5
keragaman adalah keterlibatan manajemen sumber daya manusia Fleury, 1999; Jabbour dan Santos,
2008, karena mereka dapat menentukan rincian praktek HR Myers, 2003, dalam Jabbour et al.,
2008 dimana keragaman dapat dimasukkan ke dalam himpunan praktek HR yang menjamin
keselarasan antara strategi HR dan tujuan DM. Dan isu Praktek keragaman tenaga kerja yang baik
di bidang sumber daya manusia diyakini dapat meningkatkan kinerja karyawan dan organisasi
Hall dan Parker, 1993.
4. Diversity Management and Human Resource Management.
Diversity in the workplace is often considered by researchers and practitioners as a
double-edged sword because it can result in gains and losses for the organization Shen, Chanda,
DNetto and Monga 2009. The advantages of diversity itself
are primarily to allow access for
changing the different markets Cox and Blake,
1991; Gardenswartz and Rowe 1998; Iles, 1995 ,
solutions- better quality
solution for brainstorming
tasks and display s
more cooperative behavior McLeod, Lobel and Cox 1996
; Wilson and Iles 1999. While the loss
es are is the tendency of an
increas inge in
conflict, increased training costs, disruption of communication, lack of cohesion and
high employee turnover Dagher, DNetto and
Sohal 1998 ; DNetto and Sohal 1999.
Keragaman di tempat kerja sering dianggap oleh para peneliti dan praktisi sebagai pedang bermata
ganda karena dapat menghasilkan keuntungan dan kerugian bagi organisasi Shen, Chanda, DNetto
dan Monga 2009. Keuntungan dari keragaman itu sendiri terutama memungkinkan akses untuk
mengubah pasar yang berbeda Cox dan Blake 1991; Gardenswartz dan Rowe 1998; Iles 1995,
solusi-kualitas yang lebih baik untuk tugas-tugas sumbang saran dan menampilkan perilaku yang
lebih kooperatif McLeod, Lobel dan Cox 1996; Wilson dan Iles 1999. Sedangkan kerugiannya
adalah kecendrungan peningkatan konflik, biaya pelatihan
meningkat, gangguan
komunikasi, rendahnya kohesi dan turnover karyawan tinggi
Dagher, DNetto dan Sohal 1998; DNetto dan Sohal 1999.
Lack of understanding and implementation and awareness of
DMdiabetes can have a direct
impact on the system of recruitment, selection, appraisal, compensation and career management of
individuals within the organization. Company A
company can be fundamental
ly can be
seen as a pool of human resources and capabilities that form
the basis of competitive advantage Barney, 1995
; Wright, Dunford Snell, 2001. Competitive
human resource must have
requirement s such as
must have valuable, rare and difficult to imitate.
With th ei
s e
character s
, the company will have a sustainable competitive advantage
Barney, 1991; Barney Wright, 1998;
. Wright et al, 1994; Collis Montgomery, 1995. Research on the influence
of diverse recruitment policies on employee performance by Adler 2005 found that diversity
couldcan improve performance and
be was able to
recruit employees from the reach of the wider
labor market
wider to give the company a bigger talent
pool. Rendahnya pemahaman dan penerapan serta
kesadaran akan DM dapat berdampak langsung pada sistem rekrutmen, seleksi, penilaian kerja,
pemberian kompensasi maupun manajemen karir individu dalam organisasi. Perusahaan secara
fundamental dapat dilihat sebagai kolam sumber daya manusia dan kemampuan yang menjadi dasar
keunggulan kompetitif Barney, 1995; Wright, Dunford Snell, 2001. Sumber daya manusia
yang kompetitif harus memiliki syarat bernilai, langka dan sulit di tiru. Dengan karakter ini maka
perusahaan akan memiliki keunggulan bersaing dan berkelanjutan Barney, 1991; Barney Wright,
1998;.
Wright et
al, 1994;
Collis Montgomery,1995. Penelitian tentang pengaruh
kebijakan perekrutan beragam terhadap kinerja karyawan oleh Adler 2005 ditemukan bahwa
keragaman dapat meningkatkan kinerja dan dapat merekrut karyawan dari jangkauan pasar tenaga
kerja yang lebih luas sehingga memberikan perusahaan kolam bakat yang lebih besar.
The differences will create a productive environment in which everyone feels valued, their
talents are fully utilized and institutional objectives are met Kandola Fullerton, 2002, in Lumadi,
2008. Role to create the a good
condition s
for DM
the application implementationof DM
in the organization must be played by the HR function
through the application of HR policies and practices
that with have been buried in it the values
and rules of kaedah
DM norm within
. Therefore, DM
internalization of DM
in the HRM policies and
6
practices is very important to be
carried out by the company
is very important in the present and the
future as increasingly diverse workforceworkers
diverse .
Perbedaan-perbedaan akan
menciptakan lingkungan yang produktif di mana semua orang
merasa dihargai, bakat mereka dimanfaatkan sepenuhnya dan tujuan institusional terpenuhi
Kandola Fullerton, 2002, dalam Lumadi, 2008. Peran untuk menciptakan kondisi yang mendukung
penerapan DM dalam organisasi harus di perankan oleh fungsi HR melalui penerapan berbagai
kebijakan dan praktek HR yang didalamnya telah disemayamkan nilai-nilai dan kaedah-kaedah DM.
Oleh karena itu internalisasi DM dalam kebijakan dan praktek HRM sangat penting dilakukan oleh
perusahaan dimasa kini dan masa depan seiring dengan semakin beragamnya tenaga kerja.
Thus it
is clear
that the
implementationadoption of the practice o o f
diversity management practices areis
closely related to the strategy and practice of HRM in the
organization. This is also supported by Jabbour et.al, 2011; Fleury, 1999; Hanashiro and Carvelho,
2005; Lockwood, 2005; Thanem 2008 who believe
ds that the HRM
department wafi
s the most relevant
to HRM
practice diversity management in the
organization s
. AS s
tud iesy
conducted by
Richard et.al 2002 found found that
HRM practices
are essential
in supporting
the implementation
success of the implementation
at the organizational level.
Dengan demikian jelas bahwa penerapan praktek praktek manajemen keragaman sangat erat
berkaitan dengan strategi dan praktek HRM pada organisasi. Hal ini juga didukung oleh Jabbour
et.al, 2011; Fleury, 1999; Hanashiro dan Carvelho, 2005; Lockwood, 2005; Thanem, 2008 yang
meyakini departemen HRM adalah yang paling relevan mempraktekkan manajemen keragaman
dalam organisasi. Studi yang dilakukan Richard et.al 2002 menemukan praktek HRM sangat
esensial dalam mendukung kesuksesan penerapan pada tingkat organisasi.
Several previous studies Fleury, 1999; Jabbour et. Al., 2011, illustrat
eding that the challenge
s in the
implementation of diversity management in the organization
wai s the involvement of human
resource management in an integrated manner. Human resource management includes planning,
recruitment, training and development of human resources to acquire employees w
ith good performanceho are performing well
for athe
long term Dessler, 2010. Various HR diversity
management programs will enable the company to effectively
manage diversity
and achieve
organizational goals
Shen et
al, 2009.
CorrelationLinkages between HRM
practices and
DM practices
can be seen in the following table .
Table 1. Correlation between HR Practices and Diversity Management
Human resources
practices Alignment of human resources
practices with
organizational diversity management
Human resources
planning Recruiting
and selecting
Integrating human resources
Performance assessment
Remuneration and incentives
Hygiene and work safety
Professional
and personal
development Human
resources audit and control
Policies on the inclusion and retention of individuals included
in the diversity concept Setting aside vacancies and job
positions for minorities
Elaborate actions of integration combined
with actions
of recognition
to attract
the attention of the collaborators
Assessment with homogenous criteria and feedback
Egalitarian remuneration,
promotion, and incentive policies Better work conditions and
changes in the organizational
layout to
guarantee accessibility Practices
of personal
development accessible
to Everybody
Control and order actions related to the inclusion
A nd iI
t is widely recognized that HRM practices affect organizational performance through
their influence on the attitudes and behavior of the employees,
for example,
Organizational Citizenship Behavior or OCB Bowen and Ostroff,
2004; Nishii, Lepak and Schneider, 2008; Pare and Tremblay 2007. However, if the implementation
of HRM practices perceived by employees only for the purpose of complying with the laws, the HRM
practices will not result in the positive attitude and behavior of the employee. Conversely, if the
implementation of HRM practices is perceived by the employees as outside organizational justice
then it will reduce OCB Nishii et al. 2008.
Beberapa studi terdahulu Fleury, 1999; Jabbour et. al.,
2011, menunjukkan
tantangan dalam
penerapan manajemen keragaman di organisasi
7
adalah pelibatan manajemen sumber daya manusia secara terpadu. Manajemen sumber daya manusia
mencakup kegiatan
perencanaan, rekrutmen,
pelatihan dan pengembangan sumber daya manusia untuk memperoleh karyawan yang berkinerja baik
untuk jangka panjang Dessler, 2010. Berbagai program pengelolaan keragaman SDM akan
