Pengelolaan sdm dalam bisnis islami
PENGELOLAAN SUMBER
DAYA MANUSIA DALAM
BISNIS
DAFTAR REFERENSI
Wether, William B, and Davis, Keith, Human Resources and
Personnel Management, 5th edition.
Ivancevich, John M, Human Resource Management, 9th
edition.
Mangkunegara, Anwar Prabu, AA, Manajemen Sumber Daya
Manusia Perusahaan, PT. Remaja Rosdakarya, Bandung,
2000
Ulrich, Dave and Wayne Brockbank, The HR Value
Propotion, 2005
“…assets make things possible, people make
things happen…” (Union Carbide)
Barang/ Jasa
OUTPUT
Produktifitas =
INPUT
Men,
Money,
Methods
Materials,
Machines
• People are an organisation’s most important
assets.
• The tasks of a manager are essentially
people-oriented. Unless there is some
understanding of people, management will be
unsuccessful.
• Poor people management is an important
contributor to Organization failure.
Management….must have the
support of all employees. I can
not think of anything more
important
(Robert Crandall)
Keberhasilan organisasi, dinilai dari kemampuannya
memadukan penggunaan sumber-sumber daya yang
dimiliki, secara efektif dan efisien dalam
pelaksanaan strateginya.
Meskipun demikian titik sentral pada setiap strategi
dan setiap metode pemanfaatan sumber-sumber
daya, adalah sumber daya manusia yang
merupakan perangkat (device) dan sekaligus
pelaksana dari strategi organisasi.
Kemampuan organisasi dalam mendapatkan,
memelihara -meningkatkan kemampuan,
serta mempertahankan SDM-nya, menjadi
penentu keberhasilan atau kegagalan
organisasi.
The Nature of Human Resources
Management (HRM)
• HRM:
– All activities involved in determining an
organization’s human resource needs, as well as
acquiring, training, and compensating people to fill
those needs
Terms of HRM
• The terms "human resource management" and
"human resources" (HR) have largely replaced
the term "personnel management" as a
description of the processes involved in
managing people in organizations. [1]
• In simple sense,Human Resource
Management(HRM) means employing
people,developing their resources, utilizing
maintaining and compensating their services in
tune with the job and organizational
requirement.
HRM
• Human Resource Management (HRM) is the
function within an organization that focuses on
recruitment of, management of, and providing
direction for the people who work in the
organization. Human Resource Management can
also be performed by line managers.
• Human Resource Management is the organizational
function that deals with issues related to people
such as compensation, hiring, performance
management, organization development, safety,
wellness, benefits, employee motivation,
communication, administration, and training.
• MSDM, adalah suatu ilmu atau
cara bagaimana mengatur sumber
daya yang dimiliki oleh individu
dapat digunakan secara maksimal
sehingga tujuan (goal) menjadi
maksimal. MSDM didasari pada
suatu konsep bahwa setiap
karyawan adalah manusia - bukan
mesin - dan bukan semata menjadi
sumber daya bisnis. (Wikipedia)
MSDM
• Manajemen sumber daya manusia adalah
suatu proses menangani berbagai masalah
pada ruang lingkup karyawan, pegawai,
buruh, manajer dan tenaga kerja lainnya
untuk dapat menunjang aktifitas organisasi
atau perusahaan demi mencapai tujuan yang
telah ditentukan.
“The purpose of Human Resources
Management is to improve the
productive contribution of people to
the organization in ways that are
strategically, ethically, and socially
responsible”
Peran, fungsi, Tugas &
Tanggung Jawab MSDM
• Melakukan persiapan dan seleksi tenaga
kerja / Preparation and selection
• Pengembangan dan evaluasi karyawan /
Development and evaluation
• Memberikan kompensasi dan proteksi pada
pegawai / Compensation and protection
FUNGSI
MANAJEMEN SDM (HRM)
• PERENCANAAN SDM (HR PLANNING)
• REKRUTASI DAN SELEKSI
• EMPLOYEE MOTIVATION
• EMPLOYEE EVALUATION
• EMPLOYEE EDUCATION, TRAINING AND
DEVELOPMENT
• PROVISION OF EMPLOYEE SERVICES
• HUBUNGAN INDUSTRIAL
Planning for Human Resources
Needs
• Typical HR Issues:
– How many employees?
– What skills are needed to
satisfy plans?
– Availability of people in
the workforce?
– What qualifications must
employees have?
– Cost of staffing?
Societal objectives:
Tr
Dev aining
elop
men
t
• Innovation
• Fulfillment
• Readiness
for change
Job
desi
gn
R g
H nin
an
pl
ce
Performan
nt
manageme
sy st e m
n
tio
a
s
en fit
p
m
e
Co ben
n
io nt
t
a e
iz m
an lop
g
r e
O ev
d
er
HR result
Care ent
• Productivity
lopm
• Quality
Deve
Se
l
sta ectio
n
f
ng
HR IS
Employee
assistance
D
HR
arch
rese
n
HR rmatio
Info stem
sy
La U
bo nio
rr n
ela
tio
n
•
•
•
M
R
H
Benefits
Legal compliance
Union
Organizational objectives:
•
•
•
•
•
•
•
HR planning
Employee relations
Selection
T&D
Appraisal
Placement
Assessment
Functional objectives:
•
•
•
Appraisal
Placement
Assessment
Personal objectives:
•
•
•
•
•
T&D
Compensation
Appraisal
Placement
Assessment
BUSINESS ENTITY
Strategi Bisnis
Strategi Fungsional
(Strategi pemasaran, Strategi operasi, Strategi SDM, etc)
Business
Goals
Business
Strategy
HR Goals
HR Strategy
HR Activities
Apakah aktifitas-aktifitas
pengelolaan SDM yang
dilakukan telah menunjang
pelaksanaan strategi
perusahaan ?
2 PERTANYAAN KRITIS
SDM yang seperti apa yang diperlukan dalam
pengelolaan usaha, sehingga selaras dan
sesuai dengan tujuan strategis usaha
Strategi SDM
Program dan inisiatif SDM apa yang harus dirancang
dan diimplementasikan agar dapat mempengaruhi,
mengembangkan serta tetap menjaga efektifitas
kemampuan bersaing pegawai (SDM)
TUJUAN MANAJEMEN SDM
(HRM)
Meningkatkan kontribusi produktif pegawai kepada
perusahaan, dengan cara-cara yang dapat
dipertanggung jawabkan secara strategik, etika
maupun sosial
PERAN UNIT KERJA PENGELOLA
SDM (HRD)
Unit Kerja Pengelola SDM bertanggung jawab untuk
menciptakan iklim kerja yang produktif dengan
mengupayakan peningkatan kualitas ‘work life’ organisasi
melalui aktifitas-aktifitas dan saran-sarannya kepada unitunit kerja lainnya
TUNTUTAN DLM HRM
Pertumbuhan
penduduk
Persaingan
global
Pengangguran
Better
Organizations
Keragaman
Tenaga kerja
Etika
Belum
terdiskripsikan
Tanggung
jawab sosial
Pengobatan,
Makan,
Perumahan
HRM Model & Subsystem
Organizational
Frameworks
and Challenges
Preparation
and Selection
Employee Relation
and Assessment
Objectives
Prof
es
s
i
o
nal
Development
and Evaluation
yees
)
Feedback
Challenges
Compensation
and Protection
Societal
Organizational
Functional
Personal
(Em
plo
tal
e
i
c
So
•
•
•
•
Frameworks and
Challenges
Challenges in dealing with people
External:
• Environment
• Changing demands of
workers
• International &
Domestic Competitors
• Pressure groups
• Professional ethics
• Goverment
Internal:
• Competition between
managers & other
departments
• Legal requirement
for EEO
• Etc
Preparation and Selection
• Human Resources Information
System
• Analize and estimate the
organization’s future HR needs
• Preparing Job design
• Preparing Job Specification & Job
Description
• Preparing Rekruitment & Selection
Development and
Evaluation
•Determine the needs for orientation,
training, development & career
counseling
• Evaluate employees (performance
appraisals conducted periodically)
•Feedback that help manager &
departements spot strengths &
weaknesses
Compensation and
Protection
• Provide employees with
a fair wages or salary
relative to their
productive contribution
• Provide a safe work
environtment, also
health & safety
programmes.
Employee Relation and
Assessment
• Provide effective programs to accommodate
the employee’s needs
• HR Departement responsible for dealing
with the union
• Regularly conduct audits of employees
performance
Simplifikasi I/O Sistem M-SDM
Feedback
Inputs
Transformation Process
Outputs
HR challenges
- Education
- Skills
HRM activities
- Recruiting
- Selection
- Others
HR contributions
-Capable workers
-Motivated workers
Possible HR Areas for Core Competencies
Kapabilitas (unik) dari sebuah organisasi, yang memberikan nilai
(corporate value) tinggi serta membedakan dari pesaingnya.
International Challenges
•
•
•
•
Challenges of workforce diversity
Troubleshooting
Cultural awareness
Ethics & Laws for planning and staffing
organizations overseas
• Political Risk
What is Equal Employment Opportunity (EE0)?
• Memberikan kesempatan yang sama untuk semua orang,
untuk mengetahui, melamar dan bersaing dalam mendapatkan
pekerjaan dan berkarir.
• EEO diberlakukan dalam semua aspek Manajemen SDM, a.l:
– Recruitment
– Hiring
– Tenure
– Compensation
– Committee Assignments
– Layoffs, etc.
Why is EEO needed?
• Women earn approximately 77 cents for every dollar men earn;
• African American men with professional degrees earn only 79 percent
of what white males earn;
• Audit studies, where white and minority job seekers were given the
same resumes and sent to the same firms to apply for jobs, found that
employers are less likely to interview/offer a job to the minority;
• A 1995 study of university faculty hiring practices found that once a
minority goal was met, departments stopped seeking minority
applicants.
What EEO Program is Not:
• It is not preferential treatment or quotas (the U.S.
Supreme Court has ruled that quotas are illegal);
• It does not mean that unqualified persons should
be hired or promoted over other people.
DAYA MANUSIA DALAM
BISNIS
DAFTAR REFERENSI
Wether, William B, and Davis, Keith, Human Resources and
Personnel Management, 5th edition.
Ivancevich, John M, Human Resource Management, 9th
edition.
Mangkunegara, Anwar Prabu, AA, Manajemen Sumber Daya
Manusia Perusahaan, PT. Remaja Rosdakarya, Bandung,
2000
Ulrich, Dave and Wayne Brockbank, The HR Value
Propotion, 2005
“…assets make things possible, people make
things happen…” (Union Carbide)
Barang/ Jasa
OUTPUT
Produktifitas =
INPUT
Men,
Money,
Methods
Materials,
Machines
• People are an organisation’s most important
assets.
• The tasks of a manager are essentially
people-oriented. Unless there is some
understanding of people, management will be
unsuccessful.
• Poor people management is an important
contributor to Organization failure.
Management….must have the
support of all employees. I can
not think of anything more
important
(Robert Crandall)
Keberhasilan organisasi, dinilai dari kemampuannya
memadukan penggunaan sumber-sumber daya yang
dimiliki, secara efektif dan efisien dalam
pelaksanaan strateginya.
Meskipun demikian titik sentral pada setiap strategi
dan setiap metode pemanfaatan sumber-sumber
daya, adalah sumber daya manusia yang
merupakan perangkat (device) dan sekaligus
pelaksana dari strategi organisasi.
Kemampuan organisasi dalam mendapatkan,
memelihara -meningkatkan kemampuan,
serta mempertahankan SDM-nya, menjadi
penentu keberhasilan atau kegagalan
organisasi.
The Nature of Human Resources
Management (HRM)
• HRM:
– All activities involved in determining an
organization’s human resource needs, as well as
acquiring, training, and compensating people to fill
those needs
Terms of HRM
• The terms "human resource management" and
"human resources" (HR) have largely replaced
the term "personnel management" as a
description of the processes involved in
managing people in organizations. [1]
• In simple sense,Human Resource
Management(HRM) means employing
people,developing their resources, utilizing
maintaining and compensating their services in
tune with the job and organizational
requirement.
HRM
• Human Resource Management (HRM) is the
function within an organization that focuses on
recruitment of, management of, and providing
direction for the people who work in the
organization. Human Resource Management can
also be performed by line managers.
• Human Resource Management is the organizational
function that deals with issues related to people
such as compensation, hiring, performance
management, organization development, safety,
wellness, benefits, employee motivation,
communication, administration, and training.
• MSDM, adalah suatu ilmu atau
cara bagaimana mengatur sumber
daya yang dimiliki oleh individu
dapat digunakan secara maksimal
sehingga tujuan (goal) menjadi
maksimal. MSDM didasari pada
suatu konsep bahwa setiap
karyawan adalah manusia - bukan
mesin - dan bukan semata menjadi
sumber daya bisnis. (Wikipedia)
MSDM
• Manajemen sumber daya manusia adalah
suatu proses menangani berbagai masalah
pada ruang lingkup karyawan, pegawai,
buruh, manajer dan tenaga kerja lainnya
untuk dapat menunjang aktifitas organisasi
atau perusahaan demi mencapai tujuan yang
telah ditentukan.
“The purpose of Human Resources
Management is to improve the
productive contribution of people to
the organization in ways that are
strategically, ethically, and socially
responsible”
Peran, fungsi, Tugas &
Tanggung Jawab MSDM
• Melakukan persiapan dan seleksi tenaga
kerja / Preparation and selection
• Pengembangan dan evaluasi karyawan /
Development and evaluation
• Memberikan kompensasi dan proteksi pada
pegawai / Compensation and protection
FUNGSI
MANAJEMEN SDM (HRM)
• PERENCANAAN SDM (HR PLANNING)
• REKRUTASI DAN SELEKSI
• EMPLOYEE MOTIVATION
• EMPLOYEE EVALUATION
• EMPLOYEE EDUCATION, TRAINING AND
DEVELOPMENT
• PROVISION OF EMPLOYEE SERVICES
• HUBUNGAN INDUSTRIAL
Planning for Human Resources
Needs
• Typical HR Issues:
– How many employees?
– What skills are needed to
satisfy plans?
– Availability of people in
the workforce?
– What qualifications must
employees have?
– Cost of staffing?
Societal objectives:
Tr
Dev aining
elop
men
t
• Innovation
• Fulfillment
• Readiness
for change
Job
desi
gn
R g
H nin
an
pl
ce
Performan
nt
manageme
sy st e m
n
tio
a
s
en fit
p
m
e
Co ben
n
io nt
t
a e
iz m
an lop
g
r e
O ev
d
er
HR result
Care ent
• Productivity
lopm
• Quality
Deve
Se
l
sta ectio
n
f
ng
HR IS
Employee
assistance
D
HR
arch
rese
n
HR rmatio
Info stem
sy
La U
bo nio
rr n
ela
tio
n
•
•
•
M
R
H
Benefits
Legal compliance
Union
Organizational objectives:
•
•
•
•
•
•
•
HR planning
Employee relations
Selection
T&D
Appraisal
Placement
Assessment
Functional objectives:
•
•
•
Appraisal
Placement
Assessment
Personal objectives:
•
•
•
•
•
T&D
Compensation
Appraisal
Placement
Assessment
BUSINESS ENTITY
Strategi Bisnis
Strategi Fungsional
(Strategi pemasaran, Strategi operasi, Strategi SDM, etc)
Business
Goals
Business
Strategy
HR Goals
HR Strategy
HR Activities
Apakah aktifitas-aktifitas
pengelolaan SDM yang
dilakukan telah menunjang
pelaksanaan strategi
perusahaan ?
2 PERTANYAAN KRITIS
SDM yang seperti apa yang diperlukan dalam
pengelolaan usaha, sehingga selaras dan
sesuai dengan tujuan strategis usaha
Strategi SDM
Program dan inisiatif SDM apa yang harus dirancang
dan diimplementasikan agar dapat mempengaruhi,
mengembangkan serta tetap menjaga efektifitas
kemampuan bersaing pegawai (SDM)
TUJUAN MANAJEMEN SDM
(HRM)
Meningkatkan kontribusi produktif pegawai kepada
perusahaan, dengan cara-cara yang dapat
dipertanggung jawabkan secara strategik, etika
maupun sosial
PERAN UNIT KERJA PENGELOLA
SDM (HRD)
Unit Kerja Pengelola SDM bertanggung jawab untuk
menciptakan iklim kerja yang produktif dengan
mengupayakan peningkatan kualitas ‘work life’ organisasi
melalui aktifitas-aktifitas dan saran-sarannya kepada unitunit kerja lainnya
TUNTUTAN DLM HRM
Pertumbuhan
penduduk
Persaingan
global
Pengangguran
Better
Organizations
Keragaman
Tenaga kerja
Etika
Belum
terdiskripsikan
Tanggung
jawab sosial
Pengobatan,
Makan,
Perumahan
HRM Model & Subsystem
Organizational
Frameworks
and Challenges
Preparation
and Selection
Employee Relation
and Assessment
Objectives
Prof
es
s
i
o
nal
Development
and Evaluation
yees
)
Feedback
Challenges
Compensation
and Protection
Societal
Organizational
Functional
Personal
(Em
plo
tal
e
i
c
So
•
•
•
•
Frameworks and
Challenges
Challenges in dealing with people
External:
• Environment
• Changing demands of
workers
• International &
Domestic Competitors
• Pressure groups
• Professional ethics
• Goverment
Internal:
• Competition between
managers & other
departments
• Legal requirement
for EEO
• Etc
Preparation and Selection
• Human Resources Information
System
• Analize and estimate the
organization’s future HR needs
• Preparing Job design
• Preparing Job Specification & Job
Description
• Preparing Rekruitment & Selection
Development and
Evaluation
•Determine the needs for orientation,
training, development & career
counseling
• Evaluate employees (performance
appraisals conducted periodically)
•Feedback that help manager &
departements spot strengths &
weaknesses
Compensation and
Protection
• Provide employees with
a fair wages or salary
relative to their
productive contribution
• Provide a safe work
environtment, also
health & safety
programmes.
Employee Relation and
Assessment
• Provide effective programs to accommodate
the employee’s needs
• HR Departement responsible for dealing
with the union
• Regularly conduct audits of employees
performance
Simplifikasi I/O Sistem M-SDM
Feedback
Inputs
Transformation Process
Outputs
HR challenges
- Education
- Skills
HRM activities
- Recruiting
- Selection
- Others
HR contributions
-Capable workers
-Motivated workers
Possible HR Areas for Core Competencies
Kapabilitas (unik) dari sebuah organisasi, yang memberikan nilai
(corporate value) tinggi serta membedakan dari pesaingnya.
International Challenges
•
•
•
•
Challenges of workforce diversity
Troubleshooting
Cultural awareness
Ethics & Laws for planning and staffing
organizations overseas
• Political Risk
What is Equal Employment Opportunity (EE0)?
• Memberikan kesempatan yang sama untuk semua orang,
untuk mengetahui, melamar dan bersaing dalam mendapatkan
pekerjaan dan berkarir.
• EEO diberlakukan dalam semua aspek Manajemen SDM, a.l:
– Recruitment
– Hiring
– Tenure
– Compensation
– Committee Assignments
– Layoffs, etc.
Why is EEO needed?
• Women earn approximately 77 cents for every dollar men earn;
• African American men with professional degrees earn only 79 percent
of what white males earn;
• Audit studies, where white and minority job seekers were given the
same resumes and sent to the same firms to apply for jobs, found that
employers are less likely to interview/offer a job to the minority;
• A 1995 study of university faculty hiring practices found that once a
minority goal was met, departments stopped seeking minority
applicants.
What EEO Program is Not:
• It is not preferential treatment or quotas (the U.S.
Supreme Court has ruled that quotas are illegal);
• It does not mean that unqualified persons should
be hired or promoted over other people.