Human resource management

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Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.^[1] 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 words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Contents

Features

Its features include:

• Organizational management
• Personnel administration
• Manpower management
• Industrial management^[2][3]

But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms,^[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.
The theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.
Human Resource Management(HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.^[5]
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:
“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).
While Miller (1987) suggests that HRM relates to:
".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).

Academic theory

Research in the area of HRM has much to contribute to the organisational practice of HRM. For the last 20 years, empirical work has paid particular attention to the link between the practice of HRM and organisational performance, evident in improved employee commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore higher productivity, enhanced quality and efficiency ^[6]. This area of work is sometimes referred to as 'Strategic HRM' or SHRM (^[7].
Within SHRM three strands of work can be observed^[8]: Best practice, Best Fit and the Resource Based View (RBV).
The notion of best practice - sometimes called 'high commitment' HRM - proposes that the adoption of certain best practices in HRM will result in better organisational performance. Perhaps the most popular work in this area is that of Pfeffer ^[9] who argued that there were seven best practices for achieving competitive advantage through people and 'building profits by putting people first'. These practices included: providing employment security, selective hiring, extensive training, sharing information, self-managed teams, high pay based on company performance and the reduction of status differentials. However, there is a huge number of studies which provide evidence of best practices, usually implemented in coherent bundles, and therefore it is difficult to draw generalised conclusions about which is the 'best' way (For a comparison of different sets of best practices see Becker and Gerhart, 1996 ^[10]
Best fit, or the contingency approach to HRM, argues that HRM improves performance where there is a close vertical fit between the HRM practices and the company's strategy. This link ensures close coherence between the HR people processes and policies and the external market or business strategy. There are a range of theories about the nature of this vertical integration. For example, a set of 'lifecycle' models argue that HR policies and practices can be mapped onto the stage of an organisation's development or lifecycle^[11]. Competitive advantage models take Porter's (1985) ideas about strategic choice and map a range of HR practices onto the organisation's choice of competitive strategy. Finally 'configurational models' ^[12] provide a more sophisticated approach which advocates a close examination of the organisation's strategy in order to determine the appropriate HR policies and practices. However, this approach assumes that the strategy of the organisation can be identified - many organisations exist in a state of flux and development.
The Resource Based View (RBV), argued by some to be at the foundation of modern HRM ^[13], focusses on the internal resources of the organisation and how they contribute to competitive advantage. The uniqueness of these resources is preferred to homogeneity and HRM has a central role in developing human resources that are valuable, rare, difficult to copy or substitute and that are effectively organised.
Overall, the theory of HRM argues that the goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organisation's employees, and the overall strategic direction of the company (Miller, 1989).
The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial relations, industrial engineering, sociology, economics, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management or in Human Resources and Industrial Relations.
One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:^[14]

• Strategic business partner
• Change Agent
• Employee champion
• Administration Expert

Business practice

Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.^[15]

• Workforce planning
• Recruitment (sometimes separated into attraction and selection)
• Induction, Orientation and Onboarding
• Skills management
• Training and development
• Personnel administration
• Compensation in wage or salary
• Time management
• Travel management (sometimes assigned to accounting rather than HRM)
• Payroll (sometimes assigned to accounting rather than HRM)
• Employee benefits administration
• Personnel cost planning
• Performance appraisal
• Labor relations

HRM strategy

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-

• "Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

• Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

• Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.

Careers and education

Further information: Graduate degree programs in human resources management

Cornell University's School of Industrial and Labor Relations was the world's first school for college-level study in HRM

Several universities offer programs of study pertaining to HRM and broader fields. Cornell University created the world's first school for college-level study in HRM (ILR School).^[16] University of Illinois at Urbana-Champaign also now has a school dedicated to the study of HRM, while several business schools also house a center or department dedicated to such studies; e.g., University of Wisconsin-Madison, University of Minnesota, Michigan State University, Ohio State University, Roosevelt University,and Purdue University.
There are both generalist and specialist HRM jobs. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EEO (Equal Employment Opportunity) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

Professional organizations

Professional organizations in HRM include the Society for Human Resource Management, the Australian Human Resources Institute (AHRI), the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR), Management Association of Nepal (MAN) and the International Personnel Management Association of Canada (IPMA-Canada), Human Capital Institute. National Human Resource Development Network in India.

Functions

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs to have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have—and are aware of—personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.
Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.
There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"
The HRM function and HRD profession have undergone major changes over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing an important role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

Rusak nya Moral Bangsa ini

 dibayar dengan uang rakyat tetapi hanya bisa bermimpi dan berjanji untuk menyejahterakan rakyat

coba bandingkan dengan rusak nya tempat tinggal saudara - saudara kita yang terkena musibah tsunami di mentawai yang berharap diberikan dan dipulihkan kembali segala macam kebutuhan hidupnya

dan tengok saudara kita juga yang berada jauh di timur sana yang belujm pernah bahkan tidak pernah terjamah tangan - tangan bersih sang dewan DPR  RI (dewan perusak rakyat).

Apa Pemerintah yang hampir setiap hari bersenang - senang dengan gaji rakyat pernah berfikir apa yang harus mereka lakukan saat rumah rakyat nya hancur lebur oleh kejamnya alam ini?

 Seharusnya anggota DPR adalah orang - orang yang pernah menderita seperti mereka bukan dari orang - orang ber otak cerdas dan bermaterikan melimpah....

 

mungkin miris melihat kehidupan diIndonesia yang sangat berbanding terbalik dengan kenyataan yang sebenarnya....mereka eksis dan update tentang informasi tapi mengaapa mereka seakan buta melihat semua penderitaan rakyat

Cobalah sadar dan berusaha merasakan apa yang mereka rasakan mungkin yang saya katakan ini sedikit jeritan kecil dari rakyat - rakyat yang berharap pada anda yang menikmati uang mereka tanpa mau tau bagaimana mereka bersusah payah mendapatkan itu semua

Rizky Budi Irawan Mahasiswa Institut Perbanas Jakarta angkatan 2009.....

Hebat!!! Dean Du Plessis, Komentantor Buta Andalkan Pendengaran

Yang namanya komentator olah raga biasanya harus punya pengelihatan untuk melihat pertandingan yang berlangsung,sehingga bisa mengomentari apa yang sedang berlangsung.

Tapi Dean Du Plessis gak butuh pengelihatannya untuk menjadi seorang komentator. Pasalnya, Dean seorang tuna netra alias buta.

Dean mengandalkan pendengarannya yang tajam untuk mengetahui apa yang sedang berlangsung saat pertandingan Cricket berlangsung di Zimbabwe.

Selain itu, dirinya juga mencuri dengar apa yang komentator lainnya katakan.


Dengan telinganya yang tajam itu pula Dean bisa mendengarkan kecepatan dan juga perputaran bola, bersamaan dengan pengerahan tenaga yang dilakukan para pemain dan juga luapan kegembiraan atau rasa frustrasi mereka.

Dean mampu merasakan kegembiraan atau sebaliknya dari permainan itu di lapangan dan juga mampu menyusun skor dengan memorinya yang seperti komputer.

Bukti lain kalau pendengarannya bisa menggantikan pengelihatannya yaitu dalam sebuah pertandingan di Harare’s Country Club.
Ketika itu para jurnalis melihat bola yang dipukul itu membumbung tinggi ke angkasa setelah tongkat pemukul retak, dan Dean mengatakan,” Pukulan itu keras. Pasti dapat skor 6,” ujar Dean, 33 tahun sambil ‘menatap’ lapangan.
Dan benar aja, bola itu melayang hingga keluar lapangan.

Dalam olah raga yang mengandalkan kecepatan macam sepak bola, kemampuan Dean seperti mustahil. Dean bertanya kepada seorang teman untuk mengkonfirmasikan skor di papan dan menyiarkan berita terbaru itu di radio.

“Aku harus memastikan aku benar-benar akurat,” ujarnya. “Aku biasanya tepat atau sangat dekat. Menurutku aku punya 'rive yang cukup besar di kepalaku.”

Pria Cina Telan Sumpit Selama 28 Tahun

Para ahli bedah di Shanghai telah berhasil mengoperasi pria Cina berusia 50 tahun untuk mengeluarkan sumpit yang telah ditelannya 28 tahun yang lalu, media pemerintah melaporkan.


Pria yang diidentifikasi bermarga Zhang tersebut telah puluhan tahun lamanya tidak berusaha mengeluarkan sumpit tersebut dari dalam perutnya karena tidak merasakan adanya gangguan apapun.

Zhang mengira bahwa ia telah benar-benar mencerna sumpit tersebut sampai ia mulai mengalami masalah dalam perutnya. Kemudian ia meminta pertolongan medis setelah ia mengalami pingsan akibat sakit dalam perutnya.

Saat itulah dokter melihat sisa-sisa sumpit tersebut di dalam perut Zhang, ujar Zhang Dongwei, salah satu ahli bedah di Rumah Sakit Tongji.

Para ahli bedah secara perlahan mengeluarkan sisa-sisa sumpit tersebut melalui sayatan kecil di perutnya.

Para pejabat rumah sakit tidak menginformasikan apakah sumpit itu terbuat dari kayu atau plastik.

Laporan dari rumah sakit juga tidak menjelaskan mengapa Zhang menelan sumpit, hanya disebutkan bahwa ia berada dalam "keadaan emosional gelisah" pada saat itu.(*/dar)

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RIZKY BUDI IRAWAN mahasiswa 2009 Institut Perbanas Jakarta

Alam Semesta juga Punya Jiwa dan Hati

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BENCANA. Mengapa bencana sering menyertai kehidupan masyarakat Indonesia? Hal ini perlu kita memahami apa makna dan maksud dari terjadinya bencana tersebut.

Kalau kita menganggap bencana ini sebagai azab dari Tuhan berarti kita kufur nikmat. Mengapa? Karena kita hanya meratapi penderitaan yang Tuhan berikan tanpa mensyukuri akan apa yang Tuhan berikan kepada kita selama ini.

Kita diberikan tanah yang subur tetapi kita rakus mengambil kesuburannya, diberikan air tetapi kejam terhadap air, diberikan udara bersih tetapi kita mengotori, diberikan tanah air yang subur makmur tetapi kita mengambilnya dengan serakah tanpa kita kembali memberikannya pada alam.

Maka itulah akibatnya alam kembali mengambil apa yang menjadi miliknya.
Karena alam mempunyai ruh, jiwa, hati, perasaan, hanya kita saja yang buta, tuli, kejam dan bodoh hingga kita hanya mengambilnya, memakannya, mengotorinya dan hanya memberikan kemaksiatan, kezholiman, kemunafikan, keserakahan dan kemungkaran pada alam.

Jika ini terus terjadi maka hanya AZAB yang akan terus datang setiap waktu. Tiap hari kita diseru untuk berbuat kebaikan tetapi itu hanya sampai di telinga saja, tidak sampai ke hati.

Kita dibutakan oleh dunia sehingga lupa bahwa kita hanya manusia yang tak mempunyai apa apa. Yang dilahirkan dari tetes air hina.

Ruh bukan punya kita, badan bukan punya kita, harta bukan punya kita.

Semua itu punya Tuhan yang Maha Kuasa. Kita hanya punya DOSA dan PAHALA maka dari sekaranglah kita Bijak pada Alam dan biarkan alam yang menjalaninya sesuai dengan kodratnya. Mudah-mudahan ungkapan hati ini bisa menyadarkan kita semua.

Gundukan di Laut Jawa-Bali, Gunung Kah ?

Sebuah gundukan di tengah laut yang memisahkan Pulau Jawa dengan Bali masih misterius. Nelayan Desa Pengambengan, Bali, menyebutnya sebagai takat deken atau perairan penuh karang yang dangkal. Ada yang yakin itu gundukan gunung. Dari cerita beberapa nelayan, di lokasi gundukan itu meski berada di tengah laut, saat air surut ketinggian airnya bisa hanya sebetis. Gundukan yang bila ditempuh dari Pengambengan memakan waktu 2 sampai 3 jam itu juga memunculkan kecemasan bagi warga. Mereka khawatir gundukan itu adalah gunung berapi. Saihu, salah satu warga Desa Pengambengan mengatakan banyak warga yang menduga jika gundukan itu adalah gunung. Dugaan tersebut muncul karena bentuk gundukan itu mengerucut seperti puncak gunung. Perairan yang dangkal itu kira-kira seluas 1 hektare. Hanya bagian itu yang dangkal, sementara di sekitarnya merupakan perairan dalam. "Pernah ada nelayan yang coba mengukurnya dengan tali sepanjang 100 meter tapi tidak mencukupi untuk sampai ke dasar," kata Saihu. Meski sampai saat ini gundukan itu tidak menunjukkan aktivitas sebagai gunung berapi, belakangan mereka khawatir ketika banyak gunung berapi di tanah air aktivitasnya meningkat, termasuk Merapi dan Krakatau. Menurut Saihu, kekhawatiran paling besar dirasakan beberapa warga yang yakin gundukan itu adalah gunung. "Beberapa warga bilang, kalau takat deken itu meletus bisa habis Pengambengan ini," ujar Saihu. Meski banyak mendengar dugaan tetangganya tentang takat deken sebagai gunung berapi, Saihu sendiri belum sepenuhnya yakin. "Saya sendiri antara percaya dan tidak, tapi banyak orang-orang tua yang percaya gundukan itu gunung," katanya. Sebagai warga masyarakat, Saihu minta pemerintah meneliti dan memberikan penjelasan kepada warga, apa sebenarnya gundukan tersebut. "Kalau memang itu hanya semacam karang atau pun bukit di bawah laut, kami bisa tenang. Tapi kalau benar-benar gunung, kami juga bisa hati-hati. Pemerintah harus memberikan penjelasan biar warga tidak menduga yang bukan-bukan," jelas Saihu

RIZKY BUDI IRAWAN Mahasiswa Institut Perbanas Jakata 2010