PERANAN STRATEGIK PENGURUSAN

SUMBER MANUSIA (STRATEGIC ROLES

OF HUMAN RESOURCE MANAGEMENT)

KULIAH 2
 PROSES PENGURUSAN
(MANAGEMENT PROCESS)

Henry Fayol: 5 Fungsi

Asas:
• Merancang
• Mengarah
• Mengorganisasi
• Penstaffan
• Kawalan
 PENGURUSAN SUMBER MANUSIA (HUMAN
RESOURCE MANAGEMENT)

• Suatu sistem yang komprehensif dan bersepadu bagi

mengurus tenaga kerja secara efektif dalam usaha untuk
mencapai matlamat organisasi – Courtland (1993)
• The role of human resource management is changing &
is changing very fast, to help companies achieve their
goals. HRM has gone through many phases – from
hiring & firing to relationship building, from there
to legislation role, & now its role is shifting from
protector & screener to strategic partner and as a
change agent.
HRM ACTIVITIES
PEMBANGUNAN SUMBER MANUSIA

•Satu proses untuk membangun dan

menyerlahkan potensi manusia melalui
latihan dan pembangunan dengan tujuan
untuk meningkatkan prestasi pekerja dan
organisasi.
•Aktiviti pembangunan sumber manusia
perlu bermula apabila seseorang pekerja
mula bekerja dan diteruskan sepanjang
perkhidmatan.
 SAMBUNGAN….
• Program pembangunan sumber manusia
mestilah selari dengan perubahan tugas pekerja
dan mengambil kira rancangan pembangunan
dan perubahan organisasi supaya sumber
manusia dapat berfungsi dengan efisien dan
berkesan.
• Komponen penting pembangunan sumber
manusia adalah latihan dan pembangunan,
kemajuan kerjaya dan pembangunan organisasi.
MANFAAT PEMBANGUNAN SUMBER
MANUSIA KEPADA ORGANISASI
Produktiviti

Mobiliti Dalaman Bagi Pekerja

Kepuasan Pekerja

Matlamat Organisasi

Kebajikan Pekerja
PEMBANGUNAN SUMBER MANUSIA
 HR ASPECTS OF A MANAGER’S JOB
• Analyzing and designing job
• Planning HR needs
• Recruiting candidates
• Selecting candidates
• Training and developing employees
• Rewarding employees
• Evaluating performance
• Creating positive work environment
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 WHY IS HUMAN RESOUCE MANAGEMENT
IMPORTANT TO MANAGER?

• To avoid making mistakes while managing

“people”
– Hiring the wrong person for the job
– Having the company taken to court because of
discriminatory actions or committing unfair labor
practices
• To help ensuring getting the right result
through people.
– Bottom line of managing
– “Hiring the right people for the right job”

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FAKTOR UTAMA MEMPENGARUHI
PENGURUSAN SUMBER MANUSIA

KEMAJUAN
DEMOGRAFI DAN
TEKNOLOGI
DIVERSITI

PSM

PENGLOBALISASIAN
 CHANGING ENVIRONMENT OF HRM

• Trends or changes such as globalization, technological advances,

exporting jobs, nature of work and workforce demographics have
triggered changes in how the companies organize, manage and use
their HR departments.

• It also create the new requirements for today’s HR manager

– New proficiencies : HR, business, leadership and learning
– The need to “Know Your Employment Law”
– Becoming more professionalized :certification @ membership
– HR and technology
– HR and ethics

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Dimensi PSM strategik

Kepakaran
mengurus

Kredibiliti
peribadi

Kepakaran
Pengurusan
mengurus
fungsi
perhubungan

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KEPAKARAN MENGURUS

• Kelangsungan organisasi

• Orientasi pelanggan

• Hubungan luar
PENGURUSAN FUNGSI
• Penstafan
• Penilaian prestasi
• Sistem ganjaran
• Komunikasi
• Pembentukan organisasi
 KREDIBILITI PERIBADI
• Amanah

• Membangunkan hubungan

• Menghidupkan nilai

• kesungguhan
KEPAKARAN MENGURUS PERHUBUNGAN

• Kemahiran antara perorangan

• Kemahiran menyelesai masalah
• Sistem ganjaran
• Inovasi dan kreativiti

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 STRATEGIC MANAGEMENT
• The process of identifying and executing the
organization’s mission by matching its
capabilities with the demands of its
environment.
• Consists of several related tasks – 6 steps
 Define the business and its mission
 Perform external and internal audits
 Translate mission into strategic goals
 Formulate strategy to achieve goals
 Implement strategy
 Evaluate performance
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CABARAN SEJAGAT KOMITMEN
TERHADAP KUALITI
STRATEGI PSM
• Merancang keperluan • Meningkatkan kecekapan
tenaga kerja organisasi dan produktiviti
• Menyediakan tugas yg • Pembelajaran berterusan
bermakna kpd pekerja • Mengambil faedah drp
• Sistem ganjaran ke atas kepelbagaian yg ada di
kemahiran dan kejayaan organisasi
• Membangunkan struktur • Kepuasan pelanggan dan
kepemimpinan organisasi kualiti dinilai dlm sistem
memalui semangat kerja pengurusan prestasi
berpasukan • Mengutamakan elemen
kesejagatan dan fungsi PSM
dimanfaatkan
MEMASTIKAN PEKERJA
BERPRESTASI TINGGI CABARAN SOSIAL
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OVERVIEW OF STRATEGIC
MANAGEMENT

Figure 3–1
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1. DEFINE COMPANY’S VISION & MISSION

• Managers choose strategies to get the company

from where it is to where it wants to be
tomorrow.
• Vision
– A general statement of its intended direction that
evokes emotional feelings in organization members
• Mission
– More specific and shorter term, communicating “who
we are, what we do, and where we’re headed”

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2. PERFORM EXTERNAL AND INTERNAL
AUDITS
• SWOT Analysis is a
commonly used tool
that identifies the
company’s strengths,
weaknesses,
opportunities and
threats.
• A SWOT chart is
used to compile and
organize them.

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 3. TRANSLATE MISSION INTO
STRATEGIC GOALS
• Operate the mission by getting specific around
goals.
• Examples:
Company Strategic Principle

Dell Be direct
eBay Focus on trading communities
General Electric Be number one or number two in every
industry in which we compete, or get out
Southwest Airlines Meet customers’ short-haul travel needs
at fares competitive with the cost of automobile travel
Vanguard Unmatchable value for the investor-owner
Wal-Mart Low prices, every day

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4. FORMULATE STRATEGY TO ACHIEVE
GOALS
• A strategy is
– a course of action.
– the company’s long-term plan for how it will balance its internal
strengths and weaknesses with its external opportunities and threats to
maintain a competitive advantage.
– Showing how the enterprise will move from where it is now to where it
wants to be as stated in its vision, mission and strategic goals.
• Types of strategic planning (strategy)
– Corporate-level strategy
– Business-level/competitive strategy
– Functional strategies
• Achieving strategic fit
– Fit vs. stretch

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 CORPORATE-LEVEL STRATEGY
• A corporate-level strategy is when a business makes a
decision that affects the whole company.
• A corporate-level strategy affects a company's finances,
management, human resources, and where the products
are sold.
• The purpose of a corporate-level strategy is to maximize
its profitability and maintain its financial success in the
future.
• A corporate-level strategy is utilized to help increase
competitive advantage over its competitors and to
continue to offer a unique product or service to
consumers.
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 CORPORATE-LEVEL STRATEGY
• Identifies the portfolio of businesses that, in total,
comprise the company and the ways in which these
businesses relate to each other. Among strategies:
– Diversification strategy implies that the organization
will expand by adding new product/service.
– Vertical integration strategy means the company
expands by, perhaps, producing its own raw
materials, or selling its products direct.
– Consolidation strategy reduces the company’s size.
– Geographic expansion strategy takes the company
abroad.
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 BUSINESS-LEVEL / COMPETITIVE
STRATEGY
• Business-level strategy focuses on how to
attain and satisfy customers, offer goods and
services that meet their needs, and increase
operating profits.
• To do this, business-level strategy focuses on
positioning itself against competitors and
staying up to date on market trends and
technology changes.

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 BUSINESS-LEVEL / COMPETITIVE
STRATEGY
• Identifies how to build and strengthen the business’s
long-term competitive position in the marketplace.
– Cost leadership: the enterprise aims to become the
low-cost leader in an industry.
– Differentiation: a firm seeks to be unique in its
industry along dimensions that are widely valued by
buyers.
– Focus: a firm seeks to carve out a market niche,
and compete by providing a product or service
customers can get in no other way.

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 FUNCTIONAL STRATEGIES
• Functional strategy - organizational plans
prepared for various functional areas of a
company's organizational structure
(e.g., marketing strategy, financial strategy,
production strategy etc.).
• Functional strategies can be part of overall
corporate strategy or serve as separate plans of
strategy cascading/implementation within a
functional area
 FUNCTIONAL STRATEGIES
• Identify basic courses of action that each department will
pursue to help the business attain its competitive goals.
 ACHIEVE STRATEGIC FIT
• Strategic fit expresses the degree to which an
organization is matching its resources and
capabilities with the opportunities in the external
environment.
• The matching takes place through strategy and
it is therefore vital that the company has the
actual resources and capabilities to execute and
support the strategy

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 ACHIEVE STRATEGIC FIT
• Michael Porter
– Emphasizes the “fit” that all the firm’s activities must
be tailored to or fit its strategy, by ensuring that the
firm’s functional strategies support its corporate and
competitive strategies.

• Gary Hamel and C. K. Prahalad

– Argue for “stretch” in leveraging resources—
supplement what you have and do more with what
you have—can be more important than just fit the
strategic plan to current resources.

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 5. IMPLEMENT STRATEGY
• Translating the strategies into actions and
results

6. EVALUATE PERFORMANCE
 Assessing progress toward strategic goals and
taking corrective action as needed.
 Strategic control keeps the company’s strategy
up to date and identifies where adjustments
need to be made.
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KEPENTINGAN PSM STRATEGIK
• Keupayaan dan kemampuan untuk sesuaikan
organisasi dengan perubahan
• Membolehkan organisasi mencapai ketekalan
dalam tindakan
• Pengurus sumber manusia akan lebih produktif
dan peka
• Melibatkan pengurus pada semua peringkat
• Meningkatkan kelebihan dalam persaingan

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PSM STRATEGIK DALAM KONTEKS
MALAYSIA
• Merancang latihan pekerja dgn mengenal pasti
keperluan kemahiran, pengetahuan dan
kepakaran
• Meningkatkan kefahaman pengurus ttg
keperluan memahami dan mengambil faedah
• Memperbaiki dan mempertingkatkan kecekapan
dan produktiviti pekerja dengan bantuan
teknologi

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 SAMBUNGAN

• Membangun keupayaan dan struktur

kepemimpinan organisasi bg atasi
permasalahan, strategi dan pendekatan
• Mengimplimentasikan system sumber
manusia secara global utk perekrutan,
pemilihan, penilaian dsb
• Sentiasa menilai motivasi pekerja dan
memperkasa pembelajaran berterusan

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 HR’S STRATEGIC ROLES
• To have effective competitive strategy, company must have more than one
competitive advantage. One of it is the superior human resources.
• Therefore, it is the HR manager’s role
– to link HRM with strategic goals to improve business performance and
develop organizational cultures that foster innovation and flexibility
– to formulate and execute the HR systems (policies and activities) that
produce the employee competencies and behaviors the company needs
to achieve its strategic aims. [strategic HRM]
– to identify HR issues that are vital to business strategy
– to help establish and execute strategy
– To forecast potential obstacles to success
– to provide alternative insights
– to get involved in creating responsive and market-driven organizations
– to conceptualize and execute organizational change.
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 HR’S STRATEGIC ROLE
• Can be divided into 2:
– Execution role
• Traditionally the heart of the HR manager’s strategic planning job.
• Flow directly from its company-wide and competitive strategies.
• support those strategies by linking them with the HR department’s
strategies, policies, and activities.
– Formulation role
• Expanded strategic planning role
• Working with top management to formulate the company’s strategic plan:
identify, analyze and balance the company’s external opportunities and
threats and its internal strength and weaknesses.
• Supplying competitive intelligence that may be useful in the strategic
planning process such as competitor’s incentive plan and pending legislation
and the company’s internal human strengths and weaknesses.
• Building a persuasive case that shows how—in specific and measurable
terms—the firm’s HR activities can contribute to creating value for the
company

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STRATEGY ORIENTED HR SYSTEM
• HR system that helps to produce the employees
competencies and behavior needed to achieve company’s
strategic goals.
• Basic HR components/architecture:
– HR professionals who have strategic and other skills
– HR policies and activities that comprise the HR system itself
– Employee behaviors and competencies that the company’s strategy
requires.

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 HIGH PERFORMANCE WORK SYSTEM
• A set of HR policies and practices that maximize the overall
quality of human capital throughout the organization.
• Evidence suggests that HPWS combined with technology can
produce better productivity, quality, sales and financial
performance.
• HPWS practices
– High-involvement employee practices (such as job enrichment
and team-based organizations)
– High commitment work practices (such as improved employee
development communications, and disciplinary practices)
– Flexible work assignments
– Other practices include those that foster skilled workforces and
expanded opportunities to use those skills.

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TRANSLATING
STRATEGY
INTO HR
POLICY AND
PRACTICE

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 HUMAN RESOURCE POLICY
In Malaysia, the development of human resources policy in science
and technology was first initiated in 1967, via the proposal made
by the Planning Committee on Higher Education (Malaysia, 1967).

This Committee suggested the 60:40 priority, 60% students

enrolled in U & colleges should channeled to science & technology
study programs, 40% directed at liberal arts programs.

Malaysian government has constantly reiterated its efforts in

building a strong force of human resources in science and tech. for
the purpose of industrialization process & technological progress.
ISU-ISU PENGURUSAN
DAN PEMBANGUNAN
SUMBER MANUSIA DI
MALAYSIA
Jom mentimeter