1

Gambaran Umum Perkuliahan

HR - MIS

Struktur Perkuliahan
Mata Kuliah : Human ResourceManagement Information System (HR-MIS) Bobot : 3 SKS Frekuensi : (14 sesi kuliah tatap muka X 1 pekan sekali) + UTS + UAS Penilaian :

Buku Teks :

Tugas/Kuis 30% UTS 30% UAS 30% Kehadiran 10%

Information Age.7. McGraw-Hill International. New York. 2. Turban, E,;Leidner, D.; Mc Lean, E.; & Wetherbe, J. (2007). Information Technology for Management: Transforming Organizations in the Digital Economy.7. John Wiley & Sons. New York. 3. Laudon, K. C.; Laudon, J. P.(2007). Management Information Systems: Managing the Digital Firm.10. Pearson Prentice Hall. New Jersey. 4. McLeod, R. Jr.;Schell, G. P. (2007). Management Information Systems.10. Pearson Prentice Hall. New Jersey. 5. Baltzan, P.; Phillips, A. (2009). Business Driven Information Systems.2. McGraw-Hill International. New York.

1. Haag. S., Cummings, M.(2008). Management Information Systems for the

Struktur Perkuliahan ( Lanjutan )

Buku Teks : 6. Rainer Jr., R. K.; Turban, E. (2009). Introduction to Information Systems: Enabling and Transforming Business.2. John Wiley & Sons. New York. 7. Martin, E. W. (2005). Managing Information Technology.5. Pearson Prentice Hall. New Jersey. 8. Turban, E.; Aronson, J. E.; Liang, T. P. (2005). Decision Support Systems and Intelligent Systems. 7. Pearson Prentice Hall. New Jersey. 9.Meade, James G. (2003). The Human Resources Software Hanbook: Evaluating Technology Solutions for Your Organization. Pfeiffer. A Willey Imprint. SF. 10.Noe, R. A.; Hollenbeck, J. R.; Gerhart, B.; Wright, P. M. (2008). Human Resource Management: Gaining a Competitive Advantage.6. McGraw-Hill International. New York. 11.Dessler, G. (2008). Human Resource Management. 11. Pearson Prentice Hall. New Jersey. * Hand-outs. *Proquest * Internet.
4

Topik Bahasan
Sesi
1.

Topik Bahasan

-Pemahaman MSDM, Aktivitas, tanggung jawab , peran, dan fungsi HRD, kompetensi, tantangan, perencanaan strategis, dan formulasi strategi untuk meraih

Competitive Advantage.
-Contoh, Diskusi, Tugas 1. -Penjelasan tugas presentasi kelompok (dijelaskan berulang pada setiap kesempatan perkuliahan tatap muka)

2.

-Konsep Sistem, Informasi, knowledge, SI, Teknologi Informasi, Organisasi, Manajemen,SIM,Permodelan SIM,dan Sistem Pengolahan Transaksi pada divisi HRD -Contoh, Diskusi, Tugas 2. -Investasi TI, Metode Perolehan Software, SDLC, RAD,Prototyping,
5

3.

Topik Bahasan (lanjutan)

Sesi Topik Bahasan
-Business Intelligence, Artificial Intelligence, Office

5.

Automation, Decision Support Systems (DSS), Executive Information Systems (EIS), Expert Systems, dan Enterprice Resource Planning (ERP). -Contoh, Diskusi, Review 2.
-Database Management Systems (DBMS) -Knowledge Management (KM) - Contoh, Diskusi, Tugas 4. -Sistem Informasi SDM -Competitive Advantage (Keunggulan Daya Saing) - Contoh, Diskusi, KUIS 1.

6. 7. 8. 9.

U T S
-Peran SDM dalam pelaksanaan E-Business, E-Commerce, E-Government, dan E-CRM

(Electronic-Customer Relationship Management).

Topik Bahasan (lanjutan)

Sesi
10.

Topik Bahasan
- Peran SDM dalam pelaksanaan proses bisnis E-SCM ( Supply Chain Management / Manajemen Rantai Pasokan). - Contoh, Diskusi. - Pengenalan beberapa penyedia utama HR-Software: SAP, Oracle, Peoplesoft, J.D. Edwards, Lawson Software, SAS, BAAN, dsb. - Konsultansi. - Contoh, Diskusi, Tugas 6. - Pengenalan beberapa produk HR-Software: !Track-It

11.

12.

HR, People Track, Employease, iVantage, Genesys Enterprise Series, dsb. - Contoh, Diskusi, Review 3.
- Implikasi Etika dalam Teknologi Informasi dan Pengamanan Sistem Informasi. - Contoh, Diskusi, kuis 2.
7

13.

Topik Bahasan (lanjutan)

Sesi Topik Bahasan
- Presentasi Tugas Akhir Kelompok (Bagian 2) - Review 4.

15.

16.

U A S
8

 Jam Kuliah

Kesepakatan Aturan Perkuliahan

Kuliah Sabtu : 10.45 13.15 Kuliah Minggu : 14.00 - 16.30 Toleransi keterlambatan bagi dosen dan mahasiswa: maksimum 15 menit.

Tata tertib mhs dalam ruang kuliah: - Mengikuti perkuliahan dengan tertib
- Tidak mengaktifkan Laptop - Bertanya dan berdiskusi - Mengejakan tugas dan presentasi sesuai instruksi.

Maksimum ketidakhadiran dalam 1 semester: 4 kali perkuliahan dengan nilai minimal kehadiran hanya 65.

Human Resource Management Gaining a Competitive Advantage Human Resource Management: Gaining a Competitive Advantage

Learning Objectives
After reading this chapter, you should be able to:
Discuss the roles and activities of a companys human resource management function Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability Discuss how human resource management affects a companys balanced scorecard Discuss what companies should do to compete in the global marketplace Identify the characteristics of the workforce and how they influence human resource management Discuss human resource management practices that support highperformance work systems Provide a brief description of human resource management practices

Introduction
Competitiveness a companys ability to maintain and gain market share Human resource management the policies, practices, and systems that influence employees behavior, attitudes, and performance

Responsibilities of HR Departments Company

Performance (P, O)Employment Analysis, Design, and Planning (St)Recruiting & Selecting (St)Training and development (St)Compensation (St)Benefits (St)Employee services (St)Employee and community relations (St, Ld,Ctr)Personnel records / Performance Management (St)Health and safety (P)Strategic planning

More Explanations:
(1.Phys) Compensation: wage, salary, incentive pay, executive compensation, rewards. (2.Safe&Secr)Benefits: insurance, vacation leave, retirement plans, profit sharing. (2.Safe&Secr)Employee services: Employee assistance programs / counseling, relocation services, outplacement services. (3.Love&Belonging)Employee & community relations: attitude surveys, labor relations, publications, labor law compliance, discipline. (4.Esteem&Recog)Personnel records: HRInformation systems & Records. (2.Safe&Secr)Health and safety: safety inspection,drug testing,etc (5.Self Act)Strategic planning: forecasting, long-

What Roles Do HR Departments Perform?

Business Partner Services

*Helping implement business plan *Designing effective system to ensure competencies

Administrative Services and Transactions:

Human Resources

Strategic Partner:

*Hiring *Staffing *Compensation, etc

*Contributing to business
strategy (Developing HR Practices) *Emphasizing HR Knowledge

What Competencies Do HR Professionals Need?

How is the HRM Function Changing?

Time spent on administrative tasks is decreasing and its roles as a strategic business partner, change agent, and employee advocate are increasing This shift presents two important challenges:
Self-service giving employees online access to information about HR issues Outsourcing the practice of having another company provide services

How is the HRM Function Changing?

As part of its strategic role, one of the key contributions that HR can make is to engage in evidence-based HR. Evidence-based HR demonstrating that human resource practices have a positive influence on the companys bottom line or key stakeholders.

The HRM Profession

HR salaries vary depending on education and experience as well as the type of industry The primary professional organization for HRM is the Society for Human Resource Management (SHRM)

Competitive Challenges Influencing HRM

Three competitive challenges that companies now face will increase the importance of HRM practices:
The Challenge of Sustainability The Global Challenges: economic and societal/social The Technology Challenge

The Sustainability Challenge

Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment Stakeholders refers to shareholders, the community, customers, and all other parties that have an interest in seeing that the company succeeds

The Sustainability Challenge

Sustainability includes the ability to:
provide a return to shareholders provide high-quality products, services, and work experiences for employees increase value placed on intangible assets and human capital social responsibility Adapting to changing characteristics and expectations of the labor force Legal and ethical issues Effectively use new work arrangements

The Sustainability Challenge

The changing structure of the economy Skill demands for jobs are changing Knowledge is becoming more valuable
Intangible assets -- human capital, customer capital, social capital, and intellectual capital Knowledge workers employees who contribute to the company through a specialized body of knowledge Empowerment giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service

Learning organization

Examples of Intangible Assets

Human Capital: Tacit knowledge, Education, Work-related knowhow & competence. Customer Capital: Customer relationships, Brands, Customer loyalty, Distribution channels. Social Capital: Corporate culture, Management practices, Informal networking systems, Coaching/mentoring relationship. Intellectual Capital: Patents, Copyrights, Trade secrets, Intellectual property.

The Sustainability Challenge

Changes in Employment Expectations: Psychological contract : what the company will provide in return. Alternative work arrangements: Independent contractors, on-call workers, temporary workers, part-time workers.

The Balanced Scorecard

The balanced scorecard gives managers the opportunity to look at the company from the perspective of internal and external customers, employees and shareholders.

The balanced scorecard should be used to:

Link human resource management activities to the companys business strategy. Evaluate the extent to which the human resource function is helping the company meet its strategic objectives.

The Balanced Scorecard

How do customers see us? What must we excel at? Can we continue to improve and create value? How do we look to shareholders?

The 10-Step HR Scorecards Process 1. Define the business strategies.

2. Outline the companys value chain activities. 3. Outline a strategy map. 4. Identify the strategically required organizational outcomes. 5. Identify the required workforce behaviors. 6. Identify the strategically relevant HR System policies and activities, such as training and grievance systems. 7. Create HR Scorecard. 8. Design the HR Scorecard measurement system. 9. Summarize the Scorecard measures in digital dashboard. 10. Periodically re-evaluate the measurement system.

The HR Scorecard
PERSPECTIVE QUESTIONS ANSWERED
How do customers see us?

EXAMPLES OF CRITICAL BUSINESS INDICATOR

EXAMPLES OF CRITICAL HR INDICATORS

Customer

Time, quality, performance, *Employee satisfaction with service, cost HR department services *Employee perceptions of the company as an employer *Processes that influence customer satisfaction *Availability of information on service and/or manufacturing processes *Training cost per employee *Turnover rates *Time to fill open positions

Internal

What must we excel at?

Innovation and learning Financial

Can we continue to to improve and create value?

*Improve operating efficiency *Employee/skills *Launch new products *Continuous improvement *Empowering of workforce *Employee satisfaction *Profitability *Growth *Shareholder value competency levels *Engagement survey results *Change management capability *Compensation & benefits per employee *turnover costs *Profits per employee *Revenues per employee 29

How do we look to shareholders?

Example of The Value Chain for a hotel

Marketing & Sales Guest Reservation Inbound Guest Services Airport pickup Front door welcome & Unloading *Quik front-desk service Clean rooms 24-hour room Servive *200-channel TV In-Room Services Amenities Outbound Guest Services *In-room TV Checkout *Fast front-desk Checkout *Airport Vans Every 10 min *Bellboy service

Advertising
Salesclerk training Market research

Take calls by 3rd ring Professional handling of questions *3-min faxed reservation

*5-star food & Service

Expert personal Trainer 24-hour pool

Human Resource Management Recruitment, Selection, Training, Appraisal, and compensation.

Support Activities:

General Administration General Management, Accounting, Safety, and Maintenance

Technology Computer Systems, Phone and Internet Systems, and TV Services

Example of a Strategy Map for X Airlines

Financial aims

Shareholder value

Profit & return On assets Grow revenues Customer aims On-time flights Fewer planes

Attract & keep customers

Low prices Fast plane turnarounds

Internal operations

Employee Considerations

Committed Ground & Flight crews

Customer Service and Quality Emphasis

Total Quality Management (TQM): a cooperative form between labor and management to improve quality and productivity.

Core values of TQM include:

designing methods and processes to meet the needs of customers all employees receive training in quality promotion of cooperation with vendors, suppliers, and customers management gives feedback on progress

Customer Service and Quality Emphasis

Malcolm Baldrige National Quality Award: An award established in 1987to promote quality awareness and achievements: 300-1000-hour exam, Leadership
120, KM 90, Strat Plan 85, Workforce focus 85, Process Managt 85, Bus result 450, Custmr&Market Focus 85 = total of 1000 points.

ISO 9000:2000 : Certificate of Quality standards adopted worldwide. ISO: International Organization for Standardization. Six Sigma process: System of measuring, analyzing, improving, and controlling processes to meet quality standards.

Changing Demographics Diversity of the Workforce

Internal labor force is the labor force of current employees External labor market includes persons actively seeking employment The U.S. workforce is aging rapidly

Managing a Diverse Workforce

To successfully manage a diverse workforce, managers must develop a new set of skills, including:
Communicating effectively with employees from a wide variety of cultural backgrounds Coaching and developing employees of different ages, educational backgrounds, ethnicity, physical ability, and race Providing performance feedback that is based on objective outcomes Creating a work environment that makes it comfortable for employees of all backgrounds to be creative and innovative

Legal and Ethical Issues

Five main areas of the legal environment have influenced HRM over the past 25 years
Equal employment opportunity legislation Employee safety and health Employee pay and benefits Employee privacy Job security

Women and minorities still face the glass ceiling Sarbanes-Oxley Act of 2002: a congressional act passed in response to illegal and unethical behavior by managers and executives.

Legal and Ethical Issues

Ethical HR practices:
HRM practices must result in the greatest good for the largest number of people Employment practices must respect basic human rights of privacy, due process, consent, and free speech Managers must treat employees and customers equitably and fairly

The Global Challenge

To survive companies must compete in international markets Be prepared to deal with the global economy. Offshoring exporting of jobs from developed countries to less developed countries Onshoring exporting jobs to rural parts of the United States

The Technology Challenge

The overall impact of the Internet The Internet has created a new business model ecommerce in which business transactions and relationships can be conducted electronically

The Technology Challenge

Advances in technology have:
changed how and where we work resulted in high-performance work systems increased the use of teams to improve customer service and product quality changed skill requirements increased working partnerships led to changes in company structure and reporting relationships

The Technology Challenge

Advances in technology have: increased the use and availability of Human Resource Information Systems (HRIS) increased the use and availability of eHRM: *audio/video learning program *online job application,training, compensation and benefits. increased the competitiveness in high performance work systems: * peer interview *team-based performance pay

Meeting Competitive Challenges Through HRM Practices HRM practices that help companies deal with the three competitive challenges (sustainability, global, and technology) can be grouped into four dimensions:
The human resource environment : linking HRM practices to the companys business objectives, complying with laws, motivating & satisfying the employees, maximizing customer service, quality, and productivity. Acquiring and preparing human resources: Employment analysis, design, and planning, recruiting ,selecting. Educating, and training. Assessment and development of human resources: measuring employees performance, preparing for future work roles, and promoting.

Meeting Competitive Challenges Through HRM Practices

Managing internal and external environmental factors allows employees to make the greatest possible contribution to company productivity and competitiveness Customer needs for new products or services influence the number and type of employees businesses need to be successful

Meeting Competitive Challenges Through HRM Practices

Managers need to ensure that employees have the necessary skills to perform current and future jobs. Besides interesting work, pay and benefits are the most important incentives that companies can offer employees in exchange for contributing to productivity, quality, and customer service

Human Resource Management Gaining a Competitive Advantage

Strategic Human Resource Management

McGraw-Hill/Irwin Copyright 2008 by The McGraw-Hill Companies, All Rights Reserved.

Learning Objectives
After reading this chapter, you should be able to:
Describe the differences between strategy formulation and strategy implementation. List the components of the strategic management process. Discuss the role of the HRM function in strategy formulation. Describe the linkages between HRM and strategy formulation. Discuss the more popular typologies of generic strategies and the various HRM practices associated with each. Describe the different HR issues and practices associated with various directional strategies.

Introduction
Goal of strategic management To deploy and allocate resources in a way that gives organization a competitive advantage. HRM function must be integrally involved in the companys strategic management process.

What is Strategic Management?

Strategic Management is a
process, an approach to addressing the competitive challenges an organization faces.

Strategic human resource management is

the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals.

Components of the Strategic Management Process

Strategy Formulation Strategy Implementation

Model of the Strategic Management Process

Forecasts of Strategy Formulation Labor Demand External Analysis
Opportunities Threats

Strategy Implementation HR Practices

Recruiting, Training, Performance management, Labor relations, Employee relations, Job analysis Job design, Selection, Development, Pay structure, Incentives, Benefits

Mission

Goals

Strategic Choice

Human Resource Needs

Skills Behavior Culture

Firm Performance Productivity, Quality, Profitability

Internal Analysis
Strengths Weaknesses

Human Resource Capability

Skills, Abilities, Knowledge

Human Resource Actions

Behaviors, Results

The Role of HRM in Strategy Formulation

Strategy Formulation
External analysis Opportunities Threats

Mission

Goals Internal analysis Strengths Weaknesses

Strategic Choice

Strategy Formulation
Five components of the strategic management process:
A mission is a statement of the organization's reasons for being. Goals are what the organization hopes to achieve in the medium-to long-term future External analysis consists of examining the organization's operating environment to identify strategic opportunities and threats. Internal analysis attempts to identify the organization's strengths and weaknesses. Strategic choice is the organization's strategy, which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals.

Strategy Implementation
Organizational structure

Types of Information
Product market strategy Reward systems

Task Design

Performance
Selection, training, and development of people

HRM Practices
Job Analysis - the process of Job design - making decisions getting detailed information about about what tasks should be jobs. grouped into a particular job. Recruitment - the process Selection - identifying the through which the organization applicants with the appropriate seeks applicants. knowledge, skills, and ability. Training - a planned effort to Development - the acquisition of facilitate learning of job-related knowledge, skills, and behavior knowledge, skills, and behavior. that improves employees' ability to meet the challenges of future jobs. Performance management - helps ensure that employees activities and outcomes are congruent with the organizations objectives. Pay structure, incentives, and benefits. Labor and employee relations.

Strategic Types

Porter's Generic Strategies

overall cost leadership Differentiation Focus

HRM Needs in Strategic Types

Different strategies require different types of employees. Role Behaviors:
Cost strategy firms seek efficiency and therefore carefully define the skills they need in employees and use worker participation to seek cost-saving ideas. Differentiation firms need creative risk takers.

Directional Strategies
Mergers and Acquisitions

External Growth Strategy

Concentration Strategy

Downsizing

Internal Growth Strategy: new market, differentiation, Internat Expansion.

The Role of HR in Providing a Competitive Advantage

Emergent Strategies - Those that evolve from the grass roots of the organization: the company facilitates communication throughout the organization. Enhancing Firm Competitiveness : Continually learning organizations.

THE END