Efektivitas manajemen sdm strategik dalam meningkatkan kinerja organisasi bisnis d indonesia

Susilowati, Yuniari (2013) Efektivitas manajemen sdm strategik dalam meningkatkan kinerja organisasi bisnis d indonesia. Doctoral thesis, Institut Pertanian Bogor.

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Official URL: http://lib.sb.ipb.ac.id/

Abstract

In Indonesia, Strategic Human Resource Management (SHRM) is believed to have a direct and positive impact on firm performance. This belief is thought to be rather conventional, since numerous empirical studies across the globe and across industries on the relationship between SHRM and firm performance have shown inconclusive results. The relationship between SHRM and organizational performance indicates a varying degree of relationship, ranging from no relationship at all to low to moderate relationship. This contradicts the conventional view which believes that HRM has a direct impact on firm performance. Why is the relationship between SHRM and organizational performance not conclusive? There are two possible explanations: 1) the effectiveness of SHRM in impacting organizational performance cannot be isolated from the external factors such as the conditions of market competition in the industry in which the organization is operated, and 2) the effectiveness of SHRM in impacting organizational performance can also be moderated or mediated by other internal factors in the organization. This study aims to examine the external factors, such as differences in the level of market competition in the industry, which have a role in determining the effectiveness of SHRM in improving organizational performance, and to examine the internal factors, such as moderator and mediator variables, that may have a crucial role on the relationship between SHRM and organizational performance in the industry with different level of market competition. The population of this study is managers from top management level to supervisor level, from 8 companies in 6 types of industries. The number of population is 3,126, and the sample drawn from this population is 2,002. The data is collected through quantitative and qualitative questionnaires. From 2002 questionnaires distributed, 729 returned, yielding a response rate of 36.4%. All data has been taken over a period of May to September 2012. The participating companies in this study come from different industries: automotive, oil palm plantations, Islamic banking, property, cement and water treatment. These 6 types of industries are grouped into 3 categories based on the relative degree of market competition, namely: 1) industry with the highest level of market competition (represented by 2 companies from automotive industry); 2) industry with moderate level of competition (represented by 2 companies from oil palm plantation industry); and 3) industry with low-to-monopoly level of competition (represented by 1 company from cement industry and 1 company from water treatment industry). Due to the insufficient data from Islamic banking and property companies, the data from both industries is not included in the industry group analysis, but still included in the multi-industry analysis. Following data collection, Structural Equation Modeling (SEM) is used to perform the analysis of the data in this study. The analysis has been done in two steps. The first step is to analyze the data in multi-industry, and the second step is to analyze the data in each competition category. The main findings of this study reveal that in the multi-industry analysis, SHRM is proven to have a direct and positive impact on organizational performance. However, the strength of this relationship is very weak, suggesting the presence of other dominant factors that may have a bigger effect on organizational performance. The moderating variables in this study, which consists of industrial relations, organizational culture and top management leadership are not proven to strengthen the relationship between SHRM and organizational performance. However, the mediating variables which consists of the role of line managers in implementing HRM systems and procedures, employee’s competency, motivation and performance are proven to be a mediator between SHRM and organizational performance relationship. The results in the industry group analysis have shown that in industries with high and moderate levels of competition, SHRM is not proven to have a direct influence on organizational performance. On the contrary, in the industry with a low level of competition, SHRM is proven to have a direct effect on performance. The same moderating variables in the industry group analysis are also not proven to strengthen the relationship between SHRM and organizational performance, conversely, the same mediating variables in the industry analysis are proven to be mediator variables in the relationship between SHRM and organizational performance From these results it can be concluded that the influence of SHRM on organizational performance is not conclusive. The impact of SHRM on organizational performance depends partly on the external factors such as market competition in the industry. The higher the level of market competition in the industry, the lower the direct influence of SHRM on organizational performance. Conversely, the lower the level of market competition in the industry, the higher the direct influence of SHRM on organizational performance. In the automotive industry in which the level of market competition is very high, the companies maintain their competitive position by relying on the development of key successful factors in the industry, such as product development, technology, and service excellence. In this industry, SHRM is functioned to develop people in the company. In contrast, in the water treatment industry is which the market is monopoly, SHRM may play a more important role as part of internal bureaucratic systems to ensure that employees will comply to achieve organizational goals. In addition, the influence of SHRM in improving organizational performance both in multi-industry analysis and group-industry analysis occurs consistently through mediating factors, but is not strengthened by moderating factor.

Item Type: Thesis (Doctoral)
Uncontrolled Keywords: Manajemen SDM Strategik, Kinerja Organisasi, Kondisi Persaingan dalam Industri, Hubungan Industrial, Budaya Organisasi, Kepemimpinan Manajemen Puncak, Peran Manajer Lini, Kompetensi, Motivasi dan Kinerja Karyawan. Strategic Human Resource Management, Firm Performance, Industry Competitiveness, Industrial Relations, Organizational Culture, Top Management Leadership, The Role of Line Managers, Employee’s Competency, Motivation and Performance.
Subjects: Manajemen Agribisnis
Depositing User: SB-IPB Library
Date Deposited: 30 May 2014 08:03
Last Modified: 26 Dec 2019 08:48
URI: http://repository.sb.ipb.ac.id/id/eprint/1919

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