1. MATERI #11 Intervensi Manajemen Sumberdaya ManusiA
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.

2. Learning Objectives
To present a model for understanding the components and relationships associated with performance management
To explore three interventions concerned with managing the performance of human resources: goal setting, performance appraisal, and reward systems
To examine three human resource management interventions: career planning and development, workforce diversity, and employee wellness
To understand how OD efforts enhance human resource approaches to these issues
To compare and contrast two different classes of strategic interventions: competitive and collaborative

3. PERFORMANCE MANAGEMENT MODEL
Source: Cummings & Worley, 2008
Business Strategy
Reward
Systems
Goal
Setting
Individual
and Group
Performance
Workplace Technology
Employee Involvement
Performance
Appraisal

4. Characteristics of Effective Goals
Challenging but realistic
Goals are set participatively
Goals are Challenging
Goals are specific and operationally defined
Resources for goal achievement are negotiated
Goals are Clear

5. Management by Objectives (MBO)
MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates
MBO programs may go beyond manager and subordinate roles to address individuals, work groups, and to reconcile conflicts.

6. MBO Application Stages
Involve the whole work group
Goals set jointly by manager and subordinate
Action plans are established
Criteria and yardsticks are established
Work progress and contract reviewed and adjusted periodically
Records of meetings are maintained

7. Performance Appraisal Elements
Traditional
High Involvement
Purpose
Organizational, legal
Fragmented
Developmental
Integrative
Appraiser
Supervisor or manager
Appraisee, co-workers, and others
Role of Appraisee
Passive recipient
Active participant
Measurement
Subjective
Concerned with validity
Objective and subjective
Timing
Period, fixed, administratively driven
Dynamic, timely, employee- or work-driven

8. Performance Appraisal Application Stages
Select the appropriate stakeholders
Diagnose the current situation
Establish the system’s purposes and objectives
Design the performance appraisal system
Experiment with implementation
Evaluate and monitor the system

9. Characteristics of Effective Appraisal Systems
Timely
Accurate
Accepted by the users
Understood
Focused on critical control points
Economically feasible

10. Reward System Design Features
Definition
Person/Job Based vs.
Performance Based
The extent to which rewards are based on the person, the job or the outcomes of the work
Market Position
(External Equity)
The relationship between what an organization pays and what other organizations pay
Internal Equity
The extent to which people doing similar work within and organization are rewarded the same
Hierarchy
The extent to which people in higher positions get more and varied rewards
Centralization
The extent to which reward system design, decisions and administration are standardized
Rewards Mix
The extent to which different types of rewards are available and offered to people
Security
The extent to which work is guaranteed
Seniority
The extent to which rewards are based on length of service

11. Characteristics of Effective Reward Systems
Availability
Timeliness
Performance Contingency
Durability
Equity
Visibility

12. Types of Rewards Pay Promotions Benefits Skill-based pay plans
Performance-based pay systems link pay to performance
Gain sharing involves paying bonuses based on improvements in the operating results
Promotions
Benefits

13. Salary-Based Pay for Performance Ratings
Ties pay to
performance
Negative
side effects
Encourage
cooperation
Employee
Acceptance
Source: Cummings & Worley, 2008
Individual Plan Productivity
Cost effectiveness
Superiors’ rating
Group Productivity
Cost effectiveness
Superiors’ rating
Organization- Productivity
wide Cost effectiveness

14. Stock/Bonus Pay for Performance Ratings
Ties pay to
performance
Negative
side effects
Encourage
cooperation
Employee
Acceptance
Source: Cummings & Worley, 2008
Individual Plan Productivity
Cost effectiveness
Superiors’ rating
Group Productivity
Cost effectiveness
Superiors’ rating
Organization- Productivity
wide Cost effectiveness
Profit

15. Gain Sharing Pay Plan Considerations
Process of design - participative or top-down?
Organizational unit covered - plant or companywide?
Determining the bonus - what formula?
Sharing gains - how and when to distribute?
Managing change - how to implement system?

16. Career Stages Establishment Stage (ages 21-26)
Advancement Stage (ages 26-40)
Maintenance Stage (ages 40-60)
Withdrawal Stage (age 60 and above)

17. Career Stages and Planning Issues
Establishment What are alternative occupations, firms, and jobs? What are my interests and capabilities? How do I get the work accomplished? Am I performing as expected? Advancement Am I advancing as expected? What long-term options are available? How do I become more effective and efficient? Maintenance How do I help others? Should I reassess and redirect my career? Withdrawal What are my interests outside of work? Will I be financially secure? What retirement options are available to me?

18. Career Planning Resources
Communication regarding career opportunities and resources within the organization
Workshops to assess member interests, abilities, and job situations and to formulate career plans
Career counseling by managers or human resource department personnel
Self-development materials directed toward identifying life and career issues
Assessment programs that test vocational interests, aptitudes, and abilities relevant to career goals

19. Career and Human Resource Planning
Individual Career Planning
Human Resources Planning
Retirement
Development planning and review
Job assignment choice
Occupational and organizational choice
Personal objectives and life plans
Ways to prepare for satisfying retirement
Ways to help people perform and develop
Methods for matching individuals and jobs
Ways to attract and orient new talent
Business objectives and plans

20. Career Development Interventions
Role & Structure Interventions
Realistic job preview
Job rotation and challenging assignments
Consultative roles
Phased retirement
Individual Employee Development
Assessment centers
Mentoring
Developmental training
Performance Feedback and Coaching
Work Life Balance

21. A Framework for Managing Diversity
Source: Cummings & Worley, 2008
External Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
Internal Pressures For & Against Diversity

22. Age Diversity Trends Median age up Distribution of ages changing
Implications
Health care
Mobility
Security
Interventions
Wellness programs
Job design
Career development and planning
Reward systems

23. Gender Diversity Trends Percentage of women in work force increasing
Dual-income families increasing
Implications
Child care
Maternity/paternity leaves
Single parents
Interventions
Job design
Fringe benefit rewards

24. Disability Diversity Trends
The number of people with disabilities entering the work force is increasing
Implications
Job skills and challenge issues
Physical space design
Respect and dignity
Interventions
Performance management
Job design
Career planning and development

25. Culture and Values Diversity
Trends
Rising proportion of immigrant and minority-group workers
Shift in rewards
Implications
Flexible organizational policies
Autonomy
Affirmation and respect
Interventions
Career planning and development
Employee involvement
Reward systems

26. Race/Ethnicity Diversity
Trends
Minorities represent large segments of workforce and a small segment of top management/senior executives
Qualifications and experience of minority employees is often overlooked
Implications
Discrimination
Interventions
Equal employment opportunities
Mentoring programs
Education and training

27. Sexual Orientation Diversity
Trends
Number of single-sex households up
More liberal attitudes toward sexual orientation
Implications
Discrimination
Interventions
Equal employment opportunities
Fringe benefits
Education and training

28. Stress and Wellness Workplace Interventions
Role Clarification
A systematic process for determining expectations and understanding work roles
Supportive relationships
Establish trust and positive relationships
Stress inoculation training
Programs to help employees acquire skills and knowledge to cope positively with stressors
Health facilities
Employee Assistance Programs

29. Environmental Dimensions & Organizational Transactions
Resource Dependence
Source: Cummings & Worley, 2008
Low
High
Low
Minimal environmental constraint and need to be responsive to environment
Moderate constraint and responsiveness
to environment
Information
Uncertainty
Maximal environmental constraint and need to be responsive to environment
Moderate constraint and responsiveness to environment
High

30. Competitive Strategies
Uniqueness
All organizations possess unique bundles of resources and processes that represent the source of competitive advantage
Value
Organizations that arrange their unique resources and processes to produce products or services that have value (low cost, desirable features)
Difficult to Imitate
Competitive advantage is sustainable when it is difficult to duplicate

31. Integrated Strategic Change (ISC)
Strategic Analysis
Strategic Choice
Designing the Strategic Change Plan
Implementing the Strategic Change Plan

32. The Integrated Strategic Change Process
Source: Cummings & Worley, 2008
Strategy S1
Strategy S2
Strategic
Change
Plan
Organization O1
Organization O2
Implementation
Strategic Analysis
Strategic Choice

33. ISC Application Stages
Strategic Analysis
Assess the readiness for change and top management’s ability to carry out change
Diagnose the Current Strategic Orientation
Strategic Choice
Top management determines the content of the strategic change
Designing the Strategic Change Plan
Development of a comprehensive agenda to achieve the change
Implementing the Strategic Change Plan

34. Mergers and Acquisitions
Merger - the integration of two previously independent organizations into a completely new organization
Acquisition - the purchase of one organization by another for integration into the acquiring organization.
Distinct from strategies for collaboration, such as alliances and networks, because at least one of the organizations ceases to exist.

35. Merger and Acquisition Rationale
Diversification
Vertical integration
Gaining access to global markets, technology, or other resources
Achieving operational efficiencies, improved innovation, or resource sharing

36. Merger and Acquisition Application Stages
Pre-combination Phase
The organization must identify a candidate organization, work with it to gather information about each other, and plan the implementation and integration activities
Legal Combination Phase
The two organizations settle on the terms of the deal, gain approval from regulatory agencies and shareholders, and file appropriate legal documents
Operational Combination Phase
Implementing the operational, technical and cultural integration activities

37. Collaborative Strategies
Involve two or more organizations who agree to work together to achieve their objectives
Align and coordinate organization strategies, goals, structures, and processes as they become interdependent
Allow organizations to perform tasks that are too costly and complicated for single organizations to perform
Also known as transorganizational systems, including alliances and networks

38. Alliance Interventions
When two organizations formally agree to pursue a set of goals
There is sharing of resources, intellectual property, people, capital, technology, capabilities or physical assets
Common alliances are licensing agreements, franchises, long-term contracts, and joint ventures

39. Alliance Intervention Application Stages
Alliance Strategy Formulation
Clarify the business strategy and why an alliance is needed
Partner Selection
Leverage similarities and differences to create competitive advantage
Alliance Structuring and Start-up
Build and leverage trust in the relationship
Alliance Operation and Adjustment

40. Network Interventions
Involves three or more companies joined together for a common purpose
Each organization in the network has goals related to the network as well as those focused on self-interest
Characterized by two types of change: creating the initial network (transorganizational development) and managing change within an established network

41. Managing Network Change
Create instability in the network
Manage the tipping point
The Law of the Few
Stickiness
The Power of Context
Rely on self-organization

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MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.