HARI
3. SECARA TERUS MENERUS
DIMANA PENILAIAN DILAKUKAN (WHERE )
ON THE JOB APPRAISAL
1. KANTOR ATASAN
2. LOKASI KERJA
3. TEMPAT KHUSUS DALAM ORGANISASI
OFF THE JOB APPRAISAL :
1. KANTOR KONSULTAN
2. DALAM MASYARAKAT ATAU TEMPAT LAIN
DI LUAR ORGANISASI
2008/2009 36
37. BAGAIMANA PENILAIAN DILAKUKAN ( HOW )
METODE TRADISIONAL:
1. RATING SCALE :
* GRAFHIC SCALE
* MULTIPLE STEPS
* BEHAVIOR SCALE
2. EMPLOYEE COMPARISON :
* ALTERNATION BANKING MASALAH POTENSIAL
* FAIRED COMPARISON DALAM PENILAIAN
* FORCED DISTRIBUTION
3. CHEKLIST : 1. HALLO EFFECT
* WEIGHT CHECKLIST 2. LINENCY
* FORCED CHOISE 3. STRICTNESS
4. FRESSFORM ESSAY 4. CENTRAL TENDENCY
5. INTERVIEW 5. PERSONAL BIASE
6. CRITICAL INCIDENT
METODE MODERN :
1. ASSESSMENT CENTRE
2. MANAJEMEN BY OBJECTIVE (MBO)
3. HUMAN ASSET ACCOUNTING
2008/2009 37
38. KOMPESASI
KOMPESASI
DIBEDAKAN
DIBEDAKAN
DIRECT
DIRECT INDIRECT
COMPENSATION INDIRECT
COMPENSATION COMPENSATION
COMPENSATION
GAJI, UPAH, UPAH KESEJAHTERAAN
INSENTIF KARYAWAN
GAJI ADALAH BALAS JASA YANG DIBAYAR SECARA PERIODIK KEPADA
GAJI ADALAH BALAS JASA YANG DIBAYAR SECARA PERIODIK KEPADA
KARYAWAN TETAP SERTA MEMPUNYAI JAMINAN YANG PASTI
KARYAWAN TETAP SERTA MEMPUNYAI JAMINAN YANG PASTI
UPAH ADALAH BALAS JASA YANG DIBAYARKAN KEPADA PEKERJA
UPAH ADALAH BALAS JASA YANG DIBAYARKAN KEPADA PEKERJA
HARIAN DENGAN BERPEDOMAN ATAS PERJANJIAN YANG DISEPAKATI
HARIAN DENGAN BERPEDOMAN ATAS PERJANJIAN YANG DISEPAKATI
MEMBAYARNYA.
MEMBAYARNYA.
UPAH INSENTIF ADALAH TAMBAHAN BALAS JASA YANG DIBERIKAN
UPAH INSENTIF ADALAH TAMBAHAN BALAS JASA YANG DIBERIKAN
KEPADA KARYAWAN TERTENTU YANG PRESTASINYA DI ATAS STANDAR.
KEPADA KARYAWAN TERTENTU YANG PRESTASINYA DI ATAS STANDAR.
BENEFIT DAN SERVICE ADALAH KOMPENSASI TAMBAHAN YANG
BENEFIT DAN SERVICE ADALAH KOMPENSASI TAMBAHAN YANG
DIBERIKAN BERDASARKAN KEBIJAKSANAAN PERUSAHAAN TERHADAP
DIBERIKAN BERDASARKAN KEBIJAKSANAAN PERUSAHAAN TERHADAP
SEMUA
SEMUA KARYAWAN
KARYAWAN DALAM
DALAM USAHA
USAHA UNTUK
UNTUK MENINGKATKAN
MENINGKATKAN
KESEJAHTERAAN MEREKA.
KESEJAHTERAAN MEREKA.
2008/2009 39
39. PROGRAM KOMPENSASI
BERTUJUAN UNTUK KEPEN- HARUS DAPAT MENJAWAB PERTA-
BERTUJUAN UNTUK KEPEN- HARUS DAPAT MENJAWAB PERTA-
TINGAN PERUSAHAAN, KARYA- NYAAN APA YANG MENDORONG SESE-
TINGAN PERUSAHAAN, KARYA- NYAAN APA YANG MENDORONG SESE-
WAN, DAN PEMERINTAH ATAU ORANG ITU BEKERJA DAN MENGAPA
WAN, DAN PEMERINTAH ATAU ORANG ITU BEKERJA DAN MENGAPA
MASYARAKAT. ADA ORANG YANG BEKERJA KERAS,
MASYARAKAT. ADA ORANG YANG BEKERJA KERAS,
SEDANG ORANG LAIN BEKERJANYA
SEDANG ORANG LAIN BEKERJANYA
SEDANG-SEDANG
SEDANG-SEDANG
MOTIVASI KERJA
MOTIVASI KERJA
( (Peterson dan Plowman)
Peterson dan Plowman)
KEINGINAN
KEINGINAN KEBUTUHAN
KEBUTUHAN
11.THE DESIRE TO LIVE
. THE DESIRE TO LIVE 11.KEBUTUHAN FISIK
. KEBUTUHAN FISIK
22.THE DESIRE FOR POSESSION
. THE DESIRE FOR POSESSION 22.KEBUTUHAN SOSIAL. . .
. KEBUTUHAN SOSIAL.
33.THE DESIRE FOR POWER
. THE DESIRE FOR POWER 33.KEBUTUHAN EGOISTIK
. KEBUTUHAN EGOISTIK
44.THE DESIRE FOR RECOGNATION
. THE DESIRE FOR RECOGNATION
TERPUASKAN
TERPUASKAN
2008/2009 40