PSIKOLOGI INDUSTRI DAN ORGANISASI M. S. Hidayatullah
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SEJARAH • Kemungkinan penerapan psikologi di industri permulaan abad ke-20 • Walter Dill Scott (1901) berbicara tentang kemungkinan penggunaan psikologi dalam periklanan • F. W. Taylor seorang sarjana teknik (pelopor scientific management), mencari cara2 paling efisien dalam bekerja • 1924, hasil kajian penelitian di Hawthorne, Illinois, di pabrik Western Electric Company membuka lapangan baru untuk dieksplorasi mengenai kondisi sosial dan psikologis dalam mempengaruhi produktivitas
PIO di Indonesia • Psikologi sebagai ilmu baru dikenal dan dikembangkan di Indonesia tahun 1950an • Pengembangan psikologi industri dan organisasi dipelopori oleh UI, Unpad, dan UGM • PIO dewasa ini masih merupakan ilmu terapan dengan kegiatan utamanya seputar pemeriksaan psikologis tujuan seleksi dan penempatan karyawan, yang lain bidang pelatihan dan yang masih kurang bidang konsultasi organisasi/perusahaan
Pengertian PIO adalah ilmu yang mempelajari perilaku manusia : a. Dalam perannya sebagai tenaga kerja dan sebagai konsumen b. Baik secara perorangan maupun kelompok, untuk diterapkan dalam IO dan untuk kepentingan manusianya maupun organisasi/perusahaan
PIO dan ilmu lain • Organizational Behavior : bagaimana interaksi individu dengan lingkungan sosialnya • Human Resources Management : bagaimana manusia sebagai Tenaker dapat dikelola secara efektif
Job Analysis M. S. Hidayatullah
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Pentingnya? • Job analysis is the foundation for almost all human resources activities. Job analysis provides such information: – Knowing the tasks and employee performs – The conditions under which they are performed – The competencies needed to perform the tasks
• It is difficult to imagine how one could write a job description, select employees, evaluate performance, or conduct training programs without knowing the information
Peristilahan Task/Tugas Suatu kegiatan yang dilakukan untuk suatu tujuan tertentu. • Gabungan dari dua unsur atau lebih sehingga menjadi suatu kegiatan yang lengkap. Ex. Memasang mesin bubut, memelihara mesin. •
Position/Posisi Sekelompok tugas yang diserahkan kepada seorang individu • Serangkaian tugas dan kewajiban khusus yang dilakukan oleh seorang individu tertentu dalam suatu organisasi tertentu pada suatu waktu tertentu. Ex. Supir truk, petugas AC •
Job/Jabatan Sekelompok posisi yang mirip, baik mengenai jenis maupun mengenai tingkat pekerjaannya • Dalam beberapa hal hanya sebuah posisi yang tercakup dalam jabatan itu, karena tidak ada posisi lainnya yang sama. Ex. Asisten laboratorium, Staff IT, Sales Manager •
Definisi AnaJab Analisis jabatan adalah prosedur menentukan tugas – tugas, kewajiban dan tanggung jawab dari suatu jabatan dan karakteristik orang yang diperlukan untuk jabatan tersebut
Analisis jabatan bukan menganalisis orang yang memegang jabatan saat itu (job holdernya).
Approach to Job Analysis • Job-Oriented Techniques focus on describing the various tasks that are performed on the job. – Task Inventory Approach, in which task statements are generated by experts who are familiar with the jobs—subject matter experts (SMEs). These experts may be Incumbents or they may be individuals who have expertise or knowledge about the job. – Functional Job Analysis, a picture of the job is generated when these task statements have been rated with regard to data, people, and things.
• Worker-Oriented Techniques examine broad human behaviors involved in work activities. – Job Element Method (JEM) was designed to identify the characteristics (KSAOs) of superior workers in a particular job. – Position Analysis Questionnaire (PAQ) a standardized instrument that focuses on general work behaviors.
Job Descriptions and Spesifications Job Analysis
Job Description and Job Specification Job Description (Uraian Jabatan) adalah suatu daftar/keterangan mengenai tugas – tugas, tanggung jawab, hubungan pelaporan, kondisi kerja, dan tanggung jawab pengawasan yang dimiliki suatu jabatan.
and Job Specifications (Persyaratan Jabatan) adalah suatu daftar/keterangan mengenai “syarat manusia," yaitu, pendidikan yang diperlukan, keterampilan, kepribadian, dan seterusnya yang dimiliki suatu jabatan.
Purposes of Job Analysis
(Levy, 2010)
Discuss 1. How job analysis provides the building blocks for most of the work done by industrial psychologist and HR practitioners 2. Do you think companies can really do without detailed job descriptions? Why or why not? 3. In a company with only 25 employees, is there less need for job descriptions? Why or why not?
Criterion Measurement
M. S. Hidayatullah
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Introduction • Job analysis provides the foundation on which everything in the field of industrial psychology is built • Criteria are quite important because they reflect organizational or individual performance and, in a competitive market, companies are driven by performance and profits. • Criteria are typically dependent variables that provide an indication of success or performance
Defining Criteria and Their Properties • Criteria are defined as evaluative standards that can be used as yardsticks for measuring employees’ success or failure Rely on : Appraising employees’ performance Evaluating training program Validating our selection method Making layoff and promotion decisions
• Performance, which can be defined as actual on-thejob behaviors that are relevant to the organization’s goals.
Criteria for the Criteria • • • • •
Relevance Reliability Sensitivity Practicality Fairness
Distinction Among Performance Criteria
• Objective Criteria Performance measures that are based on counting rather than on subjective judgements or evaluations. For examples :
• Subjective Criteria Performance measures that are based on the judgements or evaluations of others rather than on objective measures such as counting
• Contextual Performance Activities performed by employees that help to maintain the broader organizational, social, and psychological environment in which the technical core operates.
Levy, 2003
Discuss 1. Explain the distinction between objective and subjective criteria!, Which among the best? 2. Are criteria dynamic? If so, what impact do they have on I/O psychology at both the theoretical and applied levels? 3. How do we use criteria in our everyday lives? How are they used in I/O psychology?
Superior worker untuk pegawai administrasi • • • • •
S1 Mengetik secara cepat Kesalahan minimal Fokus Daya tahan terhadaps stres
Kemudian, dalam seleksi digunakan sebagai kriteria seleksi : Ketika karyawan yang diseleksi mampu memenuhi kriteria tersebut,maka diprediksi dia akan berhasil dalam bekerja
PERFORMANCE APPRAISAL
M. S. Hidayatullah
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Defined The systematic review and evaluation of job performance, as well as the provision of performance feedback
Uses of Performance Appraisal • Used to make important personnel decisions • Used for developmental purposes • Documentation of organizational decisions
The Role of I/O Psychology in Performance Appraisal • I/O psychologist are often hired to help develop and implement performance appraisal systems • Many companies have I/O psychologist in their HR departments who are responsible for what is known as performance management, 1. 2. 3. 4.
Objective goal setting Continuous coaching and feedback Performance appraisal Developmental planning
Popular format for performance appraisals 1. 2. 3. 4.
Graphic Rating Scales Behaviorally Anchored Rating Scales (BARS) Checklists Employee Comparison Procedures
Summary of Appraisal Formats
Errors • • • • • •
Cognitive Processes Halo Leniency Central Tendency Severity Other Errors
Discuss 1. Explain in your own words how you would go about developing a behaviorally anchored rating scale. 2. Several different rating formats are presented. If you were designing a performance appraisal process for an organization, what format or formats would you choose? Why? 3. Discusses both performance appraisal and the ongoing performance management system. How do these two concepts differ? How are they related? What are some particular advantages and disadvantages of each?
Seleksi Kerja
M. S. Hidayatullah
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Recruitment : proses yang dilakukan organisasi untuk mencari pelamar untuk menjadi karyawan potensial. The goals : encouraging qualified people to apply for jobs
Selection : proses yang dilakukan organisasi sebagai usaha mengidentifikasi pengetahuan, kecakapan, kemampuan, dan karakteristik lain yang dimiliki pelamar, yang mampu membantu organisasi dalam meraih tujuan.
• PROSES PENCARIAN INFORMASI DAN ASESMEN (PENERAAN) TERHADAP CALON PEMEGANG SUATU JABATAN • PROSES PENYARINGAN • JOB REQUIREMENT VS MAN SPECIFICATION • OUT PUT = PERSON JOB FIT
Keputusan yang paling sulit dan sangat penting adalah keputusan dalam menentukan dan memilih orang (SDM) Karena… • Salah pilih, resikonya sangat besar • Memilih SDM handal tidak mudah, walau banyak • Posisi SDM sebagai investor bagi perusahaan
Selecting Candidates
TAHAPAN SELEKSI RESOURCES
REKRUTMEN MELAMAR
SELEKSI ADMINISTRASI OK
BUANG
NOT PEMERIKSAAN PSIKOLOGI (PSIKOTES/ASSESSEMENT CENTER)
BANK DATA
BANK DATA
OK
MASA PERCOBAAN/ PELATIHAN
OK WAWANCARA PENGGUNA
BANK DATA
LULUS
OK PEMERIKSAAN KESEHATAN
NEGOSIASI
KARYAWAN TETAP
Job applications and resumes • Application forms – – – – –
Contact information Work experience Educational background Other areas or additional information Applicant’s signature
• Resumes/CV – Sumber informasi dikontrol oleh pelamar – As a basis for deciding which candidates to investigate further. – Menyediakan informasi yang belum bisa tercover oleh formulir lamaran yang sudah di format oleh organisasi.
Employment tests – – – – – – – – –
General cognitive ability tests (intelligence tests) Aptitude tests Achievement tests Physical ability tests Work sample Assessment Center (simulation exercises) Personality inventories Drug tests and medical examinations And etc
Interviews • Wawancara individu/face to face • Panel interview • Computerized
• • •
• • •
– Advantages Can provide evidence of communication skills and interpersonal skills. Can give insights into candidates’ personalities, interpersonal styles, job knowledge and skill. Provide a means to check the accuracy of information on the applicant’s résumé or job application. – Disadvantages Can be unreliable, low in validity, and biased. Costly Subjective and greater risk of discrimination complaints by applicants.
References and Background Checks References – Applicants provide the names and phone numbers or letters of reference of former employers or others who can vouch for their abilities and past job performance. – Usually the organization checks references after it has determined that the applicant is a finalist for the job.
Background Checks o About 8 out of 10 large companies and over two-thirds of smaller organizations say they conduct criminal background checks. o The internet makes searching for convictions easier. An estimated 60 percent of American males having been arrested at some point in their lives.
Selection Decisions How Organizations Select Employees o Multiple-hurdle model (sistem gugur) Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process. o Compensatory model (pengetesan lengkap) Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another. • Usually a supervisor makes the final decision, often alone. • The decision could also be made by a human resource professional using standardized, objective criteria. • Especially in organizations that use teamwork, selection decisions may be made by a work team or other panel of decision makers.
Communicating the Decision • HRD is often responsible for notifying applicants about the results of the selection process and communicate the offer to the candidate. • The offer should include the job responsibilities, work schedule, rate of pay, starting date, and other relevant details. • For some jobs, such as management and professional positions, the candidate and organization may negotiate pay, benefits, and work arrangements before they arrive at a final employment agreement. • When an applicant accepts a job offer, the HR department must notify the supervisor, so that he or she can be prepared for the new employee’s arrival.
Discussion 1. Compare the common methods used for selecting human resources (baris 789) 2. Describe major types of employment tests (baris 456) 3. For each of the following jobs, select the two kinds of tests you think would be most important to include in the selection process. Explain why you chose those tests. (baris 123) a. b. c.
Bus driver Insurance salesperson Member of a team that makes a component of the equipment in manufacturer
Training “ When you ’ re finished changing, you ’ re finished. ” Benjamin Franklin M. S. Hidayatullah
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• Training 1. Training adalah suatu upaya terencana dari perusahaan untuk memfasilitasi pembelajaran karyawan terkait kompetensi yang dibutuhkan 2. Training is very specific and is concerned with the mastering of a particular task or set of tasks. 3. A planned and systematic effort to modify or develop knowledge / skill / attitude through learning experience, to achieve effective performance performance in an activity or range of activities. Untuk membantu karyawan menguasai KSB yang diberikan pada program pelatihan dan agar karyawan menerapkannya dalam day-today activities. Help employees do their current jobs more effectively. • Education A process and a series of activities which aim at enabling and individual to assimilate and develop knowledge, skills, values and understanding that are not simply related to a narrow field of activity but allow a broad range of problems to be defined, analyses and solved.
• Development 1. The general enhancement and growth of these through conscious and unconscious learning. 2. A process in which learning occurs through experience and where the results of the learning enhance not only the task skills of the individual but also his or her attitudes Help employees prepare for the next job opportunity. • Learning 1. The relatively permanent process by which changes in Behavior, knowledge, feelings or attitudes occur as the result of prior experience. 2. The process whereby knowledge, skills and attitudes are acquired through experience, reflection, study or instruction. 3. Learning is the process by which behavior and attitudes are changed.
Is It Training Problem?
Training Needs Assessment Organizational Analysis, Person Analysis, Task Analysis
“ If we don't change direction soon, we'll end up where we ’re going. ” Professor Irwin Corey, Comedian
Causes and Outcomes of Needs Assessment
Reasons or “Pressure Points” • KEKURANGAN DLM “BASIC SKILL” • KINERJA LEMAH •TEKNOLOGI BARU • PERMINTAAN PELANGGAN •STANDAR KINERJA YG TINGGI • JABATAN BARU • REGULASI/ LEGISLASI
What Is the Context
Organization Analysis
Person Analysis
Task Analysis
Outcomes • APA KEBUTUHAN PELAJARAN • SIAPA YG DITRAINING •METODE TRAINING • FREKUENSI TRAINING •BELI ATAU BIKIN • TRAINING / OTHER • BAGAIMANA EVALUASI •BAGAIMANA MEMFASILITASI PENERAPAN HASIL TRAINING
Positioning TNA EFFECTIVE TRAINING METODE OPERASIONAL
CONDUCT TRAINING
LEARNING ACTIVITY
Desain Training Organization Level Analysis
TRAINING NEED ASSESSMENT
Job/Occupational Level Analysis Individual Level Analysis
Competency Models • Tren saat ini untuk needs assessment juga berfokus thd kompetensi. • Model kompetensi mengidentifikasi kompetensi2 yang dibutuhkan untuk setiap jabatan maupun KSB dan karakteristik kepribadian yang mendasari setiap kompetensi.
Designing Effective Training Programs
Assessment
Design
Implementation
Evaluation
Asesmen kebutuhan Prioritas kebutuhan
Memilih kriteria evaluasi
Menetapkan sasaran Rencana pembelajaran
Menentukan desain evaluasi
Mempersiapkan materi2 Memilih trainer Memilih metode dan teknik Penjadwalan pelatihan
Memberikan program pelatihan
Melakukan evaluasi
Interpretasi hasil
Memilih Metode Pelatihan • Penelitian terhadap metode pembelajaran menunjukkan bahwa agar pembelajaran efektif, metode instruksi/pengajaran harus disesuaikan dengan hasil pembelajaran yang diinginkan. • Hasil yg dimaksud melingkupi verbal information, intellectual skills, cognitive strategies, attitudes and motor skills. • Berikutnya pertimbangkan sejauhmana kemampuan biaya
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Ceramah Audiovisual Techniques On-the-Job Training (OJT) Simulasi Studi Kasus Business Games Role Plays Behavior Modelling Adventure Learning Action Learning Computer-based training
4 (empat) Level Evaluasi, Meliputi : Level 1 = Reaction Level 2 = Learning Level 3 = Behavior Level 4 = Results
SEKIAN & SEMOGA SUKSES UNTUK KITA SEMUA
Discuss 1. How does development differ from training? How does development support career management in modern organizations? 2. In what type of situations is training most useful? Least useful? 3. What would be the best training technique for teaching computer skills? What would be the best technique for customer service skills?
