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Pertemuan 8

Manajemen Sumber Daya Manusia

The Strategic Role of Human Resource Management z

Human Resource management has shed its old personnel image and gained recognition as a vital player in corporate strategy

z

HRM departments not only support the organization’s strategic objective but actively pursue an ongoing, integrated plan for furthering the organization’s performance ●Higher

employee productivity ●Stronger financial results ●Achieve organization’s strategic goals ●Key players on management team Manager’s Challenge: UPS Buffalo, New York

Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2

Human Resource Management

All managers are resource managers

Employees are viewed as assets

Matching process, integrating the organization’s goals with employees’ needs

How a company manages its workforce may be single more important factor in sustained competitive success Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 3

Current Strategic Issues Determine a company’s need for skills and employees

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Becoming more competitive globally

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Improving quality, productivity, & customer service

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Managing mergers & acquisitions

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Applying new information technology for e-business Experiential Exercise: Do You Want to be an HR Manager?


Human Resource Management Goals Company Strategy

Attract an Effective Workforce

HRM Environment Legislation Trends in society International events Changing technology

HRM planning Job analysis Forecasting Recruiting Selecting Maintain an Effective Workforce

Wage and salary Benefits Labor relations Terminations

Develop an Effective Workforce


Training Development Appraisal

Environmental Influences on HRM z

z

Competitive Strategy –

Building Human Capital

–

Information Technology

Federal Legislation


Three Ways HR Is Changing 1 human capital Focus on building 2 3 The using of information technology Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 7

Development of global HR strategies IHRM

Human Capital - IHRM z

Human Capital = economic value of the knowledge, experience, skills, and capabilities of employees

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IHRM = addresses the complexity that results from recruiting, selecting, developing, and maintaining a diverse workforce on a global scale


Information Technology z

Human resource information technology = an integrated computer system designed to provide data and information used in HR planning and decision making

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Traditional HR to e-HR significantly affected every area of human resource management

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Some organizations are close to a paperless HRM system – saves time, money, frees staff


Federal Legislation z

Discrimination = hiring or promoting of applicants based on criteria that are not job relevant

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Affirmative action = policy requiring employers to take positive steps to guarantee equal employment opportunities for people within protected groups


Major Federal Laws - HRM Exhibit 12.3

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Equal Opportunity/Discrimination Laws

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Compensation/Benefits Laws

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Health/Safety Laws


The Changing Social Contract New Contract

Old Contract

Employee

Employability, personal responsibility Partner in business improvement Learning

Job security A cog in the machine Knowing

Employer

Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources

Traditional compensation package Standard training program Routine jobs Limited information

SOURCE: Based on Louisa Wah, “The New Workplace Paradox “ Management Review, January 1998,7; and Douglas T. Hall and Jonathan B. Moss, “The New Protean Career Contract: Helping Organizations and Employees Adapt,” Organizational Dynamics, winter 1998, 22-37.


HR Issues in the New Workplace z

Teams and Projects

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Temporary Employees

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Technology

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Work-Life Balance

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Downsizing


HR Issues in the New Workplace

Teams and Projects

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Teams and Projects – major trend in today’s workplace

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With emphasis on projects, distinctions between job categories and descriptions are collapsing

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Many of today’s workers straddle functional & departmental boundaries; handle multiple tasks/responsibilities

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Virtual team = made up of members who –

are geographically or organizationally dispersed,

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rarely meet face to face, and

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do their work using advance information technologies.



In opening years of the 21st century, largest employer in U.S. was a temporary employment agency, Manpower, Inc.

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Temporary Employees do everything from data entry to interim CEO

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Contingent workers = people who work for an organization, but not on a permanent or full-time basis, including temporary placements, contracted professionals, or leased employees


Temporary Employees


Technology

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Telecommuting and virtual teams are related trends

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Telecommuting = using computers and telecommunications equipment to perform work from home or another remote location

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Work anywhere - wireless Internet devices, laptops, cell phones, fax machines

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Extreme telecommuting = people live nd work in countries far away from the organization’s physical location



Work-Life Balance

Many European companies ahead of U.S. companies

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Telecommuting is one way organizations help employees lead more balanced lives

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Flexible scheduling important in today’s workplace – 27% of workforce/flexible hours

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Broad Work-Life Balance initiatives – critical retention strategy – on-site gym & childcare, paid leaves & sabbaticals



Downsizing = intentional, planned reduction in the size of a company’s workforce

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Managers can smooth the downsizing process –

Regularly communicating with employees

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Providing them with as much information as possible

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Providing assistance to workers who will lose their jobs

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Using training and development for remaining employees


Downsizing


HR issues present many challenges for organizations and HR managers as they work toward the three primary HR goals ● Attracting ● Developing ● Maintaining an effective workforce


Matching Model Attracting an Effective Workforce

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An employee selection approach in which the organization and the applicant attempt to match each other’s needs, interests, and values


Attracting an Effective Workforce HR Planning Retirements Growth Resignations

Choose ChooseRecruiting Recruiting Sources Sources Want Wantads ads Headhunters Headhunters Internet Internet

Company Needs Strategic goals Current & future competencies Market changes Employee turnover Corporate culture

Select the Candidate Application Interview Tests

Matching Model Match with

Employee Contributions Ability Education Creativity Commitment Expertise

Company Inducements

Employee Needs

Pay and benefits Meaningful work Advancement Training Challenge

Stage of career Personal values Promotion aspirations Outside interests Family concerns

Match with


Welcome New Employee

Human Resource Planning z

Forecasting of human resource needs and the projected matching of individuals with expected vacancies ●

? = New technologies emerging

●

? = Volume of business likely next 5-10 years

●

? = Turnover rate, how much is avoidable, if any


Recruiting z

●

Recruiting = activities or practices that define the desired characteristics of applicants for specific jobs ●

Internal – promote-from-within policies used by many to fill high-level positions

●

External = recruiting newcomers from outside has advantage of multiple sources

E-cruiting = use of Internet - fastest-growing approach to recruiting Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.

23

Basic Building Blocks of HR Management

Job Analysis Job Description Job Specification


Selecting z

Selection = process of determining the skills, abilities, and other attributes a person needs to perform a particular job

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Validity = relationship between an applicant’s score on a selection device and his or her future job performance


Selecting z

Application form - device used for collecting information about an applicant’s education, previous job experience, and other background characteristics

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Research = biographical information inventories can validly predict future job success


Interviewing An Applicant Know what you want Prepare a road map Use open-ended questions Do not ask irrelevant questions Do not rush interview Do not rely on your memory Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 27

Reasons For Not Asking About Home Ownership ●

Might adversely affect applicants chances at the job

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Minorities and women may be less likely to own a home

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Home ownership is probably unrelated to job performance


Interview as Predictor of Success z

Interview is not generally a valid predictor of job performance – has high face validity as a selection tool

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Panel interviews – candidate meets with several interviewers who take turns asking questions – increases interview validity

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Computer-based interviews - complement traditional interviewing information


Inappropriate or Illegal Questions Employment Applications and Interviews

z z z z z z

Race-related questions Age Religion Gender National origin Marital/family status


Testing and Assessment z

Employment Test = written or computerbased test designed to measure a particular attribute such as intelligence or aptitude

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Assessment Center = technique for selecting individuals with high managerial potential based on their performances on a series of simulated managerial tasks


Developing an Effective Workforce Following selection, next goal of HRM is to develop employees

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Training and development = planned effort to facilitate employees’ learning of job-related skills and behaviors $100 billion/year z

On-the-job training = an experienced employee “adopts” a new employee to teach him or her how to perform job duties z Cross

training

z Mentoring


Performance Appraisal z

Process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee

z

Steps ● ● ●

Observing and assessing performance Recording the assessment Providing feedback to employee


Making Performance Appraisals A Positive Force 1.

2.

The accurate assessment of performance through the development and application of assessment systems such as a rating scale Training managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development


Assessing Performance Accurately z

360° Feedback Process

z

Performance Evaluation Errors – Stereotyping – Halo effect – BARS – Behaviorally-anchored rating scale


Behaviorally Anchored Rating Scale Job: Production Line Supervisor - Work Dimension: Work Scheduling

1

Develop a comprehensive schedule, observe target dates, and update the status of operations relative to plans, making schedule modifications as quickly as necessary

Make a list of due dates and revise them but are frequently surprised by unforeseen events

Have no plan or schedule of work and no concept of realistic due dates

2

3

Have a sound plan but neglect to keep trace of target dates or to report schedule slippages or other problems as they occur

4

5

Usually satisfy time constraints, with time and cost overruns coming up infrequently

Sources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, “The Development and Evaluation of behaviorally Based Rating Scales,”Journal of Applied Psychology 57 (1973), 25-22; and Francine Alexander, ‘performance Appraisals,” Small Business Reports (March 2989), 20-29.


Maintaining an Effective Workforce z

Compensation –

Wage and Salary Systems

–

Compensation Equity

–

Pay for Performance

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Benefits

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Termination Ethical Dilemma: A Conflict of Responsibilities


Termination Value of termination for maintaining an effective workforce is two fold Employees who are poor performers can be dismissed o Employers can use exit interviews in a positive manner n
