management chapter 11

ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

© 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc. All rights reserved.All rights reserved.

Human Resource Human Resource ManagementManagement

ChapterChapter

1111

© 2007 Prentice Hall, Inc. All rights reserved. 12–2

L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

Why Human Resources Is Important: Why Human Resources Is Important: The HRM ProcessThe HRM Process

• Explain how an organization’s human resources can be a Explain how an organization’s human resources can be a significant source of competitive advantage.significant source of competitive advantage.

• List eight activities necessary for staffing the organization List eight activities necessary for staffing the organization and sustaining high employee performance.and sustaining high employee performance.

• Discuss the environmental factors that most directly affect Discuss the environmental factors that most directly affect the HRM process.the HRM process.


L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

Human Resource Planning; Recruitment/ Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; TrainingDecruitment; Selection; Orientation; Training

• Contrast job analysis, job description, and job Contrast job analysis, job description, and job specification.specification.

• Discuss the major sources of potential job candidates.Discuss the major sources of potential job candidates.

• Describe the different selection devices and which work Describe the different selection devices and which work best for different jobs.best for different jobs.

• Tell what a realistic job preview is and why it’s important.Tell what a realistic job preview is and why it’s important.

• Explain why orientation is so important.Explain why orientation is so important.

• Describe the different types of training and how that Describe the different types of training and how that training can be provided.training can be provided.



Employee Performance Management; Employee Performance Management; Compensation/Benefits; Career DevelopmentCompensation/Benefits; Career Development

• Describe the different performance appraisal methods.Describe the different performance appraisal methods.

• Discuss the factors that influence employee Discuss the factors that influence employee compensation and benefits.compensation and benefits.

• Describe skill-based and variable pay systems.Describe skill-based and variable pay systems.

• Describe career development for today’s employees.Describe career development for today’s employees.

Current Issues in Human Resource ManagementCurrent Issues in Human Resource Management

• Explain how managers can manage downsizing.Explain how managers can manage downsizing.

• Discuss how managers can manage workforce diversity.Discuss how managers can manage workforce diversity.



Current Issues in Human Resource Management Current Issues in Human Resource Management (cont’d)(cont’d)

• Explain what sexual harassment is and what managers Explain what sexual harassment is and what managers need to know about it.need to know about it.

• Describe how organizations are dealing with work-life Describe how organizations are dealing with work-life balances.balances.


The Importance of Human Resource The Importance of Human Resource Management (HRM)Management (HRM)

• As a necessary part of the organizing function of As a necessary part of the organizing function of managementmanagement Selecting, training, and evaluating the work forceSelecting, training, and evaluating the work force

• As an important strategic toolAs an important strategic tool HRM helps establish an organization’s sustainable HRM helps establish an organization’s sustainable

competitive advantage.competitive advantage.

• Adds value to the firmAdds value to the firm High performance work practices lead to both high High performance work practices lead to both high

individual and high organizational performance.individual and high organizational performance.

Pentingnya Manajemen Sumber Daya Pentingnya Manajemen Sumber Daya Manusia (MSDM)Manusia (MSDM)• Sebagai bagian penting dari fungsi Sebagai bagian penting dari fungsi

pengorganisasian manajemen pengorganisasian manajemen Memilih, pelatihan, dan mengevaluasi tenaga kerja Memilih, pelatihan, dan mengevaluasi tenaga kerja

• Sebagai alat strategis yang penting Sebagai alat strategis yang penting HRM membantu membangun keunggulan kompetitif HRM membantu membangun keunggulan kompetitif

yang berkelanjutan organisasi. yang berkelanjutan organisasi.

• Menambah nilai perusahaan Menambah nilai perusahaan Praktek kerja Kinerja tinggi mengakibatkan baik Praktek kerja Kinerja tinggi mengakibatkan baik

individu tinggi dan kinerja organisasi yang tinggi.individu tinggi dan kinerja organisasi yang tinggi.



Exhibit 12–1Exhibit 12–1 Examples of High-Performance Work PracticesExamples of High-Performance Work Practices

• Self-managed teamsSelf-managed teams• Decentralized decision makingDecentralized decision making• Training programs to develop knowledge, skills, Training programs to develop knowledge, skills,

and abilitiesand abilities• Flexible job assignmentsFlexible job assignments• Open communicationOpen communication• Performance-based compensationPerformance-based compensation• Staffing based on person–job and person–Staffing based on person–job and person–

organization fitorganization fit

Source: Based on W. R. Evans and W. D. Davis, “High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure,” Journal of Management, October 2005, p. 760.

• Tim swakelola Tim swakelola • Pengambilan keputusan yang terdesentralisasi Pengambilan keputusan yang terdesentralisasi • Program pelatihan untuk mengembangkan Program pelatihan untuk mengembangkan

pengetahuan, keterampilan, dan kemampuan pengetahuan, keterampilan, dan kemampuan • Tugas pekerjaan yang fleksibel Tugas pekerjaan yang fleksibel • komunikasi yang terbuka komunikasi yang terbuka • Kompensasi berbasis kinerja Kompensasi berbasis kinerja • Staffing berdasarkan orang-job dan orang-Staffing berdasarkan orang-job dan orang-

organisasi fitorganisasi fit



The HRM ProcessThe HRM Process

• Functions of the HRM ProcessFunctions of the HRM Process Ensuring that competent employees are identified and Ensuring that competent employees are identified and

selected.selected. Providing employees with up-to-date knowledge and Providing employees with up-to-date knowledge and

skills to do their jobs.skills to do their jobs. Ensuring that the organization retains competent and Ensuring that the organization retains competent and

high-performing employees who are capable of high high-performing employees who are capable of high performance.performance.

Proses HRMProses HRM

• Fungsi Proses HRM Fungsi Proses HRM Memastikan bahwa karyawan yang kompeten Memastikan bahwa karyawan yang kompeten

diidentifikasi dan dipilih. diidentifikasi dan dipilih. Memberikan karyawan dengan pengetahuan dan Memberikan karyawan dengan pengetahuan dan

keterampilan untuk melakukan pekerjaan mereka up-keterampilan untuk melakukan pekerjaan mereka up-to-date. to-date.

Memastikan bahwa organisasi tetap kompeten dan Memastikan bahwa organisasi tetap kompeten dan berkinerja tinggi karyawan yang mampu kinerja tinggi.berkinerja tinggi karyawan yang mampu kinerja tinggi.



Exhibit 12–2Exhibit 12–2 Human Resource Management ProcessHuman Resource Management Process


Environmental Factors Affecting HRMEnvironmental Factors Affecting HRM

• Employee Labor UnionsEmployee Labor Unions Organizations that represent workers and seek to Organizations that represent workers and seek to

protect their interests through collective bargaining.protect their interests through collective bargaining. Collective bargaining agreementCollective bargaining agreement

– A contractual agreement between a firm and a union A contractual agreement between a firm and a union elected to represent a bargaining unit of employees of the elected to represent a bargaining unit of employees of the firm in bargaining for wage, hours, and working conditions.firm in bargaining for wage, hours, and working conditions.

• Governmental Laws and RegulationsGovernmental Laws and Regulations Limit managerial discretion in hiring, promoting, and Limit managerial discretion in hiring, promoting, and

discharging employees.discharging employees. Affirmative Action: the requirement that organizations take Affirmative Action: the requirement that organizations take

proactive steps to ensure the full participation of protected proactive steps to ensure the full participation of protected groups in its workforce.groups in its workforce.

Faktor Lingkungan yang Mempengaruhi Faktor Lingkungan yang Mempengaruhi HRMHRM• Serikat Buruh Karyawan Serikat Buruh Karyawan

Organisasi yang mewakili pekerja dan berusaha untuk Organisasi yang mewakili pekerja dan berusaha untuk melindungi kepentingan mereka melalui perundingan bersama. melindungi kepentingan mereka melalui perundingan bersama. Perjanjian kerja bersama Perjanjian kerja bersama

– Sebuah kesepakatan kontraktual antara perusahaan dan Sebuah kesepakatan kontraktual antara perusahaan dan serikat pekerja terpilih untuk mewakili unit tawar karyawan serikat pekerja terpilih untuk mewakili unit tawar karyawan perusahaan dalam perundingan untuk upah, jam, dan perusahaan dalam perundingan untuk upah, jam, dan kondisi kerja. kondisi kerja.

• Pemerintah Hukum dan Peraturan Pemerintah Hukum dan Peraturan Batasi kebijaksanaan manajerial dalam mempekerjakan, Batasi kebijaksanaan manajerial dalam mempekerjakan,

mempromosikan, dan pemakaian karyawan. mempromosikan, dan pemakaian karyawan. – Aksi afirmatif: persyaratan bahwa organisasi mengambil Aksi afirmatif: persyaratan bahwa organisasi mengambil

langkah-langkah proaktif untuk memastikan partisipasi langkah-langkah proaktif untuk memastikan partisipasi penuh dari kelompok yang dilindungi dalam tenaga penuh dari kelompok yang dilindungi dalam tenaga kerjanya.kerjanya.



Exhibit 12–3Exhibit 12–3 Major U.S. Federal Laws and Regulations Related to HRMMajor U.S. Federal Laws and Regulations Related to HRM

19631963 Equal Pay ActEqual Pay Act

19641964 Civil Rights Act, Title VII (amended in 1972) Civil Rights Act, Title VII (amended in 1972)

19671967 Age Discrimination in Employment Act Age Discrimination in Employment Act

19731973 Vocational Rehabilitation Act Vocational Rehabilitation Act

19741974 Privacy ActPrivacy Act

19781978 Mandatory Retirement ActMandatory Retirement Act

1986 1986 Immigration Reform and Control ActImmigration Reform and Control Act

1988 1988 Worker Adjustment and Retraining Notification Act Worker Adjustment and Retraining Notification Act

1990 1990 Americans with Disabilities ActAmericans with Disabilities Act

1991 1991 Civil Rights Act of 1991 Civil Rights Act of 1991

1993 1993 Family and Medical Leave Act of 1993Family and Medical Leave Act of 1993

1996 1996 Health Insurance Portability and Accountability Act of 1996Health Insurance Portability and Accountability Act of 1996

20032003 Fair and Accurate Credit Transactions ActFair and Accurate Credit Transactions Act

20042004 FairPay Overtime InitiativeFairPay Overtime Initiative

Exhibit 12-3 Mayor Hukum Federal AS Exhibit 12-3 Mayor Hukum Federal AS dan Peraturan Terkait HRMdan Peraturan Terkait HRM

– 1963 Equal Pay Act 1963 Equal Pay Act

– Hak Sipil tahun 1964 Act, Bab VII (diubah pada tahun 1972) Hak Sipil tahun 1964 Act, Bab VII (diubah pada tahun 1972)

– 1967 Age Diskriminasi dalam Undang-Undang Ketenagakerjaan 1967 Age Diskriminasi dalam Undang-Undang Ketenagakerjaan

– 1973 Vocational Rehabilitation Act 1973 Vocational Rehabilitation Act

– 1974 Privacy Act 1974 Privacy Act

– 1978 UU Pensiun Wajib 1978 UU Pensiun Wajib

– 1986 Reformasi Imigrasi dan Undang-undang Pengawasan 1986 Reformasi Imigrasi dan Undang-undang Pengawasan

– 1988 Penyesuaian Pekerja dan pelatihan ulang Pemberitahuan 1988 Penyesuaian Pekerja dan pelatihan ulang Pemberitahuan Act Act

– 1990 Amerika dengan Disabilities Act 1990 Amerika dengan Disabilities Act

– 1991 Civil Rights Act of 1991 1991 Civil Rights Act of 1991

– 1993 Keluarga dan Medical Leave Act of 1993 1993 Keluarga dan Medical Leave Act of 1993

– 1996 Asuransi Kesehatan Portabilitas dan Akuntabilitas Act of 1996 Asuransi Kesehatan Portabilitas dan Akuntabilitas Act of 1996 1996

– 2003 Adil dan Akurat Kredit Transaksi Act 2003 Adil dan Akurat Kredit Transaksi Act

– 2004 Initiative FairPay Lembur2004 Initiative FairPay Lembur



Managing Human ResourcesManaging Human Resources

• Human Resource (HR) PlanningHuman Resource (HR) Planning The process by which managers ensure that they The process by which managers ensure that they

have the right number and kinds of people in the right have the right number and kinds of people in the right places, and at the right times, who are capable of places, and at the right times, who are capable of effectively and efficiently performing their tasks.effectively and efficiently performing their tasks.

Helps avoid sudden talent shortages and surpluses.Helps avoid sudden talent shortages and surpluses.

Steps in HR planning:Steps in HR planning: Assessing current human resourcesAssessing current human resources

Assessing future needs for human resourcesAssessing future needs for human resources

Developing a program to meet those future needsDeveloping a program to meet those future needs

Mengelola Sumber Daya ManusiaMengelola Sumber Daya Manusia

• Sumber Daya Manusia (SDM) Perencanaan Sumber Daya Manusia (SDM) Perencanaan Proses di mana manajer memastikan bahwa mereka Proses di mana manajer memastikan bahwa mereka

memiliki jumlah yang tepat dan jenis orang di tempat memiliki jumlah yang tepat dan jenis orang di tempat yang tepat, dan pada waktu yang tepat, yang mampu yang tepat, dan pada waktu yang tepat, yang mampu secara efektif dan efisien melakukan tugas-tugas secara efektif dan efisien melakukan tugas-tugas mereka. mereka.

Membantu menghindari kekurangan bakat tiba-tiba dan Membantu menghindari kekurangan bakat tiba-tiba dan surplus. surplus.

Langkah-langkah dalam perencanaan SDM: Langkah-langkah dalam perencanaan SDM: – Menilai sumber daya manusia saat ini Menilai sumber daya manusia saat ini

– Menilai kebutuhan masa depan untuk sumber daya manusia Menilai kebutuhan masa depan untuk sumber daya manusia

– Mengembangkan program untuk memenuhi kebutuhan Mengembangkan program untuk memenuhi kebutuhan masa depanmasa depan



Current AssessmentCurrent Assessment

• Human Resource InventoryHuman Resource Inventory A review of the current make-up of the organization’s A review of the current make-up of the organization’s

current resource statuscurrent resource status

Job AnalysisJob Analysis An assessment that defines a job and the behaviors An assessment that defines a job and the behaviors

necessary to perform the jobnecessary to perform the job

– Knowledge, skills, and abilities (KSAs)Knowledge, skills, and abilities (KSAs)

Requires conducting interviews, engaging in direct Requires conducting interviews, engaging in direct observation, and collecting the self-reports of employees and observation, and collecting the self-reports of employees and their managers.their managers.

Penilaian saat iniPenilaian saat ini

• Inventarisasi Sumber Daya Manusia Inventarisasi Sumber Daya Manusia Sebuah tinjauan dari arus make-up status sumber Sebuah tinjauan dari arus make-up status sumber

daya organisasi saat ini daya organisasi saat ini job Analysis job Analysis

Penilaian yang mendefinisikan pekerjaan dan perilaku yang Penilaian yang mendefinisikan pekerjaan dan perilaku yang diperlukan untuk melakukan pekerjaan diperlukan untuk melakukan pekerjaan – Pengetahuan, keterampilan, dan kemampuan Pengetahuan, keterampilan, dan kemampuan

(pemenuhan persyaratan) (pemenuhan persyaratan) Diperlukan melakukan wawancara, terlibat dalam observasi Diperlukan melakukan wawancara, terlibat dalam observasi

langsung, dan mengumpulkan laporan diri dari karyawan dan langsung, dan mengumpulkan laporan diri dari karyawan dan manajer mereka.manajer mereka.



Current Assessment (cont’d)Current Assessment (cont’d)

• Job DescriptionJob Description A written statement of what the job holder does, how A written statement of what the job holder does, how

it is done, and why it is done.it is done, and why it is done.

• Job SpecificationJob Specification A written statement of the minimum qualifications that A written statement of the minimum qualifications that

a person must possess to perform a given job a person must possess to perform a given job successfully.successfully.

• job Description job Description Sebuah pernyataan tertulis dari pemegang pekerjaan Sebuah pernyataan tertulis dari pemegang pekerjaan

apa tidak, bagaimana hal itu dilakukan, dan mengapa apa tidak, bagaimana hal itu dilakukan, dan mengapa hal itu dilakukan. hal itu dilakukan.

• job Spesifikasi job Spesifikasi Sebuah pernyataan tertulis dari kualifikasi minimum Sebuah pernyataan tertulis dari kualifikasi minimum

bahwa seseorang harus memiliki untuk melakukan bahwa seseorang harus memiliki untuk melakukan pekerjaan yang diberikan berhasil.pekerjaan yang diberikan berhasil.



Meeting Future Human Resource NeedsMeeting Future Human Resource Needs

Supply of Employees Demand for Employees

Factors Affecting Staffing

Strategic Goals

Forecast demand for products and services

Availability of knowledge, skills, and abilities

Memenuhi Kebutuhan Masa Depan Memenuhi Kebutuhan Masa Depan Sumber Daya ManusiaSumber Daya ManusiaFaktor yang Mempengaruhi Staffing Faktor yang Mempengaruhi Staffing

Tujuan Strategis Tujuan Strategis

Perkiraan permintaan untuk produk dan jasa Perkiraan permintaan untuk produk dan jasa

Ketersediaan pengetahuan, keterampilan, dan Ketersediaan pengetahuan, keterampilan, dan kemampuankemampuan



Recruitment and DecruitmentRecruitment and Decruitment

• RecruitmentRecruitment The process of locating, identifying, and attracting The process of locating, identifying, and attracting

capable applicants to an organizationcapable applicants to an organization

• DecruitmentDecruitment The process of reducing a surplus of employees in The process of reducing a surplus of employees in

the workforce of an organizationthe workforce of an organization

• E-recruitingE-recruiting Recruitment of employees through the InternetRecruitment of employees through the Internet

Organizational web sitesOrganizational web sites Online recruitersOnline recruiters

Rekrutmen dan DerecruitmentRekrutmen dan Derecruitment

• pengerahan pengerahan Proses mencari, mengidentifikasi, dan menarik Proses mencari, mengidentifikasi, dan menarik

pelamar mampu organisasi pelamar mampu organisasi

• Decruitment Decruitment Proses mengurangi surplus karyawan dalam Proses mengurangi surplus karyawan dalam

angkatan kerja organisasi angkatan kerja organisasi

• E-merekrut E-merekrut Perekrutan karyawan melalui Internet Perekrutan karyawan melalui Internet

Situs web organisasi Situs web organisasi perekrut onlineperekrut online



Exhibit 12–4Exhibit 12–4 Major Sources of Potential Job CandidatesMajor Sources of Potential Job Candidates


Exhibit 12–5Exhibit 12–5 Decruitment OptionsDecruitment Options


SelectionSelection

• Selection ProcessSelection Process The process of screening job applicants to ensure The process of screening job applicants to ensure

that the most appropriate candidates are hired.that the most appropriate candidates are hired.

• What is Selection?What is Selection? An exercise in predicting which applicants, if hired, An exercise in predicting which applicants, if hired,

will be (or will not be) successful in performing well on will be (or will not be) successful in performing well on the criteria the organization uses to evaluate the criteria the organization uses to evaluate performance.performance.

Selection errors:Selection errors: Reject errors for potentially successful applicantsReject errors for potentially successful applicants Accept errors for ultimately poor performersAccept errors for ultimately poor performers

SelectionSelection

• Proses Seleksi Proses Seleksi Proses penyaringan pelamar kerja untuk memastikan Proses penyaringan pelamar kerja untuk memastikan

bahwa calon yang paling tepat dipekerjakan. bahwa calon yang paling tepat dipekerjakan.

• Apa Selection? Apa Selection? Sebuah latihan dalam memprediksi yang pelamar, Sebuah latihan dalam memprediksi yang pelamar,

jika disewa, akan (atau tidak akan) berhasil jika disewa, akan (atau tidak akan) berhasil melakukan dengan baik pada kriteria organisasi melakukan dengan baik pada kriteria organisasi digunakan untuk mengevaluasi kinerja. digunakan untuk mengevaluasi kinerja.

Kesalahan Seleksi: Kesalahan Seleksi: Tolak kesalahan bagi pelamar yang berpotensi sukses Tolak kesalahan bagi pelamar yang berpotensi sukses Kesalahan diterima untuk pemain akhirnya miskinKesalahan diterima untuk pemain akhirnya miskin



Exhibit 12–6Exhibit 12–6 Selection Decision OutcomesSelection Decision Outcomes


Validity and ReliabilityValidity and Reliability

• Validity (of Prediction)Validity (of Prediction) A proven relationship between the selection device A proven relationship between the selection device

used and some relevant criterion for successful used and some relevant criterion for successful performance in an organization.performance in an organization. High tests scores equate to high job performance; low scores High tests scores equate to high job performance; low scores

to poor performance.to poor performance.

• Reliability (of Prediction)Reliability (of Prediction) The degree of consistency with which a selection The degree of consistency with which a selection

device measures the same thing.device measures the same thing. Individual test scores obtained with a selection device are Individual test scores obtained with a selection device are

consistent over multiple testing instances.consistent over multiple testing instances.

Validitas dan ReliabilitasValiditas dan Reliabilitas

• Validitas (dari Prediksi) Validitas (dari Prediksi) Hubungan terbukti antara perangkat seleksi yang Hubungan terbukti antara perangkat seleksi yang

digunakan dan beberapa kriteria yang relevan untuk digunakan dan beberapa kriteria yang relevan untuk kinerja yang sukses dalam suatu organisasi. kinerja yang sukses dalam suatu organisasi. Skor tes yang tinggi sama dengan prestasi kerja yang tinggi; Skor tes yang tinggi sama dengan prestasi kerja yang tinggi;

skor rendah untuk kinerja yang buruk. skor rendah untuk kinerja yang buruk.

• Keandalan (dari Prediksi) Keandalan (dari Prediksi) Tingkat konsistensi dengan mana perangkat seleksi Tingkat konsistensi dengan mana perangkat seleksi

mengukur hal yang sama. mengukur hal yang sama. Skor tes individu diperoleh dengan perangkat seleksi yang Skor tes individu diperoleh dengan perangkat seleksi yang

konsisten selama beberapa contoh pengujian.konsisten selama beberapa contoh pengujian.



Exhibit 12–7Exhibit 12–7 Selection DevicesSelection Devices

• Application FormsApplication Forms• Written TestsWritten Tests• Performance SimulationsPerformance Simulations• InterviewsInterviews• Background InvestigationsBackground Investigations• Physical examinationsPhysical examinations

• Formulir Aplikasi Formulir Aplikasi • Tes tertulis Tes tertulis • Simulasi kinerja Simulasi kinerja • wawancara wawancara • Investigasi latar Belakang Investigasi latar Belakang • pemeriksaan fisikpemeriksaan fisik



Written TestsWritten Tests

• Types of TestsTypes of Tests Intelligence: how smart are you?Intelligence: how smart are you? Aptitude: can you learn to do it?Aptitude: can you learn to do it? Attitude: how do you feel about it?Attitude: how do you feel about it? Ability: can you do it now?Ability: can you do it now? Interest: do you want to do it?Interest: do you want to do it?

• Legal Challenges to TestsLegal Challenges to Tests Lack of job-relatedness of test items or interview Lack of job-relatedness of test items or interview

questions to job requirementsquestions to job requirements Discrimination in equal employment opportunity Discrimination in equal employment opportunity

against members of protected classesagainst members of protected classes

Tes tertulisTes tertulis

• Jenis Pengujian Jenis Pengujian Intelijen: seberapa pintar Anda? Intelijen: seberapa pintar Anda? Aptitude: dapat Anda belajar untuk melakukannya? Aptitude: dapat Anda belajar untuk melakukannya? Sikap: bagaimana perasaan Anda tentang hal itu? Sikap: bagaimana perasaan Anda tentang hal itu? Kemampuan: Anda bisa melakukannya sekarang? Kemampuan: Anda bisa melakukannya sekarang? Bunga: apakah Anda ingin melakukannya? Bunga: apakah Anda ingin melakukannya?

• Tantangan Hukum untuk Tes Tantangan Hukum untuk Tes Kurangnya pekerjaan-keterkaitan item tes atau Kurangnya pekerjaan-keterkaitan item tes atau

pertanyaan wawancara dengan persyaratan pertanyaan wawancara dengan persyaratan pekerjaan pekerjaan

Diskriminasi dalam kesempatan kerja yang sama Diskriminasi dalam kesempatan kerja yang sama terhadap anggota kelas dilindungiterhadap anggota kelas dilindungi



Performance Simulation TestsPerformance Simulation Tests

• Testing an applicant’s ability to perform actual Testing an applicant’s ability to perform actual job behaviors, use required skills, and job behaviors, use required skills, and demonstrate specific knowledge of the job.demonstrate specific knowledge of the job. Work samplingWork sampling

Requiring applicants to actually perform a task or set of tasks Requiring applicants to actually perform a task or set of tasks that are central to successful job performance.that are central to successful job performance.

Assessment centersAssessment centers Dedicated facilities in which job candidates undergo a series Dedicated facilities in which job candidates undergo a series

of performance simulation tests to evaluate their managerial of performance simulation tests to evaluate their managerial potential.potential.

Kinerja Simulasi TesKinerja Simulasi Tes

• Pengujian kemampuan pemohon untuk Pengujian kemampuan pemohon untuk melakukan perilaku pekerjaan yang sebenarnya, melakukan perilaku pekerjaan yang sebenarnya, menggunakan keterampilan yang dibutuhkan, menggunakan keterampilan yang dibutuhkan, dan menunjukkan pengetahuan khusus dari dan menunjukkan pengetahuan khusus dari pekerjaan. pekerjaan. work sampling work sampling

Mewajibkan pelamar untuk benar-benar melakukan tugas Mewajibkan pelamar untuk benar-benar melakukan tugas atau set tugas yang penting bagi kinerja yang sukses. atau set tugas yang penting bagi kinerja yang sukses.

pusat penilaian pusat penilaian Fasilitas khusus di mana calon karyawan menjalani Fasilitas khusus di mana calon karyawan menjalani

serangkaian tes simulasi kinerja untuk mengevaluasi potensi serangkaian tes simulasi kinerja untuk mengevaluasi potensi manajerial mereka.manajerial mereka.



Other Selection ApproachesOther Selection Approaches

• InterviewsInterviews Although used almost universally, managers need to Although used almost universally, managers need to

approach interviews carefully.approach interviews carefully.

• Background InvestigationsBackground Investigations Verification of application dataVerification of application data Reference checks:Reference checks:

Lack validity because self-selection of references ensures Lack validity because self-selection of references ensures only positive outcomes.only positive outcomes.

• Physical ExaminationsPhysical Examinations Useful for physical requirements and for insurance Useful for physical requirements and for insurance

purposes related to pre-existing conditions.purposes related to pre-existing conditions.

Pendekatan Seleksi LainnyaPendekatan Seleksi Lainnya

• wawancara wawancara Meskipun digunakan hampir secara universal, manajer Meskipun digunakan hampir secara universal, manajer

perlu pendekatan wawancara dengan hati-hati. perlu pendekatan wawancara dengan hati-hati.

• Investigasi latar Belakang Investigasi latar Belakang Verifikasi data aplikasi Verifikasi data aplikasi Pemeriksaan referensi: Pemeriksaan referensi:

Kurangnya validitas karena diri-seleksi referensi hanya Kurangnya validitas karena diri-seleksi referensi hanya memastikan hasil positif. memastikan hasil positif.

• Pemeriksaan fisik Pemeriksaan fisik Berguna untuk persyaratan fisik dan untuk tujuan Berguna untuk persyaratan fisik dan untuk tujuan

asuransi yang berkaitan dengan kondisi yang sudah asuransi yang berkaitan dengan kondisi yang sudah ada.ada.



Exhibit 12–8Exhibit 12–8 Suggestions for InterviewingSuggestions for Interviewing

1.1. Structure a Structure a fixed set of questionsfixed set of questions for all applicants. for all applicants.

2.2. Have Have detailed informationdetailed information about the jobabout the job for which applicants for which applicants are interviewing.are interviewing.

3.3. Minimize any prior knowledgeMinimize any prior knowledge of applicants’ background, of applicants’ background, experience, interests, test scores, or other characteristics.experience, interests, test scores, or other characteristics.

4.4. Ask behavioral questionsAsk behavioral questions that require applicants to give that require applicants to give detailed accounts of actual job behaviors.detailed accounts of actual job behaviors.

5.5. Use a Use a standardized evaluation formstandardized evaluation form..

6.6. Take notesTake notes during the interview. during the interview.

7.7. Avoid short interviewsAvoid short interviews that encourage premature decision that encourage premature decision making.making.

Source: Based on D.A. DeCenzo and S.P. Robbins, Human Resource Management, 7th ed. (New York Wiley: 2002, p. 200)

Saran untuk WawancaraSaran untuk Wawancara• Struktur satu set tetap pertanyaan untuk semua pelamar. Struktur satu set tetap pertanyaan untuk semua pelamar. • Memiliki informasi rinci tentang pekerjaan yang aplikasi Memiliki informasi rinci tentang pekerjaan yang aplikasi

wawancara. wawancara. • Minimalkan pengetahuan sebelumnya latar belakang Minimalkan pengetahuan sebelumnya latar belakang

pelamar, pengalaman, kepentingan, nilai tes, atau pelamar, pengalaman, kepentingan, nilai tes, atau karakteristik lainnya. karakteristik lainnya.

• Ajukan pertanyaan perilaku yang membutuhkan pelamar Ajukan pertanyaan perilaku yang membutuhkan pelamar untuk memberikan rekening rinci perilaku pekerjaan yang untuk memberikan rekening rinci perilaku pekerjaan yang sebenarnya. sebenarnya.

• Gunakan formulir evaluasi standar. Gunakan formulir evaluasi standar. • Mencatat selama wawancara. Mencatat selama wawancara. • Hindari wawancara singkat yang mendorong pengambilan Hindari wawancara singkat yang mendorong pengambilan

keputusan prematur.keputusan prematur.



Exhibit 12–9Exhibit 12–9 Examples of “Can’t Ask and Can Ask” Interview Questions Examples of “Can’t Ask and Can Ask” Interview Questions for Managers*for Managers*

Can’t AskCan’t Ask

• What’s your birth date? What’s your birth date? or How old are you?or How old are you?

• What’s your marital What’s your marital status? or Do you plan status? or Do you plan to have a family?to have a family?

• What’s your native What’s your native language?language?

• Have you ever been Have you ever been arrested?arrested?

Can AskCan Ask

• Are you over 18?Are you over 18?

• Would you relocate?Would you relocate?

• Are you authorized to Are you authorized to work in the United work in the United States?States?

• Have you ever been Have you ever been convicted of [fill in the convicted of [fill in the blank]?—The crime must blank]?—The crime must be reasonably related to be reasonably related to the performance of the the performance of the job.job.

* Note: Managers should be aware that there are numerous other “can and can’t ask” questions. Be sure to always check with your HR department for specific guidance.

• Tidak bisa Tanyakan Tidak bisa Tanyakan Apa tanggal lahir Apa tanggal lahir

Anda? atau Berapa Anda? atau Berapa umurmu? umurmu?

Apa status perkawinan Apa status perkawinan Anda? atau Apakah Anda? atau Apakah Anda berencana untuk Anda berencana untuk memiliki keluarga? memiliki keluarga?

Apa bahasa asli Anda? Apa bahasa asli Anda? Pernahkah Anda Pernahkah Anda

ditahan?ditahan?

• dapat Ask dapat Ask Apakah Anda lebih dari Apakah Anda lebih dari

18? 18? Apakah Anda pindah? Apakah Anda pindah? Apakah Anda berwenang Apakah Anda berwenang

untuk bekerja di Amerika untuk bekerja di Amerika Serikat? Serikat?

Apakah Anda pernah Apakah Anda pernah dihukum karena [mengisi dihukum karena [mengisi kosong]?-Kejahatan kosong]?-Kejahatan harus cukup terkait harus cukup terkait dengan kinerja dengan kinerja pekerjaan.pekerjaan.



Exhibit 12–10Exhibit 12–10 Quality of Selection Devices as PredictorsQuality of Selection Devices as Predictors


Other Selection Approaches (cont’d)Other Selection Approaches (cont’d)

• Realistic Job Preview (RJP)Realistic Job Preview (RJP) The process of relating to an applicant both the The process of relating to an applicant both the

positive and the negative aspects of the job.positive and the negative aspects of the job. Encourages mismatched applicants to withdraw.Encourages mismatched applicants to withdraw. Aligns successful applicants’ expectations with actual job Aligns successful applicants’ expectations with actual job

conditions; reducing turnover.conditions; reducing turnover.

• Realistic Job Preview (RJP) Realistic Job Preview (RJP) Proses yang berkaitan dengan pemohon baik positif Proses yang berkaitan dengan pemohon baik positif

dan aspek negatif dari pekerjaan. dan aspek negatif dari pekerjaan. Mendorong pelamar cocok untuk mundur. Mendorong pelamar cocok untuk mundur. Harapan pemohon yang berhasil selaras 'dengan kondisi Harapan pemohon yang berhasil selaras 'dengan kondisi

pekerjaan yang sebenarnya; mengurangi omset.pekerjaan yang sebenarnya; mengurangi omset.



OrientationOrientation

• Transitioning a new employee into the Transitioning a new employee into the organization.organization. Work-unit orientationWork-unit orientation

Familiarizes new employee with work-unit goalsFamiliarizes new employee with work-unit goals

Clarifies how his or her job contributes to unit goalsClarifies how his or her job contributes to unit goals

Introduces he or she to his or her coworkersIntroduces he or she to his or her coworkers

Organization orientationOrganization orientation Informs new employee about the organization’s objectives, Informs new employee about the organization’s objectives,

history, philosophy, procedures, and rules.history, philosophy, procedures, and rules.

Includes a tour of the entire facilityIncludes a tour of the entire facility

OrientationOrientation

• Transisi karyawan baru ke dalam organisasi. Transisi karyawan baru ke dalam organisasi. Orientasi kerja unit Orientasi kerja unit

Membiasakan karyawan baru dengan tujuan unit kerja Membiasakan karyawan baru dengan tujuan unit kerja Menjelaskan bagaimana pekerjaannya memberikan Menjelaskan bagaimana pekerjaannya memberikan

kontribusi untuk tujuan unit kontribusi untuk tujuan unit Memperkenalkan dia untuk nya rekan kerja Memperkenalkan dia untuk nya rekan kerja

orientasi organisasi orientasi organisasi Menginformasikan karyawan baru tentang tujuan organisasi, Menginformasikan karyawan baru tentang tujuan organisasi,

sejarah, filsafat, prosedur, dan aturan. sejarah, filsafat, prosedur, dan aturan. Termasuk tur seluruh fasilitasTermasuk tur seluruh fasilitas



Exhibit 12–11Exhibit 12–11 Types of TrainingTypes of Training

TypeType IncludesIncludes

GeneralGeneral Communication skills, computer systems application Communication skills, computer systems application and programming, customer service, executive and programming, customer service, executive development, management skills and development, development, management skills and development, personal growth, sales, supervisory skills, and personal growth, sales, supervisory skills, and technological skills and knowledgetechnological skills and knowledge

SpecificSpecific Basic life/work skills, creativity, customer education, Basic life/work skills, creativity, customer education, diversity/cultural awareness, remedial writing, managing diversity/cultural awareness, remedial writing, managing change, leadership, product knowledge, public change, leadership, product knowledge, public speaking/presentation skills, safety, ethics, sexual speaking/presentation skills, safety, ethics, sexual harassment, team building, wellness, and others harassment, team building, wellness, and others

Source: Based on “2005 Industry Report—Types of Training,” Training, December 2005, p. 22.


Exhibit 12–12Exhibit 12–12 Employee Training MethodsEmployee Training Methods

• Traditional Traditional Training MethodsTraining Methods

On-the-jobOn-the-job

Job rotationJob rotation

Mentoring and coachingMentoring and coaching

Experiential exercisesExperiential exercises

Workbooks/manualsWorkbooks/manuals

Classroom lectures Classroom lectures

• Technology-Based Technology-Based Training MethodsTraining Methods

CD-ROM/DVD/videotapes/ CD-ROM/DVD/videotapes/ audiotapesaudiotapes

Videoconferencing/ Videoconferencing/ teleconferencing/teleconferencing/satellite TVsatellite TV

E-learningE-learning

• Tradisional Metode Tradisional Metode Pelatihan? Pelatihan? On-the-job On-the-job rotasi pekerjaan rotasi pekerjaan Mentoring dan Mentoring dan

coaching coaching latihan Experiential latihan Experiential Buku Kerja / manual Buku Kerja / manual kelas kuliahkelas kuliah

• Teknologi Berbasis Teknologi Berbasis Metode Pelatihan Metode Pelatihan Kaset Kaset

CD-ROM/DVD/video / CD-ROM/DVD/video / kaset kaset

Video Conferencing / Video Conferencing / telekonferensi /? TV telekonferensi /? TV satelit satelit

E-learningE-learning



Employee Performance ManagementEmployee Performance Management

• Performance Management SystemPerformance Management System A process of establishing performance standards and A process of establishing performance standards and

appraising employee performance in order to arrive at appraising employee performance in order to arrive at objective HR decisions and to provide documentation objective HR decisions and to provide documentation in support of those decisions.in support of those decisions.

Manajemen Kinerja KaryawanManajemen Kinerja Karyawan

• Sistem Manajemen Kinerja Sistem Manajemen Kinerja Suatu proses menetapkan standar kinerja dan Suatu proses menetapkan standar kinerja dan

penilaian kinerja karyawan dalam rangka untuk penilaian kinerja karyawan dalam rangka untuk sampai pada keputusan HR objektif dan untuk sampai pada keputusan HR objektif dan untuk menyediakan dokumentasi untuk mendukung menyediakan dokumentasi untuk mendukung keputusan tersebut.keputusan tersebut.



Exhibit 12–13 Advantages and Disadvantages of Performance Appraisal MethodsExhibit 12–13 Advantages and Disadvantages of Performance Appraisal Methods

MethodMethod AdvantageAdvantage DisadvantageDisadvantage

Written Written essaysessays

Simple to useSimple to use More a measure of evaluator’s writing More a measure of evaluator’s writing ability than of employee’s actual ability than of employee’s actual performanceperformance

Critical Critical incidentsincidents

Rich examples; behaviorally Rich examples; behaviorally basedbased

Time-consuming; lack quantificationTime-consuming; lack quantification

Graphic Graphic rating scalesrating scales

Provide quantitative data; Provide quantitative data; less time-consuming than less time-consuming than othersothers

Do not provide depth of job behavior Do not provide depth of job behavior assessedassessed

BARSBARS Focus on specific and Focus on specific and measurable job behaviorsmeasurable job behaviors

Time-consuming; difficult to developTime-consuming; difficult to develop

Multiperson Multiperson comparisonscomparisons

Compares employees with Compares employees with one anotherone another

Unwieldy with large number of Unwieldy with large number of employees; legal concernsemployees; legal concerns

MBOMBO Focuses on end goals; Focuses on end goals; results orientedresults oriented

Time-consumingTime-consuming

360-degree 360-degree appraisalsappraisals

ThoroughThorough Time-consumingTime-consuming


Compensation and BenefitsCompensation and Benefits

• Benefits of a Fair, Effective, and Appropriate Benefits of a Fair, Effective, and Appropriate Compensation SystemCompensation System Helps attract and retain high-performance employeesHelps attract and retain high-performance employees

Impacts on the strategic performance of the firmImpacts on the strategic performance of the firm

• Types of CompensationTypes of Compensation Base wage or salaryBase wage or salary

Wage and salary add-onsWage and salary add-ons

Incentive paymentsIncentive payments

Skill-based paySkill-based pay

Variable payVariable pay

Kompensasi dan ManfaatKompensasi dan Manfaat

• Manfaat dari Adil, Efektif, dan tepat Sistem Manfaat dari Adil, Efektif, dan tepat Sistem Kompensasi Kompensasi Membantu menarik dan mempertahankan karyawan Membantu menarik dan mempertahankan karyawan

berkinerja tinggi berkinerja tinggi Dampak terhadap kinerja strategis perusahaan Dampak terhadap kinerja strategis perusahaan

• Jenis Kompensasi Jenis Kompensasi Dasar upah atau gaji Dasar upah atau gaji Upah dan gaji addons Upah dan gaji addons pembayaran insentif pembayaran insentif Berbasis keterampilan membayar Berbasis keterampilan membayar membayar variabelmembayar variabel



Exhibit 12–14Exhibit 12–14 Factors That Influence Compensation and BenefitsFactors That Influence Compensation and Benefits

Sources: Based on R.I. Henderson, Compensation Management, 6th ed. (Upper Saddle River, NJ: Prentice Hall, 1994), pp. 3–24; and A. Murray, “Mom, Apple Pie, and Small Business,” Wall Street Journal, August 15, 1994, p. A1


Career DevelopmentCareer Development

• Career DefinedCareer Defined The sequence of positions held by a person during The sequence of positions held by a person during

his or her lifetime.his or her lifetime. The Way It WasThe Way It Was

Career DevelopmentCareer Development– Provided for information, assessment, and trainingProvided for information, assessment, and training– Helped attract and retain highly talented peopleHelped attract and retain highly talented people

NowNow– Individuals—not the organization—are responsible for Individuals—not the organization—are responsible for

designing, guiding, and developing their own careers.designing, guiding, and developing their own careers.

Boundaryless CareerBoundaryless Career A career in which individuals, not organizations, define career A career in which individuals, not organizations, define career

progression and organizational loyaltyprogression and organizational loyalty

Pengembangan karirPengembangan karir

• karir Ditetapkan karir Ditetapkan Urutan posisi dipegang oleh seseorang selama seumur Urutan posisi dipegang oleh seseorang selama seumur

hidup nya. hidup nya. The Way It Was The Way It Was

Pengembangan karir Pengembangan karir – Disediakan untuk informasi, pengkajian dan pelatihan Disediakan untuk informasi, pengkajian dan pelatihan – Membantu menarik dan mempertahankan orang-orang yang Membantu menarik dan mempertahankan orang-orang yang

sangat berbakat sangat berbakat sekarang sekarang

– Individu-bukan organisasi bertanggung jawab untuk merancang, Individu-bukan organisasi bertanggung jawab untuk merancang, membangun, dan mengembangkan karir mereka sendiri. membangun, dan mengembangkan karir mereka sendiri.

Berpembatas Karir Berpembatas Karir Sebuah karir di mana individu-individu, bukan organisasi, Sebuah karir di mana individu-individu, bukan organisasi,

menentukan kemajuan karir dan loyalitas organisasimenentukan kemajuan karir dan loyalitas organisasi

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Exhibit 12–15Exhibit 12–15 What College Graduates Want From JobsWhat College Graduates Want From Jobs

Top Factors for U.S. Top Factors for U.S. StudentsStudents

Work–life balance Work–life balance Annual base salaryAnnual base salary Job stability and securityJob stability and security Recognition for a job done Recognition for a job done

wellwell Increasingly challenging Increasingly challenging

taskstasks Rotational programsRotational programs

Top Factors for U.K. Top Factors for U.K. StudentsStudents

International career International career opportunitiesopportunities

Flexible working hoursFlexible working hours Variety of assignmentsVariety of assignments Paid overtimePaid overtime

Sources: Based on S. Shellenbarger, “Avoiding the Next Enron: Today’s Crop of Soon-to-Be Grads Seeks Job Security,” Wall Street Journal Online, February 16, 2006; “MBAs Eye Financial Services and Management Consulting,” HRMarketer.com, June 7, 2005; and J. Boone, “Students Set Tighter Terms for Work,” FinancialTimes.com, May 21, 2005.

• Top Faktor untuk Top Faktor untuk Siswa AS Siswa AS Keseimbangan hidup Keseimbangan hidup

dan kerja dan kerja Gaji pokok tahunan Gaji pokok tahunan Stabilitas pekerjaan dan Stabilitas pekerjaan dan

keamanan keamanan Pengakuan untuk Pengakuan untuk

pekerjaan dilakukan pekerjaan dilakukan dengan baik dengan baik

Tugas semakin Tugas semakin menantang menantang

program rotasiprogram rotasi

• Top Faktor untuk Top Faktor untuk Siswa U.K. Siswa U.K. Kesempatan karir Kesempatan karir

internasional internasional Jam kerja yang Jam kerja yang

fleksibel fleksibel Berbagai tugas Berbagai tugas dibayar lemburdibayar lembur



Exhibit 12–16Exhibit 12–16Some Suggestions Some Suggestions for a Successful for a Successful Management CareerManagement Career


Current Issues in HRMCurrent Issues in HRM

• Managing DownsizingManaging Downsizing The planned elimination of jobs in an organizationThe planned elimination of jobs in an organization

Provide open and honest communication.Provide open and honest communication. Provide assistance to employees being downsized.Provide assistance to employees being downsized. Reassure and counseling to surviving employees.Reassure and counseling to surviving employees.

• Managing Work Force DiversityManaging Work Force Diversity Widen the recruitment net for diversityWiden the recruitment net for diversity Ensure selection without discriminationEnsure selection without discrimination Provide orientation and training that is effectiveProvide orientation and training that is effective

Lancar Isu dalam HRMLancar Isu dalam HRM

• mengelola Perampingan mengelola Perampingan Penghapusan yang direncanakan pekerjaan dalam Penghapusan yang direncanakan pekerjaan dalam

sebuah organisasi sebuah organisasi Menyediakan komunikasi yang terbuka dan jujur . Menyediakan komunikasi yang terbuka dan jujur . Memberikan bantuan kepada karyawan yang dirampingkan. Memberikan bantuan kepada karyawan yang dirampingkan. Yakinkan dan konseling untuk bertahan karyawan. Yakinkan dan konseling untuk bertahan karyawan.

Mengelola Keanekaragaman Angkatan Kerja Mengelola Keanekaragaman Angkatan Kerja Memperluas jaringan rekrutmen untuk keragaman Memperluas jaringan rekrutmen untuk keragaman Pastikan pilihan tanpa diskriminasi Pastikan pilihan tanpa diskriminasi Memberikan orientasi dan pelatihan yang efektifMemberikan orientasi dan pelatihan yang efektif



Current Issues in HRM (cont’d)Current Issues in HRM (cont’d)

• Sexual HarassmentSexual Harassment An unwanted activity of a sexual nature that affects An unwanted activity of a sexual nature that affects

an individual’s employment.an individual’s employment. Unwanted sexual advances, requests for sexual favors, and Unwanted sexual advances, requests for sexual favors, and

other verbal or physical conduct of a sexual nature when other verbal or physical conduct of a sexual nature when submission or rejection of this conduct explicitly or implicitly submission or rejection of this conduct explicitly or implicitly affects an individual’s employment.affects an individual’s employment.

An offensive or hostile environmentAn offensive or hostile environment An environment in which a person is affected by elements of An environment in which a person is affected by elements of

a sexual nature.a sexual nature.

• Workplace RomancesWorkplace Romances Potential liability for harassmentPotential liability for harassment

• Pelecehan Seksual Pelecehan Seksual Suatu kegiatan yang tidak diinginkan yang bersifat Suatu kegiatan yang tidak diinginkan yang bersifat

seksual yang mempengaruhi kerja individu. seksual yang mempengaruhi kerja individu. Kemajuan seksual yang tidak diinginkan, permintaan untuk Kemajuan seksual yang tidak diinginkan, permintaan untuk

melayani seks, dan perilaku lisan atau fisik lainnya yang melayani seks, dan perilaku lisan atau fisik lainnya yang bersifat seksual saat penyerahan atau penolakan perilaku ini bersifat seksual saat penyerahan atau penolakan perilaku ini secara eksplisit maupun implisit mempengaruhi kerja secara eksplisit maupun implisit mempengaruhi kerja individu. individu.

Lingkungan menyinggung atau bermusuhan Lingkungan menyinggung atau bermusuhan Lingkungan di mana seseorang dipengaruhi oleh unsur-unsur Lingkungan di mana seseorang dipengaruhi oleh unsur-unsur

yang bersifat seksual. yang bersifat seksual.

• Workplace Romances Workplace Romances Kewajiban Potensi pelecehanKewajiban Potensi pelecehan




• Work-Life BalanceWork-Life Balance Employees have personal lives that they don’t leave Employees have personal lives that they don’t leave

behind when they come to work.behind when they come to work. Organizations have become more attuned to their Organizations have become more attuned to their

employees by offering employees by offering family-friendly benefitsfamily-friendly benefits:: On-site child careOn-site child care Summer day campsSummer day camps FlextimeFlextime Job sharingJob sharing Leave for personal mattersLeave for personal matters Flexible job hoursFlexible job hours

• Work-Life Balance Work-Life Balance Karyawan memiliki kehidupan pribadi yang mereka Karyawan memiliki kehidupan pribadi yang mereka

tidak meninggalkan di belakang ketika mereka datang tidak meninggalkan di belakang ketika mereka datang untuk bekerja. untuk bekerja.

Organisasi telah menjadi lebih selaras dengan Organisasi telah menjadi lebih selaras dengan karyawan mereka dengan menawarkan manfaat yang karyawan mereka dengan menawarkan manfaat yang ramah-keluarga: ramah-keluarga: On-site penitipan anak On-site penitipan anak Kamp hari musim Kamp hari musim flextime flextime pembagian kerja pembagian kerja Tinggalkan untuk hal-hal pribadi Tinggalkan untuk hal-hal pribadi Jam kerja yang fleksibelJam kerja yang fleksibel




• Controlling HR CostsControlling HR Costs Employee health-careEmployee health-care

Encouraging healthy lifestylesEncouraging healthy lifestyles– Financial incentivesFinancial incentives– Wellness programsWellness programs– Charging employees with poor health habits more for Charging employees with poor health habits more for

benefitsbenefits

Employee pension plansEmployee pension plans Reducing pension benefitsReducing pension benefits No longer providing pension plansNo longer providing pension plans

• Mengendalikan Biaya SDM Mengendalikan Biaya SDM Kesehatan karyawan Kesehatan karyawan

Mendorong gaya hidup sehat Mendorong gaya hidup sehat – insentif keuangan insentif keuangan – program kesehatan program kesehatan – Pengisian karyawan dengan kebiasaan kesehatan yang Pengisian karyawan dengan kebiasaan kesehatan yang

buruk lebih untuk manfaat buruk lebih untuk manfaat

Program pensiun karyawan Program pensiun karyawan Mengurangi manfaat pensiun Mengurangi manfaat pensiun Tidak lagi menyediakan program pensiunTidak lagi menyediakan program pensiun



Terms to KnowTerms to Know

• high-performance work high-performance work practicespractices

• human resource human resource management processmanagement process

• labor unionlabor union• affirmative actionaffirmative action• human resource planninghuman resource planning• job analysisjob analysis• job descriptionjob description• job specificationjob specification• recruitmentrecruitment• decruitmentdecruitment

• selectionselection• validityvalidity• reliabilityreliability• work samplingwork sampling• assessment centersassessment centers• realistic job preview (RJP)realistic job preview (RJP)• orientationorientation• performance performance

management systemmanagement system• written essaywritten essay• critical incidentscritical incidents• graphic rating scalesgraphic rating scales


Terms to Know (cont’d)Terms to Know (cont’d)

• behaviorally anchored behaviorally anchored rating scales (BARS)rating scales (BARS)

• multiperson comparisonsmultiperson comparisons• 360 degree feedback360 degree feedback• skill-based pay skill-based pay • variable payvariable pay• careercareer• downsizingdownsizing• sexual harassmentsexual harassment• family-friendly benefitsfamily-friendly benefits

ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

MANAJEMEN - STIE IEU YOGYAKARTA 75

PENGANTAR PENGANTAR MANAJEMENMANAJEMEN

Pertemuan Ke-Pertemuan Ke-(a) Manajemen Sumberdaya Manusia, (b) (a) Manajemen Sumberdaya Manusia, (b)

Mengelola Perubahan dan Inovasi, dan Mengelola Perubahan dan Inovasi, dan ( c) Ringkasan & Kuis( c) Ringkasan & Kuis

Diana Leli Indratno, S.E., M.M.

MANAJEMEN - STIE IEU YOGYAKARTA

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DeskripsiDeskripsi

Materi dalam pertemuan ke-9 ini Materi dalam pertemuan ke-9 ini merupakan materi yang berisi (merupakan materi yang berisi (a) a)

Manajemen Sumberdaya Manusia, dan Manajemen Sumberdaya Manusia, dan (b) Mengelola Perubahan dan Inovasi(b) Mengelola Perubahan dan Inovasi


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Tujuan Instruksional Tujuan Instruksional Khusus (TIK)Khusus (TIK)

Mahasiswa mampu Mahasiswa mampu menjelaskan manajemen menjelaskan manajemen sumberdaya manusia dan sumberdaya manusia dan mengelola perubahan dan mengelola perubahan dan

inovasiinovasi


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Soal LatihanSoal Latihan

1.1. Gambar dan jelaskan proses manajemen Gambar dan jelaskan proses manajemen sumberdaya manusia ?sumberdaya manusia ?

2.2. Jelaskan kegunaan penilaian prestasi Jelaskan kegunaan penilaian prestasi kerja !kerja !

3.3. Jelaskan kekuatan-kekuatan perubahan ! Jelaskan kekuatan-kekuatan perubahan !


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ReferensiReferensi

Robbins, Stephen P. & Coulter, Mary. 2002. Robbins, Stephen P. & Coulter, Mary. 2002. ManagementManagement, International Edition. , International Edition. Prentice-Hall International Inc, New Jersey.Prentice-Hall International Inc, New Jersey.

Terry, G. 1986. Terry, G. 1986. Asas-asas Manajemen.Asas-asas Manajemen. Penerbit Alumni, Bandung.Penerbit Alumni, Bandung.

management chapter 11

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