Ekananta, Arry (2018) Rancang bangun model manajemen kinerja profesi manajemen sumber daya manusia (msdm) di indonesia. Doctoral thesis, Institut Pertanian Bogor.
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Abstract
Becker et al. (2001) believe that human resource management (HRM) must be an important strategic partner in achieving organizational goals. The key to success in running its role as a strategic partner lies in the ability of the HRM section to identify and measure human resources contribution that underpins the organization's strategy and the HRM system that supports that contribution. In the new economic era, human resources as intangible assets is the foundation for value creation; but the most important asset is a poorly understood asset, rarely measured, and therefore most vulnerable to management. There is no better starting point for this new era than the measurement of human resources strategies. According to Ulrich (1996), one of the activities in carrying out the role of the HRM section as a strategic partner who must be able to make a major contribution to business strategy is to prepare it all. Triyonggo (2016b) affirms that to build competent HRM practitioners in their field, a comprehensive, measurable, and traceability capability development program is needed. HRM SKKNI (Kemnakertrans 2014) facilitates every HRM practitioner, the leaders of the organization and all other stakeholders in understanding the scope and knowledge of the competence standards of an HRM practitioner. Maarif and Kartika (2012) in the context of the linkage between competencies and performance assert that competencies do not automatically become performance. Competencies require the right environment and atmosphere to deliver performance. On the other side of the equation, performance will never be satisfactory without adequate competencies. Referring to Becker et al. (2001), Maarif and Kartika (2012), and Triyonggo (2016b), HRM practitioners need the performance objectives of the HRM profession to become a contributory HRM practitioner. These performance objectives are an integral part of the HRM profession's performance management model. Currently there is a competencies standard but there is no performance objectives standard for HRM profession in Indonesia. This research aims to (1) Analyze and formulate proposed improvements to existing HRM SKKNI; (2) Formulate the performance objectives of the contributory HRM profession; and (3) Design a professional, logical, methodological, and practical model of HRM performance management. The research was limited to the scope of performance of the HRM profession in Indonesia in general as well as synthesizing the results of the current situational analysis, the opinions of HRM experts and users as the modeling grounds. Performance objectives and performance management models for the HRM profession are limited to use for profit-oriented business organizations. The research design with several stages begins by conducting literature studies and questionnaire reviews to gain opinions and perceptions from HRM practitioners, experts, and users. This stage is intended to obtain a portrait of situational analysis on the performance standards of the HRM profession in Indonesia. The sampling frame used at the situational analysis stage is purposive sampling involving, but not limited to, the members of Indonesia Certified Human Resources Professional (ICHRP). Descriptive statistical analysis is used as a quantitative approach to present the primary data processing results derived from HRM practitioners, experts, and users. A number of primary data derived from questions and statements on the questionnaire were processed using weighting by Eckenrode method. The analytical tool used in the preparation of a performance management model is Soft Systems Methodology (SSM) which includes rich picture, root definition and Purposeful Activity Model (PAM) followed by System of System Methodology (SOSM) which includes Analytical Hierarchy Process (AHP) using SuperDecisions version 2.8.0. Situational analysis of HRM SKKNI resulted in two main outputs (1) the need to add some new competencies in HRM SKKNI and (2) the need to change the current HRM practitioners certification mechanism based on the generalization (leveling/level of position) to be based on clustering. A number of new competencies that need to be added to HRM SKKNI are: (1) the ability to understand the operational activities of the organization's business processes; (2) the ability to use social media to support the role of HRM practitioners; (3) project management to handle projects in the HRM section; and (4) HRM audit. The performance objectives of the HRM profession are designed to make HRM practitioners contribute to the achievement of organizational performance goals. HRM practitioners now have a reference in shaping leadership styles, organizational culture, and functional competencies and human resources behavior that align with goals, strategic intent, and organizational life cycles. HRM practitioners now also have a reference in performing the role of the HRM part that is aligned with the organization's needs as well as the financial measures of human resources as the organization's human capital. The performance management model of the HRM profession is designed to make HRM practitioners in Indonesia a strategic partner in the organization. The modeling design is done by making HRM practitioners an important role in the overall cycle of organizational performance management, especially in the process of organizing the organization's performance targets, followed by the performance monitoring stage and the performance evaluation stage at the end of the year. The performance management model and performance objectives of HRM practitioners are also designed to be a guide for HRM practitioner users, both direct and top management, in understanding the contribution of HRM practitioners in managing the organization's human resources.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Uncontrolled Keywords: | kinerja, kompetensi, kontribusi, praktisi MSDM di Indonesia, sertifikasi, SKKNI MSDM, standar pengukuran kinerja MSDM, Soft Systems Methodology, Purposeful Activity Model, PAM, System of System Methodology, SOSM, Analytical Hierarchy Process, AHP, SuperDecisions versi 2.8.0. competence, contribution, HRM practitioners in Indonesia, certification, performance, HRM SKKNI, HRM performance measurement standards |
| Subjects: | Manajemen Sumber Daya Manusia |
| Depositing User: | SB-IPB Library |
| Date Deposited: | 11 Dec 2019 07:38 |
| Last Modified: | 11 Dec 2019 07:38 |
| URI: | http://repository.sb.ipb.ac.id/id/eprint/3455 |
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