1. Fundamentals
ROBERT L. MATHIS
JOHN H. JACKSON
Changing Roles of Human
Changing Roles of Human
Resource Management
Resource Management
Kanaidi, SE., M.Si
By :Copyright © 2005 Thomson Business & Professional Publishing. Bandung, 05-06 Maret 2013
PowerPoint Presentation by Charlie Cook
kanaidi@yahoo.com
All rights reserved. The University of West Alabama

2. Learning Objectives
Learning Objectives
• After you have read this chapter, you should be
able to:
 Define HR management and identify the seven
categories of HR activities.
 Discuss three challenges facing HR today.
 Describe how the major roles of HR management are
being transformed.
 Identify the purposes and uses of HR technology.
 Discuss why ethical issues affect HR management.
 Explain the key competencies needed by HR
professionals and why certification is important.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 2

3. Definitions of HRM
Definitions of HRM
• Byers & Rue: “HRM is the function facilitating the
most effective use of people to achieve both
organisational and individual goals”
• Michael Jucious: “HRM is that field of
management which deals with planning,
organising & controlling the functions of
procuring, developing, maintaining and utilising
a labour force such that organisational &
individual goals are fulfilled”
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 3

4. Nature of Human Resource Management
Nature of Human Resource Management
• Human Resource (HR) Management
 The design of formal systems in an organization to
ensure effective and efficient use of human talent to
accomplish organizational goals.
• Who Is an HR Manager?
 In the course carrying out their duties, every operating
manager is, in essence, an HR manager.
 HR specialists design processes and systems that
operating managers help implement.
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5. HR
HR
Management
Management
Activities
Activities
1. Strategic HR
Management
2. Equal Employment
Opportunity
3. Staffing
4. HR Development
5. Compensation and
Benefits
6. Health, Safety, and
Security
7. Employee and Labor
Relations Figure 1–1
Source: HR Department Benchmarks and Analysis Survey 2004
(Washington, DC: Bureau of National Affairs, 2004), 21. To purchase
this publication and find out more about other BNA HR solutions visit
http://hrcenter.bna.com or call 800-372-1033. Used with permission.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 5

6. Seven HR Activities
Seven HR Activities
• Strategic HR Management
• Equal Employment Opportunity
• Staffing
• HR Development
• Compensation and Benefits
• Health, Safety, and Security
• Employee and Labor Relations
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 6

7. Smaller Organizations and HR Management
Smaller Organizations and HR Management
Shortage of
Shortage of
Qualified
Qualified
Workers
Workers
Compliance with Issues of
Issues of Increasing
Compliance with Increasing
Government
Government Greatest
Greatest Costs of
Costs of
Regulations
Regulations Concern
Concern Benefits
Benefits
Rising Taxes
Rising Taxes
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 7

8. HR Management Roles
HR Management Roles
• Administrative Role
 Clerical and administrative support operations (e.g.,
payroll and benefits work)
 Technology is transforming how HR services are delivered.
 Outsourcing HR services to reduce HR staffing costs
• Operational and Employee Advocate Role
 “Champion” for employee concerns
 Employee crisis management
 Responding to employee complaints
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 8

9. Changing Roles of HR Management
Note: Example percentages are based on various surveys.
Figure 1–5
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10. Strategic Role for HR
Strategic Role for HR
• Strategic Role
 “Contributing at the Table” to organizational results
 HR becomes a strategic business partner by:
 Focusing on developing HR programs that enhance
organizational performance.
 Involving HR in strategic planning at the onset.
 Participating in decision making on mergers, acquisitions,
and downsizing.
 Redesigning organizations and work processes
 Accounting and documenting the financial results of HR
activities.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 10

11. Operational to Strategic Transformation of HR
Figure 1–6
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12. New Approaches to HR Management
New Approaches to HR Management
• Collaborative HR
 The process of HR professionals from several
different organizations working jointly to address
shared business problems.
 Firms benefit from the expertise of other firms, without having
the time and expense of developing some of their own HR
practices.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 12

13. HR Technology
HR Technology
• Human Resource Management System (HRMS)
 An integrated system providing information used by HR
management in decision making.
 Purposes (Benefits) of HRMS
 Administrative and operational efficiency in compiling HR data
 Availability of data for effective HR strategic planning
 Uses of HRMS
 Automation of payroll and benefit activities
 EEO/affirmative action tracking
 HR Workflow: increased access to HR information
– Employee self-service reduces HR costs.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 13

14. Uses of an HRMS
Uses of an HRMS
• HRMS
 Bulletin boards
 What information will be available and what is information
needed?
 Data access
 To what uses will the information be put?
 Employee self-service
 Who will be allowed to access to what information?
 Web-based services and access
 Extended linkage
 When, where, and how often will the information be needed?
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 14

15. Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 15

16. Ethics and HR Management
Ethics and HR Management
• Firms with High Ethical Standards
 Are more likely to reach strategic goals.
 Are viewed more positively by stakeholders
 Are better able to attract and retain human resources.
• Ethics and Global Differences
 Different legal, political, and cultural factors in other
countries can lead to ethical conflicts for global
managers.
 Foreign Corrupt Practices Act (FCPA)
 Prohibits U.S. firms from engaging in bribery and other
practices in other countries.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 16

17. HR’s Role in Organizational Ethics
HR’s Role in Organizational Ethics
• HR management plays a key role as the “keeper
and voice” of organizational ethics.
• What is Ethical Behavior?
 What “ought” to be done.
 Dimensions of decisions about ethical issues in
management:
 Extended consequences
 Multiple alternatives
 Mixed outcomes
 Uncertain consequences
 Personal effects
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 17

18. HR’s Role in Organizational Ethics (cont’d)
HR’s Role in Organizational Ethics (cont’d)
• Responses to Ethical Situations
Are guided by values and personal behavior “codes”
that include:
Does response meet all applicable laws, regulations, and
government codes?
Does response comply with all organizational standards of
ethical behavior?
Does response pass the test of professional standards for
ethical behavior?
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 18

19. Ethical Behavior and Organizational Culture
Ethical Behavior and Organizational Culture
• Organizational Culture
 The shared values and beliefs in an organization
 Common forms of unethical conduct:
 Lying to supervisors
 Employee drug use or alcohol abuse
 Falsification of records
• Fostering Ethical Behavior
 A written code of ethics and standards of conduct
 Training on ethical behavior for all employees
 A means for employees to obtain ethical advice
 Confidential reporting systems for ethical misconduct
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 19

20. HR Management Competencies
HR Management Competencies
and Careers
and Careers
• Important HR Competencies
Strategic contribution to organizational success
Business knowledge of organization and its strategies
Effective and effective delivery of HR services
Familiarity with HRMS technology
Personal credibility
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 20

21. HR Management as a Career Field
HR Management as a Career Field
• HR Generalist
 A person with responsibility for performing a variety of
HR activities.
• HR Specialist
 A person with in-depth knowledge and expertise in a
limited area of HR.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 21

22. Fundamentals
Human
Resources
Management
TRAINING
Ethics and
Ethics and
Social Responsibility
Social Responsibility
By : Kanaidi, SE., M.Si Bandung, 15-16 Oktober 2012

23. Learning Objectives
Learning Objectives
• Describe four rules that can be used to help
companies and their managers act in ethical
ways
• Identify the four main sources of managerial
ethics
• Distinguish between the four main approaches
toward social responsibility that a company
can take
23

24. The Nature of Ethics
The Nature of Ethics
• Ethical Dilemma
 quandary people find themselves in when they
have to decide if they should act in a way that might
help another person even though doing so might go
against their own self-interest
24

25. The Nature of Ethics
The Nature of Ethics
• Ethics
 The inner-guiding moral principles, values, and
beliefs that people use to analyze or interpret
a situation and then
decide what is the
“right” or appropriate
way to behave
25

26. Dealing with Ethical Issues
Dealing with Ethical Issues
There are no absolute or indisputable rules or
principles that can be developed to decide if
an action is ethical or unethical
26

27. Ethics and the Law
Ethics and the Law
Neither laws nor
ethics are fixed
principles
27

28. Ethics and the Law
Ethics and the Law
Ethical beliefs lead to the
development of laws and
regulations to prevent certain
behaviors or encourage others
28

29. Ethics and the Law
Ethics and the Law
Laws can change
or disappear as
ethical beliefs
change
29

30. Changes in Ethics Over Time
Changes in Ethics Over Time
Managers must confront the need to decide what
is appropriate and inappropriate as they use a
company’s resources to produce goods and
services
30

31. Fundamentals
Human Resources Management
Human Resource
Management Functions
By : Kanaidi, SE., M.Si
kanaidi@yahoo.com 31
10th Edition © 2008 by Prentice
Hall

32. HR Branding
HR Branding
• Firm’s corporate image or culture
• Embodies values and standards that guide
peoples’ behavior
• People know what company stands for, people it
hires, fit between jobs and people, and results it
recognizes and rewards
• Important in getting highest quality applicants to
join firm
32
10th Edition © 2008 by Prentice
Hall

33. Basic Functions of HRM
Basic Functions of HRM
• The process of HRM consists of 4 basic
functions:
 Acquisition of human resources
 Development of human resources
 Motivation of human resources
 Maintenance of human resources
33
10th Edition © 2008 by Prentice
Hall

34. Acquisition Function
Acquisition Function
• Process of identifying and employing people
possessing required level of skills
 Job Analysis
 HRP
 Recruitment
 Selection
34
10th Edition © 2008 by Prentice
Hall

35. Development Function
Development Function
• Process of improving, moulding and changing
the skills, knowledge and ability of an employee
 Employee Training
 Management Development
 Career Development
35
10th Edition © 2008 by Prentice
Hall

36. Motivation Function
Motivation Function
• Process of integrating people into a work
situation in a way that it encourages them to
perform / deliver to the best of their ability
 Understanding needs
 Designing motivators
 Monitoring
36
10th Edition © 2008 by Prentice
Hall

37. Maintenance Function
Maintenance Function
• Process of providing employees the working
conditions that help maintain their motivation
and commitment to the organisation
 Satisfaction Levels
 Retention
37
10th Edition © 2008 by Prentice
Hall

38. Human Resource Management
Human Resource Management
• Utilization of individuals to achieve
organizational objectives
• All managers at every level must concern
themselves with human resource management
• Five functions
38
10th Edition © 2008 by Prentice
Hall

39. 5 Functions of Human Resource Management
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Human Resource
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Safety and Health
39
10th Edition © 2008 by Prentice
Hall

40. Coaching & Counseling
By : Kanaidi, SE., M.Si Bandung, 15-16 Oktober 2012
kanaidi@yahoo.com

41. COACHING = COUNSELING =
MEMBINA : MEMBIMBING
Proses mengarahkan yang Proses pemberian terapi
dilakukan oleh seoranng dan bimbingan oleh
Atasan untuk melatih dan seorang Atasan untuk
memberikan orientasi membantu seorang
kepada seorang karyawan, karyawan mengatasi
tentang realitas di tempat masalah pribadi baik
kerja dan membantu dari dalam maupun luar
mengatasi hambatan dalam lingkungan kerja yang
mencapai prestasi kerja berdampak pada prestasi
yang optimal. kerjanya.

42. KONSEP BERBALAS & BERULANG
PADA COACHING - COUNSELING
COACHING = MEMBINA
COUNSELING = MEMBIMBING
42

43. AKAR MASALAH GEJALA PENDEKATAN
Kurangnya knowledge & skill tentang
tanggung jawab pekerjaan
Kinerja bermasalah
COACHING
COACHING
Masalah pribadi atau perubahan
organisasi yang mempengaruhi
kinerja
Kinerja bermasalah
COUNSELLING
COUNSELLING

44. Manfaat Coaching
ROBERT L. MATHIS
JOHN H. JACKSON
Penghargaan dan umpan balik yang positif akan meningkatkan
motivasi dan inisiatif karyawan
Produktivitas meningkat
Delegasi lebih banyak
Mengembangkan tanggung jawab bersama
Kohesivitas kelompok lebih tinggi
Memudahkan saat penilaian prestasi
PowerPoint Presentation by Charlie Cook
The University of West Alabama

45. Kapan
melakuka Coaching ?
n • Kurangnya kemampuan
• Ketidakcukupan
informasi
Ketika : • Kurangnya kompetensi
• Karyawan harus
mengalami masalah
‘kinerja’
• Karyawan relatif baru
• Ada perubahan

46. TAHAPAN
Coaching ?
Amati gejala
munculnya masalah BERTEMU Tindak lanjut
kinerja
• Kurang terampil Feed back
• Dokumen
• Kurang termotivasi Hasil-hsail & kesepakatan yg ingin
• Ambil langkah
• Kekurangan sumber daya dicapai
• Pengawasan
• Kumpulkan data pendukung
• Analisis data
• Analisis rencana
Pikirkan hambatan2 & solusi

47. ROBERT L. MATHIS
JOHN H. JACKSON
The Employment
The
Process
By : Kanaidi, SE., M.Si
kanaidi@yahoo.com PowerPoint Presentation by Charlie Cook
The University of West Alabama

48. Human Capital Management
Human Capital Management
Process
Process

49. The Whole Process of
RECRUITMENT
• Put out job advert
• Filter application forms
• Interviewing
• Short listing
• Selecting
• Training or Job Orientation

50. RECRUITMENT
RECRUITMENT
Diawali dengan :
• Penetapan Kebutuhan & Kreteria SDM, Job
analysis, job description and job Specification
(job design).
Dilanjutkan dengan Proses RECRUITMENT:

51. FLOW of RECRUITMENT
FLOW of RECRUITMENT

52. Selection of personnel
Selection of personnel
• Managers share responsibility for recruitment
and retention of well- qualified people.
1. They help establish criteria for selection of
personnel.
2. Structure interviews to increase validity and
reliability of recruitment.

53. Modes for Active Recruitment
Modes for Active Recruitment
1. Word of mouth (WoM),
2. Advertisement in local news papers,
organizations bulletins, and nursing journals,
recruitment literature, posters,
3. Contact with schools graduation classes.

54. The Major Sources of Personnel
The Major Sources of Personnel
1. Persons seeking their first job
2. Dissatisfied employees, and
3. The unemployed.
Note : Hiring an unemployed worker who has
been released from a previous job because of
an infraction or a quarrel with the previous
employer demands careful assessment.

55. Attraction of qualified application
Attraction of qualified application
• The acquisition of qualified people in any
agency is critical for the establishment,
maintenance, and growth of the organization.
*Therefore active recruitment is very important,
and the attraction of qualified applicants are
the first step in selection of personnel.

56. Personal Data of applicants
Personal Data of applicants

57. Screening of Potential staff
Screening of Potential staff
There are three underlying philosophies
in the screening process:
1. Screen out applicants who do not fit the
agency's image.
2. Try to fit the job to promising applicants.
3. Try to fit the applicant to the job.

58. Application forms and resumes
Application forms and resumes
A. Biographical data,
B. Educational background,
C. Work experience, and
D. Other pertinent information.

59. Testing
Testing
• Personality and interest testing
• Ability test rarely used.
• Estimates the rate at which the applicant can
acquire the Knowledge and skills required for the
position.
Recruitment & Selection – Legislation (law)
– Prohibit discrimination because of race, color,
religion, sex, or national origin
– Prohibit discrimination because of
handicapped.

60. Job Orientation
Job Orientation
• Is the process of informing new employees
about the existing work environment & their
place in it, so that they can relate quickly to their
new surroundings.

61. Benefits of Orientation
Benefits of Orientation
• Welcome new employee
• Provides essential information
• Helps you get to know the employee
and assess training needs
• Create a Positive 1st Impression
• Reduce turnover

62. Competency Assessment
Competency Assessment
Program
Program
• Any system in place for measuring,
documenting, or otherwise determining whether
employees are able to do their job.
• Two approaches :
 New Staff
 Current Staff

63. Appraisal
Appraisal

64. Appraisal
It is a periodic formal evaluation of how well
personnel have performed their duties during a
specific period.

65. Appraisal
Purposes:
• To determine job competence.
• To enhance staff development and motivate
personnel toward higher achievement.
• To discover the employees aspirations and to
recognize accomplishment.