Fungsi MSDM dari operasional dan manajerial

A.  Fungsi-Fungsi Manajerial dalam MSDM

Untuk dapat melaksanakan tugas dan menjalankan perannya dengan baik dan benar, maka sebuah manajemen memiliki peran yang dapat mendukung dan membantu dalam penerapannya. Dalam manajemen terdapat 4 (empat) fungsi atau aktifitas menurut beberapa ahli, sebagai berikut: 

Perencanaan (Planning)

Perencanaan adalah kegiatan memperkirakan tentang keadaan tenaga kerja, agar sesuai dengan kebutuhan organisasi secara efektif dan efisien dalam membantu terwujudnya tujuan. Menurut Robbins dan Coulter (2012): “As managers engage in planning, they set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.” Perencanaan (Planning) adalah fungsi manajemen yang mencangkup proses mendefinisikan sasaran, menetapkan strategi untuk mencapai sasaran itu, dan menyusun rencana untuk mengintegrasikan dan mengoordinasikan sejumlah kegiatan. Bagi manajer SDM, proses perencanaan berarti menentukan kemajuan suatu program SDM yang akan berguna dalam pencapaian tujuan-tujuan yang telah ditetapkan bagi perusahaan.

2.      Pengorganisasian (Organizing)

Pengorganisasian adalah kegiatan untuk mengatur pegawai dengan menetapkan pembagian kerja, hubungan kerja, delegasi wewenang, integrasi dan koordinasi, dalam bentuk bagan organisasi. Organisasi hanya merupakan alat untuk mencapai tujuan. Organisasi yang baik akan membantu terwujudnya tujuan secara efektif.

3.      Pengarahan (Directing)

Pengarahan adalah kegiatan memberi petunjuk kepada pegawai agar mau kerja sama dan bekerja efektif serta efisien dalam membantu tercapainya tujuan organisasi. Pengarahan dilakukan oleh pemimpin yang dengan kepemimpinannya akan memberi arahan kepada pegawai agar mengerjakan semua tugasnya dengan baik. Adapun pengadaan merupakan proses penarikan, seleksi, penempatan, orientasi dan induksi untuk mendapatkan pegawai yang sesuai dengan kebutuhan organisasi. Pengadaan yang baik akan membantu terwujudnya tujuan.

4.      Pengendalian (Controlling)

Pengendalian merupakan kegiatan mengendalikan pegawai menaati peraturan organisasi dan bekerja sesuai dengan rencana.[2] Bila terdapat penyimpangan diadakan tindakan perbaikan dan atau penyempurnaan. Pengendalian pegawai meliputi kehadiran, kedisiplinan, perilaku kerja sama dan menjaga situasi lingkungan pekerjaan.

B.     Fungsi-Fungsi Operasional dalam MSDM

Fungsi operasional dalam manajemen sumber daya manusia merupakan dasar pelaksanaan MSDM yang efektif dan efisien dalam pencapaian tujuan organisasi atau perusahaan. Manajemen sumber daya manusia secara fungsional memiliki beberapa fungsi yang saling terkait satu sama lain dan operasional yang dijalankan oleh manajemen sumber daya manusia sesuai dengan fungsi yang dimilikinya. Berdasarkan pendapat Gaol (2014: p65) terdapat 6 fungsi operatif manajemen
sumber daya manusia, yaitu:

1.      Pengadaan (Procurement)

Fungsi operasi manajemen SDM yang pertama adalah pengadaan (procurement). Fungsi pengadaan berhubungan dengan mendapatkan jenisdan jumlah tenaga kerja yang penting untuk mencapai tujuan-tujuan organisasi. Fungsi ini berkaitan dengan bagaimana penentuan kebutuhan sumber daya manusia berikut perekrutan, penyeleksian dan penempatan kerja.

2.      Pengembangan (Development)

Setelah tenaga kerja diperoleh, mereka harus mengalami perkembangan. Perkembangan yang berkaitan dengan peningkatan keahlian melalui pelatihan, yang penting bagi kinerja pekerjaan. Kegiatan ini sangat penting dan akan terus berkembang dikarenakan perubahan perubahan teknologi, penyesuaian kembali jabatan, dan meningkatnya kerumitan tugas-tugas manajerial.

Dengan adanya tenaga atau sumber daya, yang telah diperoleh suatu organisasi, maka perlu diadakan pengembangan tenaga sampai pada taraf tertentu sesuai dengan pengembangan organisasi itu. Pengembangan sumber daya ini penting, searah dengan pengembangan organisasi. Apabila organisasi itu ingin berkembang maka seyogianya diikuti oleh pengembangan sumber daya manusia. Pengembangan sumber daya manusia ini dapat dilaksanakan melalui pendidikan dan pelatihan yang berkesinambungan.

Definisi pengembangan karyawan adalah suatu usaha untuk meningkatkan kemampuan teknis, teoritis, konseptual dan moral karyawan sesuai dengan kebutuhan pekerjaan/jabatan melalui pendidikan dan pelatihan. Adapun tujuan dari pengembangan karyawan adalah menyangkut beberapa hal, diantaranya:[4]

a.       Produktivitas Kerja

Dengan pengembangan, produktivitas kerja karyawan akan meningkat, kualitas dan kuantitas produksi semakin baik, karena technical skill, human skill dan managerial skill karyawan yang semakin membaik.

b.      Efisiensi

Penegmbangan karyawan bertujuan untuk meningkatkan efisiensi tenaga, waktu, bahan baku dan mengurangi ausnya mesin-mesin. Pemborosan berkurang, biaya produksi relative mengecil sehingga daya saing perusahaan semakin besar

c.       Mengurangi Kerusakan

Pengembangn karyawan juga bertujuan untuk mengurangi kerusakan barang, produksi dan mesin-mesin karena karyawan semakin ahli dan terampil dalam melaksanaan pekerjaannya.

d.       Mengurangi kecelakaan

Pengembangan bertujuan untuk mengurangi tingkat kecelakaan karyawan, sehingga jumlah biaya pengobatan yang dikeluarkan perusahaan berkurang.

e.       Meningkatkan Service

Pengembangan akan meningkatkan kualitas layanan yang lebih baik dari karyawan kepada nasabah perusahaan, karena pemberian pelayanan yang baik merupakan daya penarik yang sangat penting bagi rekanan-rekanan perusahaan yang bersangkutan. 

f.        Moral

Dengan pengembangan, moral karyawan akan lebih baik karena keahlian dan ketrampilannya sesuai dengan pekerjaannya sehingga mereka antusias untuk menyelesaikan pekerjaannya dengan baik

g.      Karir

Dengan pengembangan, kesempatan untuk untuk meningkatkan karir karyawan semakin besar, karena keahlian, ketrampilan dan prestasi kerjanya lebih baik. Promosi ilmiah biasanya didasarkan kepada keahlian dan prestasi kerja seseorang

h.      Konseptual

Dengan pengembangan, manajer semakin cakap dan cepat dalam mengambil keputusan yang lebih baik karena technical skill, human skill dan managerial skill-nya lebih baik

i.        Leadership

Dengan pengembangan kepemimpinan seorang manajer akan lebih baik, human relation-nya lebih luwes, motivasinya terarah sehingga pembinaan kerja sama vertical dan horizontal semakin harmonis

j.        Incentives

Pengembangan juga dimaksudkan untuk meningkatkan insentif, fee, maupun benefit yang didasarkan pada prestasi kerja para karyawan.  

k.      Consumer Satisfaction

Pengembangan para karyawan akan searah dengan pengembangan kualitas produk, dan layanan sehingga tentunya akan berkaitan dengan kepuasan konsumen.

1.      On the Job Training

Yaitu pelatihan dengan instruksi, maksudnya adalah para pekerja ditempatkan dalam kondisi riil dibawah bimbingan dan supervise dari seorang pegawai senior atau supervisor. Metode ini menggunakan pendekatan Job Instruction Training yakni instruktur memberikan pelatihan kepada pegawai senior atau supervisor kemudian pegawai senior memberikan pengalamannya kepada pekerja.

2.      Vestibule

Yakni suatu metode latihan yang dilakukan dalam kelas atau workshop yang bia sanya diselenggarakan dalam suatu perusahaan industry untuk memperkenalkan pekerjaan kepada karyawan baru dan melatih mereka mengerjakan pekerjan tersebut. Tentunya dengan duplikasi bahan, alat-alat dan konisi yang akan mereka temui dalam situasi kerja yang sebenarnya.

3.      Demonstrasi

Yakni metode latihan yang dilakukan dengan cara peragaan dan penjelasan bagaimana cara-cara mengerjakan sesuatu pekerjaan melalui contoh-contoh atau percobaan yang didemonstrasikan. Peserta melihat sendiri teknik mengerjakannya, diberikan penjelasan-penjelasan bahkan kalau perlu mencoba mempraktekannya sendiri.

4.      Programmed Instruction

Merupakan bentuk pelatihan agar peserta dapat belajar sendiri karena langkah-langkah pengerjaan sudah diprogram, biasanya dengan computer, buku atau mesin pengajar. Instruksi terprogram meliputi pemecahan informasi dalam beberapa bagian kecil sedemikian rupa sehingga dapat dibentuk program pengajaran yang mudah dipahami dan saling berhubungan.

5.      Magang

Melibatkan pembelajaran dari pekerja yang lebih berpengalaman dan dapat ditambah pada teknik off the job training. Banyak pekerja ketrampilan tangan seperti tukang pipa dan kayu, dilatih melalui program magang resmi. Asistensi dan kerja sambilan bisa disamakan dengan magang karena menggunakan partisipasi tingkat tinggi dari peserta sekaligus memiliki feedback yang tinggi pula.

Sedangkan untuk pengembangan dengan metode lecturing, ada beberapa pendekatan yang bisa dipakai, namun dalam makalah ini pemakalah hanya menyajikan lima metode yang paling sering digunakan dalam suatu perusahaan:

a.       Seminary

Metode ini menggunakan pendekatan ceramah atau presentasi dari instruktur. Gunanya tentu untuk meningkatkan kemampuan manajerial para pimpinan. Metode ini dilakukan dalam dalam suatu classroom dengan jangkauan audiens yang banyak!

b.      Lokakarya

Menggunakan pendekatan yang mirip dengan seminary, yakni menggunakan ceramah atau presentasi, namun bedanya, peserta tidak pasif mendengarkan begitu saja, tapi juga turut diminta partisipasinya dalam memecahkan suatu masalah.

c.       Under Study

Hampir sama dengan on the job training, hanya bedanya dilakukan dalam tataran kepemimpinan. Dimana calon pemimpin dipersiapkan untuk menggantikan jabatan atasannya. Calon dipersiapkan untuk mengisi jabatan apabila pimpinannya berhenti.

d.      Job Rotation

Adalah teknik pengembangan yang dilakukan dengan cara memindahkan peserta dari suatu jabatan ke jabatan lainnya secara periodic untuk menambah keahlian dan kecakapannya pada setiap jabatan. Hal ini merupakan antisipasi jika ia dipromosikan, ia akan siap, memiliki pengetahuan dan kapasitas yang baik

e.       Coaching dan Counseling

Coaching adalah suau metode pendidikan dengan cara atasan mengajarkan keahlian dan ketrampilan kerja kepada bawahannya.

3.      Kompensasi (Compensation)

Fungsi ini didefinisikan sebagai pemberian upah yang cukup dan wajar kepada tenaga kerja atas kontribusi/jasa mereka terhadap tujuan-tujuan organisasi.

4.      Integrasi / Penyatuan (Integration)

Walaupun sudah menerima pegawai, sudah mengembangkannya, dan sudah
memberikan kompensasi yang memadai, perusahaan masih menghadapi masalah yang sulit, yaitu “integrasi/penyatuan”. Dalam hal ini pegawai secara individu diminta mengubah pandangannya, kebiasaannya, dan sikapsikap lainnya yang selama ini kurang menguntungkan bagi perusahaan agar disesuaikan dengan keinginan serta tujuan perusahaan. 

5.      Perawatan / Pemeliharaan (Maintenance)

Pemeliharaan berarti berusaha untuk mempertahankan dan meningkatkan kondisi yang telah ada.

6.      Pemisahan / Pelepasan / Pensiun (Separation)

Seorang karyawan tidak mungkin akan selalu bekerja pada organisasi tertentu. Pada suatu ketika paling tidak mereka harus memutuskan hubungan kerja dengan cara pensiun. Untuk itu maka tenaga kerja atau karyawan tersebut harus kembali ke masyarakat. Organisasi harus bertanggung jawab dalam memutuskan hubungan kerja ini sesuai dengan ketentuan-ketentuan yang berlaku, dan menjamin warga masyarakat yang dikembalikan itu berada dalam keadaan yang sebaik mungkin. Seorang manajer sumber daya manusia harus melaksanakan fungsi ini dengan baik.

Sumber: http://kumpulanfiledokument.blogspot.com/2013/02/tugas-manajemen-sumber-daya-manusia.html

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10 active and 10 passive

The model minority is losing patience

Asian-Americans are the United States’ most successful minority, but they are complaining ever more vigorously about discrimination, especially in academia

MICHAEL WANG, a young Californian, came second in his class of 1,002 students; his ACT score was 36, the maximum possible; he sang at Barack Obama’s inauguration; he got third place in a national piano contest; he was in the top 150 of a national maths competition; he was in several national debating-competition finals. But when it came to his university application he faced a serious disappointment for the first time in his glittering career. He was rejected by six of the seven Ivy League colleges to which he applied.

“I saw people less qualified than me get better offers,” says Mr Wang. “At first I was just angry. Then I decided to turn that anger to productive use.” He wrote to the universities concerned. “I asked: what more could I have done to get into your college? Was it based on race, or what was it based on?” He got vague responses—or none. So he complained to the Department of Education. Nothing came of it. “The department said they needed a smoking gun.”

In May this year Mr Wang joined a group of 64 Asian-American organisations that made a joint complaint to the Department of Education against Harvard, alleging racial discrimination. That follows a lawsuit filed last year against Harvard and the University of North Carolina by a group of Asian-American students making similar charges. The department rejected the claim in July, but another two complaints have since been filed by Asian-Americans, one against Harvard and one against nine other universities.

On October 3rd 1965 President Lyndon Johnson signed the Immigration and Nationality Act into law, sweeping away a system that favoured white Europeans over other races. One of its main consequences was the beginning of mass immigration to America from Asia. By most indicators, these incomers have done better than any other ethnic minority group. Indeed, they have long been described as the “model minority”: prosperous, well-educated and quiescent. But there are problems, as a result of which they are becoming somewhat less quiescent than they once were.

Before the 1965 act, the experience of Asian-American immigrants had not been entirely happy. The largest mass lynching in American history, in 1871, in which 17 Chinese were murdered; the Chinese Exclusion Act of 1882, which prohibited Chinese immigration; the internment of 120,000 Japanese-Americans in the second world war, when relatively few German- or Italian-Americans were interned: all were symptoms of a racism that was reserved not just for African-Americans.

Things changed after the war. The Chinese and Indians were seen as allies, and the internment of Japanese came to be seen as wrong. As the civil-rights campaign changed attitudes to race, the new immigration act enabled people to be admitted on the basis of skills and family relationships. Asia’s large population and fast-developing economies have meant an abundant supply of skilled aspirant Americans. In 2013 the numbers of both Chinese and Indian migrants overtook Mexicans for the first time.

It is their educational outperformance that is most remarkable: 49% of Asian-Americans have a bachelor’s degree, compared with 28% of the general population. Whereas Asian-Americans make up 5.6% of the population of the United States, according to the complaint to the Department of Education they make up more than 30% of the recent American maths and physics Olympiad teams and Presidential Scholars, and 25-30% of National Merit Scholarships. Among those offered admission in 2013 to New York’s most selective public high schools, Stuyvesant High School and Bronx High School of Science, 75% and 60% respectively were Asian. The Asian population of New York City is 13%. Surging immigration is likely to increase the disparity between Asians and other groups, because recent immigrants are even more highly qualified than earlier cohorts: 61% of recent immigrants from Asia have a bachelor’s degree, compared with 30% of recent non-Asian migrants.

Why do they do so well? Amy Hsin of the City University of New York and Yu Xie of the University of Michigan examined the progress of 6,000 white and Asian children, from toddlers through school, to find an answer. They rejected the idea that Asians were just innately much cleverer than whites: there was an early gap in cognitive abilities, but it declined to insignificance through school. The higher socioeconomic status of Asian parents provided part of the explanation, but only a small part. Their data suggested that Asian outperformance is thanks in large part to hard work. Ms Hsin and Ms Xie’s study showed a sizeable gap in effort between Asian and white children, which grew during their school careers.

When the researchers asked the children about their attitudes to work, two differences emerged between Asian and white children. The Asians were likelier to believe that mathematical ability is learned, not innate; and Asian parents expected more of their children than white ones did. The notion that A- is an “Asian F” is widespread. Another study, by Zurishaddai Garcia of the University of Utah, shows that Asian-American parents are a lot likelier to spend at least 20 minutes a day helping their children with their homework than any other ethnic group.

In “The Asian American Achievement Paradox”, a study based on interviews with young Chinese and Vietnamese in Los Angeles, as well as Mexicans, whites and blacks, Jennifer Lee and Min Zhou argue that it is not just what happens at home that matters. They point to “ethnic capital”—the fact that these groups belong to communities that support education—as part of the explanation.

The Asian-American interviewees recall wearily their parents dangling the PhDs of cousins and neighbors in front of them. Being part of an entrepreneurial society helps. The four-inch-thick Southern California Chinese Yellow Pages, which lists Chinese businesses, offers thousands of listings for Chinese-run SAT prep and tutoring services. Close links to the motherland are also an advantage, to parents at least. Children who rebel may be threatened with being sent to stay with family in China, and they know from relations there that teenagers in America, even Asian ones, get off relatively lightly compared with those in China.

Thanks to such pressures and hard work, many Asian-Americans do end up in top universities—but not as many as their high-school performance would seem to merit. Some Asians allege that the Ivy Leagues have put an implicit limit on the number of Asians they will admit. They point to Asians’ soaring academic achievements and to the work of Thomas Espenshade and Alexandria Walton Radford of Princeton, who looked at the data on admissions and concluded that Asian-Americans need 140 SAT points out of 1,600 more than whites to get a place at a private university, and that blacks need 310 fewer points. Yet in California, where public universities are allowed to use economic but not racial criteria in admissions, 41% of Berkeley’s enrolments in 2014 were Asian-Americans and at the California Institute of Technology 44% were (see chart).

Racial prejudice of the sort that Jews faced may or may not be part of the problem, but affirmative action certainly is. Top universities tend to admit blacks and Hispanics with lower scores because of their history of disadvantage; and once the legacies, the sports stars, the politically well-connected and the rich people likely to donate new buildings (few of whom tend to be Asian) have been allotted their places, the number for people who are just high achievers is limited. Since the Ivies will not stop giving places to the privileged, because their finances depend on the generosity of the rich, the argument homes in on affirmative action.

Several states have banned the use of race as a criterion for admission to their public institutions and there have been several lawsuits against affirmative action. One, brought by Abigail Fisher (who is white) against the University of Texas, has been ricocheting between the Supreme Court and lower courts for seven years; in June the Supreme Court agreed to hear her appeal. In September, 117 Asian-American outfits under the umbrella of the Asian-American Coalition for Education filed a brief to back Ms Fisher. That case’s outcome will bear on the one brought by the group of Asian students against Harvard and the University of North Carolina. Given that several Supreme Court judges, including John Roberts, the chief justice, are unsympathetic to affirmative action, the court seems quite likely to rule against it.

Too successful by half

For the moment the court has taken the view that universities may take race into account, but racial quotas are not on. The Ivies deny running a racial quota. But in its comment on the Asian groups’ complaint, Harvard defends the use of race as a criterion in admission—“a class that is diverse on multiple dimensions, including on race, transforms the educational experience of students from every background and prepares our graduates for an increasingly pluralistic world”—and describes its admissions process as “holistic”, meaning it takes into account considerations wider than mere test scores.

Many Asian parents think this is wrong. They woke up a long time ago to the need to counter the stereotype of the maths-nerd Asian who does nothing but work, and encouraged their children to diversify—into music, debating, charity work, sports, everything that is supposed to increase students’ chances of admission. But many who have excelled in those areas, including Mr Wang and Irene Liu, a student from Massachusetts with a similarly stellar CV, were rejected by the Ivy League. Ms Liu’s mother, Tricia, says, “I feel angry about it. We came for the American dream: you work hard, you do well. This just doesn’t add up.” Irene has accepted a place at a top Canadian university, and is happy about it. Her mother isn’t: “It breaks my heart that she’s going abroad. If she had gone to Harvard, I could have brought her dumplings.”

Mr Wang doubts that Asians, in reaction, are likely to slack off. Asian parenting, he says, “isn’t getting more relaxed. It’s probably getting stricter, because parents realise they’re going to have to work even harder. Standards are rising for everybody, but they’re rising faster for Asians than for everybody else.” As Arnold Jia, a 14-year-old from Short Hills, New Jersey, points out, the problem becomes circular. “To counter affirmative action we have to work harder than everybody else,” he says. “And that reinforces the stereotype.”

But the Asian-American community is unwilling on the whole to oppose affirmative action. It tends to vote Democratic, and many of its members recall the years when they were a despised, not a model, minority. So those who dislike the way the system works tend to argue for it to be adjusted, not abolished; and some say that Asians should actually support it.

It is true that although Asian-Americans do remarkably well at school and university, and have high average incomes, in the workplace they are under-represented in top jobs. A “bamboo ceiling” seems to apply. Asians do well in the lower and middle levels of companies and professions, but are less visible in the upper echelons. Buck Gee, Janet Wong and Denise Peck, Asian-American executives who put together data from Google, Intel, Hewlett Packard, LinkedIn and Yahoo for a report published by Ascend, an Asian-American organization, found that 27% of professionals, 19% of managers and 14% of executives were Asian-American (see chart).

Adj clause

Perbedaan Phrase and Sentences

Phrase ex:

- claiming to have been extorted

- NOT long after assuming his post as deputy

- In addition to streamlining registration, the gloal was to eliminate opportunities for extortion

- Since the (extortion) case was uncovered

- Since the beginning of 2014

- Before the online system was up and running

- based on the inspectorate's investigation

- played a key coordinating role

- In the second meeting

- According to investigators

- On several occasions

Sentences ex:

- Lilik was allegedly involved in a conspiracy involving notary candidates

- He is accused ofusing his to extort notaries and notary candidates seeking a letter of appointment in Jakarta

- We do not see this as a case of bribery

- The ministry took the case to the Attorney General's Office (AGO) 

- Denny Indrayana asked the civil affairs directorate general to impose a system of online registration for notary can- didates

- Amelia complained about the complexity of the for the appointment of a notary public for Sleman regency, Yogyakarta

- Amelia proposed a Iower price, and they settled on Rp85 million

- Amelia transferred the money to Nurcahyanto's account

- Sarjono told Tempo that the prosecutors are tracking down Bagas 

- Nur Ali determined the 'price' based on the available formation of existing notaries