KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF H

1. Harassment, sexual and racial : unsolicited, intimidating bahavior, via verbal or nonverbal communication, that is directed toward an individual or a group. a hostile work environment can also be considered a form of harassment in the workplace.
2. Hazing : a situation where new employees are targets of practical jokes or are harassed because they lack certain information.
3. Health promotion program (HPP) : a program similar to employee wellness programs that is made up of activities that promote employee behavior and organiztional practices that ensure employee health and fitness.
4. to be continued …

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF G

1. Gamma change : gamma A and gamma B are two types of change. Gamma A occurs when individuals perceive change within an existing paradigm or way of thinking, Gamma B occurs when individuals perceive a replacement of one paradigm with another paradigm that contains new variables.
2. Generativity : the development of a capacity to focus on the generations that will follow oneself.
3. Gerontology : the study of older individuals. This approach suggest that while it may take longer for older adults to learn new  knowledge and skills and that they tend to make more errors during learning, older adults can and do attain performance levels equals to those achieved by younger adults.
4. to be continued

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF F

1. Feedback : communication to an employee tegarding work performance that is provided by a supervisor or peer
2. Feedback phase : the fourth step in behavior modeling, in which each trainee receives feedback on his or her performance based on what was done well and what should be improved.
3. Flextime, flexible work schedule : a technique that allows employees some latitude in determining their  starting and ending times in a given workday.
4. to be continued …

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF E

1. Educational interventions : programs designed to inform the employee about the sources of stress, what stress feels like, how stressors can be avoided, and how the individual can better cope with stress.
2. ego integrity : a person’s understanding and acceptance of the choices he or she has made in life.
3. to be continued …

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF D

1. Declarative knowledge : the knowledge a learner needs in order to know what to do, as compared to knowing how to do it.
2. degree of original learning : the more effectively that information is initially learned, the more likely it will be retained.
3. deliberate practice : an effortful activity motivated by the goal of improving performance, it provides the best opportunity for learning and skill acquisition.
4. to be continued …

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF C

1. Career : a pattern of work related experiences that span the course of one’s life
2. Career concept : a broad idea that includes various subjective and objective components, such as a persons’s occupation, advancement, status involvement, and the stability of one’s work related ecperiences.
3. Career development : an ongoing process by which individual progress through a series of stages, each of which is characterized by a relatively unique  set of issues, themes, and tasks.
4. career management : an ongoing process undertaken by organizations to prepare implement, and monitor the career plans of individual employees, usually in concert with the organization’s career management system.
5. career motivation : a significant objective of effective career management, career motivation affects how people choose their careers, how they view their careers, how hard they work in them, and how long they stay in them.
6. to be continued …

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF B

1. Balance sheet approach : a compensation system designed to match the purchasing power in a person’s home country.
2. Balanced scorecard (BSC) : a measurement framework that helps managers translate strategic goals into operational objectives.
3. Bargaining power : the power of labor and management to achieve their goals through economic, social, or political influence.
4. Bargaining unit : a group of two or more employees who share common employment interests and conditions and may reasonably be grouped together for purposes of collective bargaining.
5. Bargaining zone : an area in which the unionand the employer are willing to concede when bargaining.
6. Behavior modeling : an approach that demonstrates desired behaviour and gives trainees the chance to practice and role play those bahaviours and receive feedback.
7. to be continued …

KAMUS MAS DAMAN (KAMUS MANAJEMEN SUMBER DAYA MANUSIA) HURUF A

1. Achievement test : measures of what a person knows or can do right now (Tes prestasi : mengukur hal-hal apa saja yang diketahui atau dapat dilakukan sekarang).
2. adverse impact : a concept that refers to the rejection of a significantly  higher percentage of a protected class for employment, placement, or promotion when compared with the succesful, nonprotected class.
3. affirmative action : a policy that goes beyond equal employment oppurtinity by requiring organizations to comply with the law and correctpast discriminatory practices by increasing the numbers of monorities and women in specific positions.
4. alternative dispute resolution (ADR) : a term applied to different types of employee complaint or dispute resolution procedures.
5. apprenticeship training : a system of training in which  a worker entering the skilled trades is given thorough instruction and experiences , both on or off the job, in the practical and theoretical aspects of the work.
6. aptitude tests : measures of a person’s capacity to learn or acquire skills.
7. arbitrator : a third party neutral who resolves a labor dispute by issuing a final decision in the disagreement
8. assessment center : a process by which individuals are evaluated as they participate in a series of situation that resemble what they might be called on to handle on the job.
9. augmented skills : skills helpful in facilitating the efforts of expatriate managers
10. authorization card : a statement signed by an employee authorizing a union to act as a representative of the employee for purposes of collective bargaining.

KARYAWAN DENGAN TIPE Z

Teori Z dicetuskan William Ouchidan banyak diimplementasikan di Amerika Serikat dan Jepang. Teori Z menekankan pada peran dan posisi karyawan dalam perusahaan yang dapat membuat pekerja menjadi nyaman, betah, senang dan merasa menjadi bagian penting dalam perusahaan. Dengan demikian karyawan akan bekerja lebih efektif dan efisien dalam melakukan pekerjaannya.

Syarat dan ciri perusahaan yang menerapkan teori z :

1. Tanggung jawab perorangan/individual.

2. Karyawan bebas bekerja menggunakan keterampilannya.

3. Pengambilan keputusan dilakukan secara terbuka (ada konsensus). Walaupun memakan waktu yang lebih lama namun tingkat keberhasilan pengimplementasian hasil keputusan yang didapat akan lebih tinggi karena mendapat dukungan mayoritas pekerja.

4. Promosi dilakukan perlahan-lahan dari bawah, dan proses evaluasi prestasi dan promosi dilakukan dengan hari-hati agar tidak menimbulkan masalah dengan para karyawan/pekerja.

PENGERTIAN PENGEMBANGAN SDM

Pengembangan SDM adalah penyiapan karyawan untuk memikul tanggung jawab lebih tinggi dalam perusahaan. Pengembangan SDM berhubungan erat dengan peningkatan kemampuan intelektual yang diperlukan untuk melaksanakan pekerjaan lebih baik lagi. Pengembangan SDM berpijak pada fakta setiap tenaga kerja membutuhkan pengetahuan, keahlian, dan keterampilan yang lebih baik. Pengembangan lebih terfokus pada kebutuhan jangka panjang dan hasilnya hanya dapat diukur dalam jangka panjang. Pengembangan juga membantu karyawan mempersiapkan diri menghadapi perubahan pekerjaan atau jabatan yang diakibatkan teknologi baru atau pasar baru.

Flippo dalam bukunya Personnel Management menggunakan istilah “pengembangan” untuk usaha peningkatan pengetahuan dan keterampilan karyawan. Otto dan Glasser dalam bukunya The Management of Training menggunakan istilah training (latihan) untuk usaha peningkatan pengetahuan dan keterampilan karyawan yang di dalamnya menyangkut pengertian pendidikan.

Tujuan perusahaan akan tercapai jika karyawan menjalankan tugasnya dengan efektif dan efisien, sehingga usaha pengembangan SDM amat diperlukan. Dengan demikian dapat disimpulkan tujuan pengembangan SDM adalah memperbaiki efektivitas dan produktivitas kerja dalam melaksanakan dan mencapai sasaran perusahaan.

Peningkatan efisiensi dan profduktivitas SDM dicapai melalui peningkatan :

1. Pengetahuan karyawan
2. Keterampilan karyawan
3. Sikap dan tanggung jawab karyawan terhadap tugasnya