3. Deskripsi MK MSDM 3 stieratula 2010 Explainwhat human resource management (HR) is and how it relates to the management process. Give examples of how managers can use HR concepts and techniques. Illustrate the HR management responsibilities of line and staff (HR) managers. Provide a good example that illustrates HR’s role in formulating and executing company strategy.
4. “For many years it has been said that capital isthe bottleneck for a developing industry. I don’tthink this any longer holds true. I think it’s thework force and a company’s inability to recruitand maintain a good work force that doesconstitute the bottleneck….” (F. K. Foulkes, 1975) stieratula 2010 4 HRM – Its All About Result:
5. Motto: To Build a good factory we need “a ThousandNuts” But To Ruin it we just need “One Nut” Keterangan : Nut = Mur & BautatauSukuCadang Nut = OrangBodoh.
6. MSDM dan Bidang Terkait Teoritikal Terapan MAKRO MIKRO TINGKAT ANALISIS 6 stieratula 2010
7. The 5 basic function of Management Process: stieratula 2010 7 Planning (Perencanaan) Organizing (Pengorganisasian) Staffing (Penataan Staf) Leading (Pengarahan/Kepemimpinan) Controlling (Pengawasan)
35. The policies and practices involved in carrying out the “people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising Kebijakan dan praktek untuk mengelola “manusia” atau SDM dalam tingkatan posisi manajemen,termasukdidalamnyamerekrut, menyeleksi,melatih,memberiimbalan, menilaikinerjakaryawan, dan memelihara sertamempertahankankaryawan stieratula 2010 10 Manajemen SDM
36. Human Resource Management is the processof acquiring, training, appraising, andcompensating employees and attending totheir labor relations, health and safety, andfairness concerns. stieratula 2010 11 Fungsi Manajemen SDM
48. stieratula 2010 13 Tujuan MSDM Conducting job analyses (determining the nature of each employee’s job) Planning labor needs and recruiting job candidates Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training and developing managers Building employee commitment
49. The wrong person High turnover Poor results Useless interviews Court actions Salaries appear unfair Poor training Unfair labor practices stieratula 2010 14 MSDM pentingbagisemuamanajer:Janganbiarkanhal-hal berikut ini terjadipadasaudara
50.
51. stieratula 2010 16 Perubahan Lingkungan dan ResponOrganisasional:Globalisasi, perkembanganteknologi, liberalisasiperdagangan, dan perubahanlingkungan lain telah menciptakanrealitaskompetisibaru, dan mensyaratkankompetensiataukapabilitasorganisasional dan manajerialbaru Pergeseran paradigma manajemen dan transformasi organisasional Pengetahuan, keterampilan, kemampuan, sikap, dan perilaku organisasional dan manajerial baru Persaingan berbasis pengetahuan (knowledge-based) dan kompetency (Competency based)
52. stieratula 2010 17 EVOLUSI SDM: EMPAT TAHAP PERKEMBANGAN Tahap I Pemeliharaan File Personalia s/d pertengah 1960-an Administrasi Personalisa Tahap II Akuntabilitas Pemerintah pertengah 1960an – pertengahan 1970an Manajemen Personalisa Tahap III Akuntabilitas Organisasi Akhir 1970 s/d 1980-an Tahap IV Keterlibatan Strategik Manajemen SDM Dlm 1990-an s/d sekarang
