Pengembangan Diri Self Development

Dra. Trias Setiawati, M.Si
Fakultas Ekonomi UII
Yogyakarta, Kamis 26 Januari
2006

Overall Framework for Human Resources
Management
(Bohlander)
Competitive
Challenges :
1. Globalization
2. Technology
3. Managing
Change

Human Resources
Management :
1. Planning
2. Staffing
3. Job Design
4. Training/

Development
5. Appraisal

4. Human
Capital

6. Communications

5. Responsivenes
s

8. Benefits

6. Cost
Containment

10. Labor relations

7. Compensation
9. Recruitment

Employee
Concerns :
1. Background
Diversity
2. Age
Distribution
3. Gender Issues
4. Educational
Levels
5. Employee
Rights
6. Privacy Issues

Business
Mastery

•Business acumen
•Customer orientation
•External relations

Personal Credibility

Change
• Trust
HR Mastery
Mastery
•Personal
•Staffing
Relationship•Interpersonal skills
•Performance
& Influence
•Lived Value
•Appraisal
•Courage•Problem-solving skills
•Reward system
•Reward system
•Communication
•Innovativeness
•Organization design

& Creativity

Keseimbangan kebutuhan Individu & Organisasi
The goal : Match Individual &
Organization Needs 1

Strategic :
Operational
• Current competencies
• Employee turnover
• Market changes
• Absenteeism
• Mergers, etc
• Talent pool
• Joint ventures
• Outsourcing
• Innovation
• Productivity
• Growth
• Downsizing

• Restructuring Career Management Professional
• Career Stage
• Education & training
Personal
• Promotions aspiration
• Age/tenure
• Performance
• Family concerns
• Potential
• Spouse employment
• Current career path
• Mobility
• Outside interest
The goal : Match Individual &

Organization Needs 1







Proses melalui pemberian arah dimana karyawan
menjadi sadar akan atribut karir individual yang
terkait dan tahap-tahap kehidupan jangka
panjang yang berurutan yang memberi kontribusi
untuk pemenuhan karir karyawan
Aktifitas seperti perencanaan personalia,
screening dan training memainkan peran yang
besar pada proses pengembangan karir
Perencanaan personalia dapat digunakan tdk
hanya untuk memperkirakan pekerjaan yang
kosong dan mengidentifikasi calon dan pelatihan
yang diperlukan untuk mengisi pekerjaan tsb

Peran Individual dalam
Pengembangan Karir
1.
2.

3.
4.
5.
6.

Menerima tanggung jawab atas karir sendiri
Memiliki minat, ketrampilan dan nilai
Mencari informasi karir dan sumber daya
Memantapkan tujuan dan perencanaan karir
Menggunakan kesempatan pengembangan
Membicarakan dengan manajer tentang
karirnya

Fokus Pengembangan Karir
Kegiatan
Perencanaan
SDM

Fokusnya Tradisional

Fokus Pengembangan Karir

Analisis

Penambahan informasi ttg
pekerjaanketrampilan- tugas :
minat pribadi, preferensi dan
sekarang & yg akan
data lain sejenisnya;
Memberikan informasi garis
datang;
Memperkirakan
karir
kebutuhan&
penggunaan data statistik

Pemberian kesempatan
Pelatihan dan
Pengembangan belajar ketrampilaninformasi- perilaku yg
terkait dg pekerjaan

Penambahan

Penilaian
Kinerja

Rating

Penambahan

Penarikan dan
Penempatan

Mencocokkan

kebutuhan
organisasi dengan individu
yang berkualitas

Mencocokkan

Kompensasi
dan Tunjangan

Penghargaan

Penambahan

dan atau rewards

untuk
waktu-produktifitas-

orientasi pd
pertumbuhan individu

rencana
pengembangan dan penetapan
tujuan individual
pekerjaan dan

orang yg didasarkan sejumlah
variabel termasuk minat karir
karyawan
kegiatan
yangtdk berkaitan dg

Faktor yg mempengaruhi
pilihan
Identifikasi Tahap Karir
Individualkarir
: Siklus Karir
1. Tahap

pertumbuhan : sejak lahir – 14 tahun (konsep diri)
guru, teman, keluarga)
2. Tahap Eksplorasi : 15-24 tahun (serius mengeksplorasi
berbagai alternatif pekerjaan yang cocok dg kemampuan-minat)
3. Tahap Mapan : 24-44 tahun ( 25-30Subtahap penentuan:
cocok jalan terus- tdk cocok berarti ganti; 30-40Subtahap
stabilisasi: penetapan dan lebih eksplisit memilih karir;
pertengahan 30-pertengahan 40  Subtahap krisis
pertengahan karir: sering menjaring ulang kemajuan karirnya
dibanding dengan ambisi aslinya)
4. Tahap Pemeliharaan : 45-65 orang mengamankan
tempatnya di dunia kerja
5. Tahap Penurunan : Menghadapi kenyataan untuk menerima
kondisi berkurangnya tingkat kekuasaan dan tanggungjawab

Identifikasi Orientasi
Pekerjaan
 Realistic Orientation ( R ) : kehutanan,

peternakan, pertanian
 Investigative Orientation ( I ) : biolog, kimia,
profesor
 Social Orientation ( S ) : psikolog klinis, jasa
asing, pekerja sosial
 Conventional Orinetation ( C ) : akuntan,
bankir
 Enterprising Orientation ( E ) : manajer,
lawyer, PR
 Artistic Orientation ( A) : artis, iklan, musisi

Identifikasi Ketrampilan
 Occupational

skills : Ketrampilan yang
diperlukan untuk sukses pada
pekerjaan tertentu (apakah
menekankan data – orang atau benda)
 Aptitudes : Kemampuan dalam diri 
intelegensi, numeris, sikap,
komprehensi mekanis, menangani
sesuatu, sebaik seperti keindahan,
teater, kemampuan memainkan musik

KOMPETENSI
CK Prahalad & Gary Hamel (Expert in strategic






planning)

Competitive advantage lies not just in differentiating a
product or service in becoming the low cost leader but
also in being able to tap the company’s special skills or
core competencies and rapidly respond to
customers’ needs & competitors’ moves
Competitive advantage lies”…… in management’s
ability to consolidate corporate-wide technologies and
production skills into competencies that empower
individual businesses to adapt quickly to changing
opportunities”
Building in such responsiveness means depending on
the commitment and self discipline of your employees,
since they will have to respond faster with more
authority and less supervision

1.

2.

3.

Analytical competence : ability to identify,
analyze and solve problems under conditions
of incomplete information and uncertainty
Interpersonal competence : ability to
influence, supervise, lead, manipulate, and
control people at all level
Emotional competence : The capacity to
be stimulated by emotional and
interpersonal crises rather than exhausted or
debilitated by them, and the capacity to bear
high levels of responsibility without
becoming paralyzed



1.
2.
3.
4.
5.


Career Anchors is a concern or value that you will
not give up if a choice has to be made up. It is a pivot
around a person’s careers; a person become swing; a
person become conscious of them as a result of
learning about his or her talents & abilities, motives
and needs, and attitudes and values. There are fives :
Technical/functional career
Managerial competence
Creativity
Autonomy & Independence
Security
Based on research in MIT by Schein :”Career
anchors is difficult to predict ahead of time because
they are evolutionary and a product of a process
discovery.

 People

who had a strong
technical/functional career anchor tended
to avoid decisions that would drive them
toward general management.
 Instead they made decisions that would
enable them to remain and grow in their
chosen technical or functional
management

 Other

people show a strong motivation to become
managers and their career experience enable them
to believe that they had the skills & values
required to rise such general management
positions.
 A management position of high responsibility is
their ultimate goal
 Schein research : “They were qualified for those
jobs because what they saw as their competencies
in a combination of three areas :
1) Analytical competence,
2) Interpersonal competence,
3) Emotional competence

 Some

of the graduates had gone on to become
successful entrepreneur
 Schein’s : People seemed to have a need “to
build or create something that was entirely their
own product – a product or process that bears
their name, a company of their own, or personal
fortune that reflects their accomplishments”
 For example : 1) one graduate had become a
successful purchaser, restorer, and renter of
town house in large city. 2) Another had build a
successful consulting firm









Some seemed driven by the need to be on their own,
free of the dependence that can arise when a person
elects to work in a large organization where
promotions, transfers, and salary decisions make
them subordinate to others
Many of these graduates also had a strong
technical/functional orientation
However, instead of pursuing this orientation in an
organization, they had decided to become consultants,
working either alone or as a part of relatively small
firm.
Others had become professors of business, free-lancer
writers, and proprietors of a small retail business

A

few of the graduates were mostly concerned with
long-run career stability and job security.
They seemed to willing to do what was required to
maintain job security, a decent income, and a stable
future in the form of good retirements program &
benefits
Geographic security : maintaining stable; secure
career in familiar surrounding was generally more
important than was pursuing superior career choices
Organizational security : they might today opt for
government jobs, where tenure still tends to be a way
of life. They were much more willing to let their
employers decide what their careers should be







An incentive Plan development in 1937 by Yoseph
Scanlon and designed to encourage cooperation,
involvement, and sharing of benefits
Berkaitan dengan “Commitment building
programs” dan “Quality improvement plans”
Basics of Scanlon plan are :
1. Philosophy of operation
2. Identity (Mission, Purpose etc)
3. Competency
4. Involvement System : department & Executive
5. Sharing benefits formula

 Integrated

knowledge sets within an
organization that distinguish from its
competitors and deliver value to
customers
 Competitive advantage through people :
core competencies;
1. The resources must be of value
2. The resource must be rare
3. The resource must be difficult to imitate
4. The resources must be organized

1. Interpersonal

skills
2. Communication skills
3. Leadership skills
4. Organization & planning skills
5. Technical skills
6. Responsibility
7. Assertiveness
8. Flexibility
9. Judgment

It is important for an organization to study
its job carefully in order to identify and
assign weights to the knowledge and
skills that each one requires it can be
achieved by job analysis and evaluation
system
 SEARS use 3 basic competencies job :


1.
2.
3.

Job know-how : Technical-ManagerialHuman relation
Problem solving
Accountability





Specific job knowledge and skills
Job know-how
Major area such as :
1.
2.
3.
4.
5.

Communication
Time management
Self motivation
Interpersonal relationship
Broad area of leadership

1.
2.
3.

An increase in at least one skill area
on each new assignment
An increase of at least 10 % in total
points each new assignment
Assignment in several different
functional areas



Analysis of the sets of skills and knowledge needed
for decisions-oriented and knowledge-intensive jobs
1.
2.
3.
4.

5.

6.

Clarify the purpose of the effort
Clarify the target of the effort
Network with others in your industry & in the training
field
Form a panel o exemplary performers within your
organization from the group targeted for assessment
and from the group to which they report
Ask a panel of eight to twelve people in your
organization to review the competency study obtained
from other sources and to prioritize the competency as
they apply to success in your corporate culture
Verify the competency model and secure ownership of
it by encouraging input from others, such as senior
executive

 Work

sample test : It is constructed
from a carefully developed outline
that experts agree includes the
major functions; the test are thus
considered content valid
 Hiring based on observations of
behaviors previously shown to
distinguish successful employeesincreasingly use work samples to
see potential employees “in action”

Tg Jawab Manajemen Karir : Manajer&karyawan
Reality

Shock : hasil dari sebuah periode yang
mungkin muncul pada saat memulai karir ketika
karyawan baru mempunyaiharapan pekerjaan yang
tinggi bertentangan dengan kenyataan yang
membosankan dan pekerjaan yang tidak menantang
Menghindari reality shock
Memberi pekerjaan yang menantang
Memberi gambaran pekerjaan yang realistik
Penuh pengharapan : karyawan baru dg bosnya
Memberikan periode rotasi kerja dan garis pekerjaan
Mengerjakan penilaian kerja dengan orientasi karir
Memberikan workshop perencanaan karir dan buku
kerja perencanaan karir
Memberikan kesempatan untuk mentoring

1.
2.
3.
4.

Keputusan 1 : Pedomannya apakah
kompetensi atau senioritas ?
Keputusan 2 : Bagaimana kompetensi
diukur
Keputusan 3 : Apakah prosesnya
formal atau informal ?
Keputusan 4 : Promosinya apakah
vertikal, horizontal ataukah yang
lain ?

 Alasan

untuk transfer
 Pengaruh pada keluarga

Konseling pra pensiun :
1. Program pendidikan pra pensiun
2. Waktu leisure
3. Investasi dan keuangan
4. Kesehatan
5. Mengatur hidup
6. Penyesuaian psikologis
7. Karir kedua di luar perusahaan
8. Karir kedua dalam perusahaan

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Needs
Reinforcements
Cognitions
Job characteristics
Feelings / Emotions
A motivational puzzle

Motivation Theories & Workplace
Outcomes : A Contingency Approach
MOTIVATION THEORIES

Outcome
Nee
of interest d

Reinfor
cement

Choice to
pursue a
course of
action
Effort



Performan
ce
Satisfactio
n

Equi
ty

Expectan Goal
Job
cy
Setting Characteris
tic

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Absenteei
sm

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Turnover



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 Physiological
 Safety
 Love
 Esteem
 Self

Actualization

 Measuring

Need Strength
 The Need for Achievement
 Characteristic

 The

of high achievers

Needs for Affiliation
 The Need for Power

Motivasi melalui Goal Setting
 Goal

: Apa yang diusahakan oleh individu
untuk mencapainya
 Management by Objective : sistem
manajemen yang mengembangkan
partisipasi dalam pembuatan keputusan,
penetapan tujuan dan umpan balik
 Bagaimana Goal setting bekerja?
 Goals direct attention
 Goals regulate effort
 Goals increase persistence (memperluas
usaha sehingga menjadi tugas lembur)

Locke’s Model of Goal Setting
Directing one’s
Attention

Goals
Motivate
The Individual
By ….

Regulating One’s
effort
Task
Performance
Increasing one’s
persistence
Encouraging the
Development of
Goal-attainment
Strategies or
Action plans

Relationship between Goal Difficulty & Performance

B

A

Low

Moderate

C

Challenging Impossible

A = Performance of committed individuals with
adequate ability
B = Performance of committed individuals who are
working at capacity

Goal difficulty : Sejumlah usaha yang
diperlukan untuk mencapai tujuan
 Goal Specify : Tujuan yang dapat
dikuantifikasikan
 Goal Commitment : Sejumlah
komitmen dalam pencapaian tujuan


1.
2.

3.
4.
5.

Difficult goals lead to higher performance
Specific, difficult goals lead to higher
performance for simple than complex
tasks
Feedback enhances the effect of specific,
difficult goals
Participative goals, assigns goals, and selfset goals are equally effective
Goals commitment & monetary incentives
affect goal setting outcomes

Practical
Application
of Goal
Setting
 Set

goals
 Promote goal
commitment
 Provide
support &
Feedback

Guidelines
for
Writing
SMART Goals
 Specific
 Measurable
 Attainable
 Results

oriented
 Time bound

Decision making styles
Tolerance of Ambiguity

High
Analytical

Directive

Conceptual

Behavioral

Low
Task and
technical
concerns

People and
social concerns

Value Orientation

The problem of escalation of commitment
Psychological and Social
Determinants
•Ego defense
•Individual motivations
•Peer pressure
•Saving face
Organizational
Determinants
•Breakdown s in
communication
•Politics
•Organizational inertia
Project Characteristics
•A delayed return on the
investment
•Setbacks attributed to
temporary
causes
Contextual
Determinants
•External political pressures

Escalation of Poor results
commitment or outcomes

Personality : Dimensi, Insight & Isu
 Personality

: keadaan fisik & karakteristik
mental yang menjadi sumber identitas
seseorang
 The Big-Five Personality Dimensions :
 Extraversion

: outgoing, talkative, sociable,

assertive
 Agreeableness : trusting, good natured,
cooperative, soft heated
 Conscientiousness : Dependable, responsible,
achievement oriented, persistent
 Emotional stability : relaxed, secure, unworried
 Openness to experience : Intellectual,
imaginative, curious, broad minded

Locus of Control
 Internal

locus of Control :
Mengatributkan hasil pda tindakan
milik seseorang ( yakni seseorang yang
percaya bahwa merekalah yang
mengendalikan kejadian dan akibatnya
yang akan mempengaruhi hidup
mereka
 External locus of Control :
Mengatributkan hasil pada lingkungan
sekitar dalam kendali seseorang

Attitudes & Behavior






Attitude : predisposisi yang dipelajari untuk memberi
tanggapan dengan cara yang menyenangkan ataupun
tidakmenyenangkan kepada obyek yang diberikan
Sebarapa Stabilkah Perilaku itu? Perilaku kerja
cenderung tetap selama periode 5 tahun, tetap positif
atau tetap negatif, meskipun pindah tempat kerja akan
cenderung memelihara perilaku yang lama, Pada usia
paruh baya.
3 Faktor yang membuat kestabilan perilaku
paruh baya:
 Kepastian kepribadian yang lebih besar
 Mau berusaha lebih besar untuk menambah
pengetahuan
 Ada kebutuhan untuk perilaku yang kuat

Attitudes & Behavioral Intentions

The person’s belief that Attribute toward
the behavior leads to
The bahavior
Certain Outcomes & His
evaluations of these
outcomes
Relative importance
Of attitudinal and
Normative
The person’s beliefs
that specific individuals consideration
or groups think he
Should Or should not
perform the Behavior
& his motivation to
Subjective norm
comply with the
Specific referents

Intention Behavior

Abilities & Performances
 Ability

: Keadaan karakteristik yang
menjadi sebab dari maksimisasi fisik
seseorang atau performans mental
 Skill : Kapasitas khusus untuk
memanipulasi objek
 Intelegence : Kapasitas untuk
berpikir konstruktif, reasoning,
pemecahan masalah

Performance Depends on the Right
communication of Effort, ability & Skill
Ability

Performance

Effort

Skill

Self Fulfilling Prophecy: The
Pygmalion Effect



Self Fulfilling Prophecy adalah Harapan orang yang
menentukan performans dan perilaku
Akar sejarahnya dari mitologi Yunani : Pygmalion
adalah pematung yang membenci perempuan
sebelum ia jatuh cinta dengan patung gading yang
diukirnya menjadi perempuan yang jelita. Pygmalion
menjadi kasar dan kelihatan bodoh dengan patung tsb
sehingga dia berdoa kepada dewi Aphrodite to
menjadikan patung itu bisa hidup. Dewi Aphrodite
mendengar doanya, mengabulkan doanya, patungnya
menjadi hidup  Harapan atau kepercayaan orang
menentukan perilaku dan performans mereka
sehingga berusaha membuat harapannya menjadi
kenyataan.

A Model of The Self-Fulfilling Prophecy

5

Supervisor
Expectancy

1
Leadership

Performance
6
4
Motivation

2
Subordinate
3
SelfExpectancy

Meningkatkan Spiritualitas
Untuk Pengembangan Diri

Menempatkan the Self-Fulfilling
Prophecy dalam Kerja
Mengakui bahwa setiap orang mempunyai potensi untuk
meningkatkan performansnya
2. Memberi kepercayaan pada anak buahnya
3. Menteapkan tujuan prestasi kerja yang tinggi
4. Penguatan positif untuk setiap pekerjaan yang
diselesaikan dengan baik
5. Memberi umpanbalik yang konstruktif ketika diperlukan
6. Membantu anak buah meraih keunggulan melalui
organisasi
7. Memperkenalkan karyawan baru jika mereka mempunyai
potensi dari luar
8. Menyadari adanya praduga dan pesan non-verbal dari
atasan yang menurunkan keberanian orang lain
9. Menumbuhkan keberanian untuk mewujudakn keputusan
tugas yang sukses
10. Membantu anak buah meningkatkan ketrampialn dan
tugasnya
1.

Peran Spiritualitas
menurut Thought self-leaderhip (TSL)
1.

2.

3.

4.

Spiritualitas dapat membawa individu pada kesadaran
pengalaman pada tingkat yang lebih dalam,
meningkatkan kemampuan intuitif
Intuisi tsb dapat menfasilitasi karyawan untuk
mengembangkan visi organisasional dan tujuan yang
lebih bermakna, yang dapat meningkatkan inovasi
Organisasi dapat menawarkan spiritualitas yang
berorientasi pada tujuan kerja yang memberi
kesempatan bagi karyawan untuk mengalami “sense of
service” yang lebih besar, jg pengembangan dan
pertumbuhan personal yang lebih besar
Nilai yang berdasar pada spiritualitas dapat
meningkatkan teamwork dan komitmen karyawan pada
organisasi

Spirituality






Spiritualitas adalah “usaha manusia untuk
mentransformasi kekuatan yang ada dalam
kehidupan, yang menarik dan menggerakkan
manusia secara personal untuk mendefinisikan
diri”
Spiritualitas kerja adalah ekspresi harapan untuk
mendapatkan arti dan tujuan dalam kehidupan
dan dalam proses hidup yang keluar dari nilai
personal yang dibawa seseorang
Nilai tersebut sering mencerminkan keinginan
untuk membuat perbedaan dan menciptakan
dunia yang bermakna

Memperbaiki Spirituality
1.

Beliefs and assumptions : ada dysfunctional thinking yang
berdasar pada dysfunctional beliefs  diganti dengan
more rational beliefs. Misal hanya berdasar pada .
Thompson: program pelatihan unutuk eksekutif untuk
mengamati paradigma dan pola pikirnya sendiri sehingga
mereka bisa lebih mengembangkan new insight  inner
wisdom more authentic expression dari keinginan dan
tekanan yang paling dalam

2.

Self Dialogue: self-talk, self verbalization, mengatakan
tentang diri kita sendiri secara tertutup, dapat berpengaruh
untuk meningkatkan efektifitas personal pada karyawan,
manajer, untuk mengetahui keadaan mental sendiri yang
mempengaruhi perilaku dan pengetahuan.

3.Mental Imagery








Membayangkan performance yang sukses dari suatu
tugas sebelum tugas itu betul-betul dilaksanakan
(pygmalion effect-goal setting theory).
Contoh: seorang manajer diminta presentasi, dia
membayangkan dengan lengkap dalam pikiran secara
lengkap dapat melakukan presentasi dengan sebaikbaiknya sebelum dilakukan.
Weick: “Future perfect thinking”.
Picture himself/her-self etc interact with others.
Visualisasi mental yang dapat meningkatkan persepsi
karyawan tentang kerjanya, sebagaimana perasaan
spiritualitas di tempat kerja karena mengalami
spiritualitas dalam pikirannya. Namun kearah yang lebih
positif dan pandangan yang lebih luas

4.Thought Pattern








Manz: “Cara tertentu dalam pikiran tentang pengalaman
kita” dan “kebiasaan cara berpikir”.
Individu yang cenderung memiliki dua cara berpikir,
positif dan negatif, dapat mempengaruhi emosi da
reaksi perilaku.
Alur pikir yang relatif konsisten diulang-ulang menjadi
pola sehingga menjadi pemicu pada keadaan tertentu.
TSL menyarankan bahwa beliefs and assumptions, selftalk, mental imagery, satu sama lain, saling
mempengaruhi untuk menghasilkan pola pikir individual