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APPLICATION CASE
GROUP 2 PAPER
Andika Dyah Paramita - 1406513224 | Angela Jessica Stephanie - 1406513256
Annisa Ayuningtyas - 1406588654 | Anugrah Adeputra - 1406588686
Arsya Chairunnisa - 1406513312 | Arieta Aryanti - 1406513294
Ayu Meriany Savitri - 1406513331 | Camelia Indah - 1406513376
TABLE OF CONTENTS
TITLE ... i
TABLE OF CONTENTS ... ii
BASIC PRINCIPLES AND THEORY ......................................................................... 1
1.1
1.1.1
1.1.2
1.2
What is business?............................................................................ 1
What is Human Resource Management? ........................................ 1
2.2
2.2.1
2.2.2
2.2.3
2.3
2.3.1
2.3.2
2.3.3
CONCLUSION ........................................................................................................... 18
REFERENCES............................................................................................................ 20
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Human Resource Management, Group 2, MMUI, 2014
CHAPTER 1
BASIC PRINCIPLES AND THEORY
1.1
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Human Resource Management, Group 2, MMUI, 2014
1.2
In the past, Human Resources were plentiful, so there was little need to nurture
and develop them. If you needed qualified people, you just simply hired them. If
they didnt work well, you fired them and found others. Today, the job of Human
Resource management has taken on increased role in the firm since qualified
employees are much scarcer, which makes recruiting and retaining people more
important and more difficult.
In the future, Human Resource Management may become the most critical
function, responsible for dealing with all aspects of people.
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Work Activities
Human Behaviors
Performance Standards
Job Context
Human Requirements
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There are various methods for collecting Job Analysis Information. These include
Interviews, Questionnaires, Observation, Participant Diary/Logs and Quantitative
Techniques such as Position Analysis Questionnaires. Employers increasingly
collect information from employees via the internet.
The Most important product of Job Analysis is the Job Descriptions. There is no
standard format for writing a job description. Job Descriptions contains section
that cover:
1. Job Identification
2. Job Summary
3. Responsibilities and Duties
4. Authority of Incumbent
5. Standards of Performance
6. Working Conditions
7. Job Specification
Job Specification takes the job description and defines the requirement to do the
job effectively.
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Morale may rise if employees see promotions as rewards for loyalty and
competence.
But, Filling Open Positions with internal sources of candidates also has
disadvantages, such as:
Employees who apply for jobs and dont get them may become
discontented.
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Human Resource Management, Group 2, MMUI, 2014
CHAPTER 2
APPLICATION CASE OF YA KUN KAYA TOAST
2.1
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Human Resource Management, Group 2, MMUI, 2014
Job Openings for the outlet staff are advertised in Chinese and English
Newspaper, as well as through recruitment notices at their outlets. Applicants
who respond to the advertisements are invited to interview. Applicants go
through two rounds of interview, one with the senior area manager and one
with the operations manager.
The primary requirements for Job Applicants are their level of commitment
and willingness to work shifts. Other desirable qualities include integrity,
diligence and honesty. Ya Kun believes that if an applicants is commited and
willing to learn, the necessary skills to excel in the job can easily be taught.
Succesful applicants then go through 2 weeks of training and 3 months of
probation.
In Singapore Outlets, most of the staffs are more than 30 years of age. Mature
workers generally have better work attitude and commitment. Most of the
staffs are full time worker. Part-timers are only hired to substitute the full
time staff when they go on a vacation or become ill. The usual of operating
hours are from 7 AM to 11 PM. The staffs work 8-hour shifts. Each outlet
has about 10 staffs working each of the two shifts.
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Human Resource Management, Group 2, MMUI, 2014
making it difficult for Ya Kun to hire them. Shift work is inevitable in the
food and beverage retail industry.
To explain the process clearly & thoroughly, we are focusing on Ya Kun Kaya
Toast as one of the key players in chained-caf industry
Forecasting
Forecasting is an essential part in Recruitment for it will show us the cost-needed
plus it allows us to achieve effectiveness & efficiency. The needs of workers
(human resource) have strong relation with the growth of business. For example,
if the business grows positively, additional numbers of workers are possibly
needed; even much more, when the business is expanding. On the opposite, when
the business flops, cut of cost is probably expected; even can lead into firing
people in extreme cases.
Ya Kun Kaya Toast can show us positive example of recruitment forecast. It has
unique ways in retaining workers; through its family-like environment, flatorganization, job security & fair compensation. Therefore, the necessity is
assumed mostly driven by business expansion.
With the positive & promising growth of Chained Caf Industry in Indonesia
(1) More than 9% growth in current value, reaching IDR 500.6 Billion in 2012;
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Human Resource Management, Group 2, MMUI, 2014
(2) Constant value of CAGR over 10% is expected during forecast period;
Ya Kun Kaya Toast is considered a contender; with direct competition
towards Dome Coffee, Black Canyon & Bengawan Solo. However the
industry is highly driven by Starbucks as the biggest player.
Historical
Indicator
2007
2008
Forecast
2009
2010
2011
2012
2013
2014
2015
2016
2017
Sales
Industry Value (in IDR
293.7 330.3 363.2 397.7 431.5 500.6 550.6 611.2 681.5 763.3 858.7
Bio)
Industry Growth (%)
12%
10%
9%
8%
16%
10%
11%
12%
12%
12%
94
101
108
110
125
140
154
168
181
194
11%
7%
7%
2%
14%
12%
10%
9%
8%
7%
CAGR : 9.3%
No. of Outlets
Industry Value (in Bio)
85
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Sales
Company Shares
2.70% 2.50% 2.40% 2.40% 2.20% 2.09% 1.96% 1.83% 1.71% 1.58%
8.9
9.1
10
10
11
11.5
12
12.5
13
13.6
2%
5%
8%
6%
4%
4%
4%
4%
4%
CAGR : 4%
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Human Resource Management, Group 2, MMUI, 2014
27
No. of Outlets
27
Ratio
0.43
Additional Branch
Recruitment
28.2
29.4
30.6
32
10
10
11
Advantage
-
Part-time staff are costing less than full time staff in terms of benefit
since part time staff dont get regular benefit and compensation but
only get salary per time period (hour or shift)
In general, hiring part time staff will affect the society because it
makes more job opportunities.
When Ya Kun Outlet opened a new outlet, Ya Kun can hire part-time
staff as permanent or full-time staff instead of hiring new people. So
Ya Kun doesnt need to train new person. Less cost and effort needed
because the part time worker assume already understand the business
pace of Ya Kun
Disadvantage
-
Hiring part-time staff can make additional cost to the company because
Ya Kun need to pay double salary (for the full-time staff and also for
the replacement).
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Human Resource Management, Group 2, MMUI, 2014
From our group interview and discussion with several Ya Kun Staff in
Jakartas outlet, part time staff is on call when full time staff is on vacation or
sick. But most of the employees in Indonesia outlet are permanent employees,
so either Ya Kun ask for part time worker or full-time staff work overtime to
replace the leave employees.
Answer:
This method is only the prior way to asses these two attributes. The applicants
will be interviewed by Senior Area Manager and Operation Manager.
After passed interview process, the employee will have 2 weeks training and 3
months probations in Ya Kun. Through these training and probation, the
manager can see what kind of staffs that will be work in Ya Kun. Qualities
such as integrity, honesty, diligence and commitment are valuable values to
become Ya Kun employee.
Our group suggests that simple personality test can be added for recruitment
process. Simple personality test can give the manager the personality of the
applicants.
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Human Resource Management, Group 2, MMUI, 2014
2.3
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Human Resource Management, Group 2, MMUI, 2014
Capacity: 30 people
Working hour: 10 AM 10 PM
Total staffs: 7 people. Morning shift: 2-3 people. One person in charge at
cashier clerk and baker. One person as waiter.
Mr. Dodi (30 years old) has worked since 2005. He get rotated in some
of Ya Kun Jakarta outlet.
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Human Resource Management, Group 2, MMUI, 2014
CHAPTER 3
CONCLUSION
Ya Kun Kaya Toast as one of the branding coffee outlet in region have shown us
a unique ways in retaining workers by having corporate culture of family-like
environment, flat-organization, job security & fair compensation. The forecasting
of hiring new employee is done by analyzing business expansion. As an
approach our group used Ratio Analysis through historical data of Ya Kun Kaya
Toast business performance and also industry growth. From that analysis, we can
conclude that the business expansion could be more expansive compare to the
market growth with the same industry. The market growth of last 5 years is
10.6% whilst Ya Kun growth for last 5 years is only 8.4%. If Ya Kun could boost
their business ambition so it will be more competitive with markets and
competitors, it could mean more outlets open in regions, furthermore Ya Kun
will be eager to hire new employees.
Hiring full time worker or part time worker can be tricky; it should be based on
company needs. Part time worker can also mean more cost to the company.
Regarding this, the management should make a leave schedule to all of
permanent employee, so that the management could make forecast in examine
replacements whether its part time worker or full time worker with double shift.
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Human Resource Management, Group 2, MMUI, 2014
Part time worker is used when the permanent employee takes leave or sick.
Despite of hiring new part time worker for new or existing outlets, Ya Kun can
create a group of part time worker as backups to replace the empty spot left by
leave / sick employee. So whenever one outlet has shortage of employee, the
team member can replace the employee.
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Human Resource Management, Group 2, MMUI, 2014
REFERENCES
Ebert, Ronald J., and Ricky W. Griffin. (2012). Business Essential. 9th Ed., New
Jersey: Prentice Hall, Upper Saddle.
Dessler, Garry. (2013). Human Resource Management. 13th ed. Pearson.
Euromonitor Study, Caf & Bar Industry, Indonesia, 2012
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Human Resource Management, Group 2, MMUI, 2014