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Wardini, Amalia Kusuma
LPPM Universitas Terbuka
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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WHAT DOES EXISTING RESEARCH TELL US (AND NOT TELL US) ABOUT DOWNSIZING AS A HUMAN RESOURCE STRATEGY? Wardini, Amalia Kusuma
Jurnal Organisasi dan Manajemen Vol 7 No 1 (2011)
Publisher : LPPM Universitas Terbuka

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Pengurangan karyawan adalah salah satu strategi yang kerapkali dilakukan oleh organisasi karena alasan tertentu. Studi ini merupakan studi literatur dari beberapa penelitian yang dilakukan selama 30 tahun terakhir mengenai pengurangan karyawan sebagai salah satu strategi. Pada masa resesi pengurangan karyawan dimaksudkan untuk mengurangi biaya sedangkan setelah masa ekonomi global dimana terjadi resesi ekonomi global pengurangan karyawan seringkali ditujukan agar organisasi mampu bertahan hidup. Dalam beberapa penelitian disebutkan bahwa pengurangan karyawan sebagai strategi yang seringkali digunakan organisasi untuk tujuan meningkatkan efisiensi dan efektivitas organisasi justru seringkali tidak berhasil mencapai tujuan. Berbagai alasan mengapa suatu organisasi melakukan pengurangan karyawan serta berbagai dampak pengurangan karyawan akan dipaparkan termasuk pada kinerja keuangan organisasi, pengetahuan organisasi, fungsi dan produktivitas organisasi dan pada tenaga kerja baik yang meninggalkan organisasi dan mereka yang bertahan. Banyak penelitian yang telah dilakukan namun tidak menyebutkan mengenai pengurangan karyawan sebagai strategi sumber daya manusia. Penelitian lebih lanjut mengenai pengurangan karyawan patut dipertimbangkan terutama mengenai dampaknya terhadap fleksibilitas di tempat kerja dimana struktur ketenagakerjaan di beberapa sektor dan industri bergeser kearah tenaga kerja kontrak.
PENGEMBANGAN MODEL KOMPENSASI BERBASIS KOMPETENSI DI UNIVERSITAS TERBUKA Wardini, Amalia Kusuma
Jurnal Organisasi dan Manajemen Vol 3 No 1 (2007)
Publisher : LPPM Universitas Terbuka

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The transformation into stated-owned legal body (BHMN/BHP) makes quite a significant impact on UT management, since the autonomy is wider and consequently it brings bigger responsibilities and challenges. One of these challenges is adjusting compensation system which previously referred to Civil Servants System and currently has several weaknesses, such as externally less competitive salary level, very close gap between highest and lowest salary and minimal concern about performance. It leads to the need of designing new compensation system during UT-BHP transitional period (2008-2017). Competency based Pay (CbP) which is rewarding the way people work, not just recognizing what they can be deliver, fits the academic world. In a learning organization, colleges and universities certainly qualify, the focus on competence and the importance of individual growth is tied explicitly to the organization’s mission and value also consistent with the growing interest in life long learning. The acceptance of individual development and skill acquisition as the criteria for rewarding staff employees should be a natural in higher education. This compensation design is focused on academic staffs, which are lecturer, researcher, and managerial position. Base salary and allowances have several alternatives, and choice will be made based on UT-BHP financial condition and the suitability with UT-BHP human resources development strategy
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