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ANALISIS JABATAN (JOB ANALYSIS)

Organisasi terdiri dari berbagai elemen yang salah satunya adalah sumber daya manusia. Sedangkan sumber daya lainnya adalah bahan, mesin/peralatan, metoda/cara kerja, dan modal. Berkenaan dengan sumber daya organisasi perlu diingat bahwa semua itu tidaklah tersedia secara berlimpah. Ada keterbatasan yang mengakibatkan pemanfaatannya harus dilakukan secara cermat. Proses manajemen yang baik harus bisa memanfaatkan keterbatasan tersebut demi tercapainya tujuan organisasi.
Sebagaimana elemen organisasi yang lain sumber daya manusia harus dikelola dengan baik. Bahkan bisa dikatakan babwa pengelolaan organisasi pada dasarnya adalah proses pengelolaan manusia. Semua organisasi apapun jenis, ukuran, fungsi ataupun tujuannya harus beroperasi dengan dan melalui manusia. Dibandingkan dengan elemen-elemen yang lain memang dapat dikatakan bahwa manusia adalah merupakan elemen yang paling dinamis dan kompleks.
Seringkali efisiensi pelaksanaan organisasi tergantung pada pengelolaan dan pendayagunaan manusia, itulah sebabnya maka setiap manajer harus mampu bekerja secara efektif dengan manusia, dan harus mampu memecahkan bermacam-macam persoalan sehubungan dengan pengelolaan sumber daya manusia. Pengelolaan sumber daya manusia di dalam organisasi kemudian dikenal dengan manajemen personalia dan kemudian berkembang menjadi Manajemen Sumber Daya Manusia (MSDM).

A. Pengertian Manajemen Sumber Daya Manusia
Manajemen sumber daya manusia, disingkat MSDM, adalah suatu ilmu atau cara bagaimana mengatur hubungan dan peranan sumber daya (tenaga kerja) yang dimiliki oleh individu secara efisien dan efektif serta dapat digunakan secara maksimal sehingga tercapai tujuan (goal) bersama perusahaan, karyawan, dan masyarakat menjadi maksimal (Simamora, 2004).
Manajemen Sumber Daya Manusia dapat juga didefinisikan sebagai suatu proses perencanaan, pengorganisasian, pengarahan, dan pengendalian sumber daya dalam rangka pencapaian tujuan organisasi. Proses tersebut mencakup kegiatan-kegiatan perencanaan dan pengadaan tenaga kerja, seleksi, dan penempatan pegawai, pengembangan personil melalui pendidikan dan pelatihan, integrasi personil kedalam organisasi dan pemeliharaannya (termasuk pemberian imbalan), penilaian terhadap hasil kerja serta juga pengembangan karir serta pemberhentian personil.
Secara skematis ruang lingkup manajemen sumber daya manusia dapat dilihat pada gambar di bawah ini.

Gambar : Skema ruang lingkup MSDM B. Sasaran Manajemen Sumber Daya Manusia
Salah satu tugas manajemen adalah untuk mendayagunakan sumber daya manusia yang dimilikinya secara optimal. Pendayagunaan ini seringkali berarti mengupayakan agar sumber daya manusia itu mampu dan mau bekerja secara optimal demi tercapainya tujuan organisasi. Upaya tersebut dilakukan melalui proses manajemen terhadap sumber daya manusia, dengan berbagai kegiatannya seperti dapat dilihat pada gambar di atas.
Manusia akan mau dan mampu untuk bekerja dengan dengan baik bilamana ia ditempatkan pada posisi dengan jabatan yang sesuai dengan minat dan kemampuannya, serta bila mana ia bisa memenuhi kebutuhannya dengan melakukan pekerjaan itu. lni berarti bahwa perusahaan harus bisa menempatkan orang pada jabatan-jabatan yang sesuai dengan minat dan kemampuannya, dengan tidak lupa mempertimbangkan upaya pemenuhan kebutuhannya.

C. Peran Analisis Jabatan Dalam Manajemen Sumber Daya Manusia
Suatu pengetahuan yang eksplisit dan terperinci mengenai setiap jabatan sangatlah diperlukan, antara lain untuk keperluan : 1. Rekrutmen, seleksi, dan penempatan tenaga kerja. 2. Menentukan besarnya upah. 3. Merancang jalur karir pekerja/pegawai. 4. Menetapkan beban kerja yang pantas dan adil. 5. Merancang program pendidikan dan pelatihan yang efektif.

Selain memberikan manfaat bagi organisasi, analisa jabatan juga bermanfaat bagi pegawai untuk mencapai tujuan-tujuan pribadinya. Dengan ditempatkan pada jabatan yang sesuai dengan kualifikasi yang ia miliki, berarti para pegawai tersebut telah diberikan kesempatan untuk mengembangkan diri dan merealisasikan potensinya seoptimal mungkin.

D. Analisis Jabatan
Analisa jabatan adalah suatu kegiatan untuk mencatat, mempelajari, dan menyimpulkan keterangan-keterangan atau fakta-fakta yang berhubungan dengan masing-masing jabatan secara sistematis dan teratur, yaitu : 1. Apa yang dilakukan pekerja pada jabatan tersebut. 2. Apa wewenang dan tanggung jawabnya. 3. Mengapa pekerjaan tersebut harus dilakukan. 4. Bagaimana cara melakukannya. 5. Alat-alat dan bahan-bahan yang digunakan dalam melaksanakan pekerjaannya. 6. Besarnya upah dan lamanya bekerja. 7. Pendidikan, pengalaman dan latihan yang dibutuhkan. 8. Keterampilan, sikap, dan kemampuan yang diperlukan untuk melakukan pekerjaan tersebut.

Informasi tersebut di atas bisa diperoleh dari beberapa sumber yaitu : 1. Pekerjaan itu sendiri dan buku catatan harian. 2. Pekerja yang bersangkutan. 3. Orang yang pernah melaksanakan pekerjaan itu. 4. Atasan langsung dari pekerja yang bersangkutan.

Berdasarkan sumber-sumber tersebut, pengumpulan informasi untuk analisa jabatan ini bisa dilaksanakan dengan cara : 1. Menyebarkan kuisioner (daftar pertanyaan/angket) kepada para pemegang jabatan. 2. Melakukan wawancara langsung dengan pekerja yang bersangkutan, orang yang pernah melaksanakan pekerjaan itu ataupun atasan langsungnya 3. Melakukan pengamatan langsung pada pelaksanaan pekerjaan atau mempelajari buku catatan harian.

Analisis jabatan mencakup 2 (dua) elemen, yaitu : 1. Uraian jabatan (job description). 2. Spesifikasi jabatan (job specification) atau persyaratan jabatan (job requirement).

E. Uraian Jabatan (Job Description)
Beberapa pengertian uraian jabatan adalah : 1. Suatu catatan yang sistematis tentang tugas dan tanggung jawab suatu jabatan tertentu, yang ditulis berdasarkan fakta-fakta yang ada. 2. Rincian yang menunjukkan posisi, tanggung jawab, wewenang, fungsi, dan tugas-tugas yang harus dikerjakan oleh seorang personil di dalam suatu organisasi. 3. Informasi tertulis yang manguraikan tugas dan tanggung jawab, kondisi pekerjaan, hubungan pekerjaan, dan aspek-aspek pekerjaan pada suatu jabatan tertentu dalam organisasi (Hasibuan, 2007). 4. Identifikasi tugas dan tanggung jawab dari suatu pekerjaan (Mathis & Jackson, 2007). 5. Rincian pekerjaan yang berisi informasi menyeluruh tentang tugas/kewajiban, tanggung jawab, dan kondisi-kondisi yang diperlukan apabila pekerjaan tersebut dikerjakan (Sastrohadiwiryo, 2007).

Uraian pekerjaan lebih menekankan tugas dan tanggung jawab karyawan sehingga lebih banyak berhubungan dengan pekerjaan daripada unsur manusianya/karyawan. Uraian pekerjaan merupakan pedoman, petunjuk, dan arah tindakan bagi karyawan untuk melaksanakan pekerjaan sesuai dengan tugas dan tanggung jawabnya. Dengan adanya uraian pekerjaan, karyawan diharapkan dapat melaksanakan tugas dan tanggung jawabnya secara efektif dan efisien menuju profesionalisme dan produktivitas.

Hal-hal yang perlu dicantumkan dalam uraian jabatan pada umumnya meliputi : 1. Identifikasi jabatan, yang berisi informasi tentang nama jabatan, bagian, dan nomor kode jabatan dalam suatu perusahaan. 2. lkhtisar jabatan, yang berisi penjelasan singkat tentang jabatan tersebut, yang juga memberikan suatu definisi singkat yang berguna sebagai tambahan atas informasi pada identifikasi jabatan, apabila nama jabatan tidak cukup jelas. 3. Tugas-tugas yang harus dilaksanakan. 4. Pengawasan yang harus dilakukan dan yang diterima. 5. Hubungan dengan jabatan lain. 6. Mesin, peralatan, dan bahan-bahan yang digunakan. 7. Kondisi kerja, yang menjelaskan tentang kondisi fisik lingkungan kerja dari suatu jabatan. 8. Komentar tambahan untuk melengkapi penjelasan di atas.

F. Spesifikasi/Persyaratan Jabatan (Job Specification)
Beberapa pengertian spesifikasi jabatan adalah : 1. Persyaratan minimal yang harus dipenuhi oleh orang yang menduduki suatu jabatan, agar ia dapat melaksanakan tugas-tugas yang dibebankan kepadanya dengan baik. 2. Pengetahuan, keterampilan, dan kemampuan individu yang diperlukan untuk melakukan pekerjaan dengan memuaskan (Mathis & Jackson, 2007). 3. Uraian persyaratan kualitas minimum orang yang bisa diterima agar dapat menjalankan satu jabatan dengan baik dan kompeten (Hasibuan, 2007). 4. Suatu pernyataan atau keterangan tentang syarat-syarat minimum manusia yang layak yang perlu untuk melaksanakan suatu jabatan dengan sebaik-baiknya (Flippo, 1993).

Beberapa hal yang pada umumnya dimasukkan dalam spesifikasi jabatan adalah : 1. Persyaratan pendidikan, latihan, dan pengalaman kerja. 2. Persyaratan pengetahuan dan keterampilan. 3. Persyaratan fisik dan mental. 4. Persyaratan umur dan jenis kelamin. 5. Sudah menikah atau belum. 6. Emosi dan temperamen pekerja.

G. Kegunaan Analisa Jabatan
Uraian jabatan dan spesifikasi jabatan, sebagai hasil dari analisa jabatan mempunyai banyak manfaat, antara lain: 1. Sebagai dasar untuk melakukan evaluasi jabatan. 2. Sebagai dasar untuk menentukan standarisasi hasil kerja seseorang. 3. Sebagai dasar untuk melakukan rekrutmen, seleksi, dan penempatan pegawai baru. 4. Sebagai dasar untuk merancang program pendidikan dan latihan. 5. Sebagai dasar untuk menyusun jalur promosi. 6. Untuk merencanakan perubahan-perubahan dalam organisasi dan penyederhanaan kerja. 7. Sebagai dasar untuk mengembangkan program Kesehatan dan Keselamatan Kerja (K3).

Contoh deskripsi pekerjaan dan spesifikasi pekerjaan adalah sebagai berikut : (lampiran)

Lampiran-1

JOB DESCRIPTION AND JOB SPESIFICATION
KEPALA SUB BIDANG KESEHATAN DAN KESEJAHTERAAN SOSIAL
BADAN PERENCANAAN PEMBANGUNAN DAERAH (BAPPEDA)
-------------------------------------------------
KABUPATEN LOMBOK TENGAH

DESKRIPSI PEKERJAAN (JOB DESCRIPTION)

TUGAS POKOK :
Memimpin, merencanakan, mengatur, mengawasi, dan mengkoordinasikan kegiatan bawahan dalam melakukan koordinasi dan inventarisasi usulan program/proyek dari dinas satuan kerja terkait sebagai bahan penyusunan rencana pembangunan kesehatan dan kesejahteraan sosial di Kabupaten Lombok Tengah.

FUNGSI : 1. Penyusunan Rencana Kerja dan Anggaran (RKA) dan program sub bidang; 2. Penyiapan bahan pedoman dan petunjuk teknis rencana dan program kerja di bidang perencanaan pembangunan, keluarga berencana dan keluarga sejahtera, pemberdayaan perempuan dan perlindungan anak, kesehatan dan sosial; 3. Penyiapan bahan perumusan dan penjabaran kebijakan teknis perencanaan pembangunan daerah di bidang perencanaan pembangunan, keluarga berencana dan keluarga sejahtera, pemberdayaan perempuan dan perlindungan anak, kesehatan dan sosial; 4. Pengumpulan, pengolahan, dan analisa data perencanaan pembangunan daerah di bidang perencanaan pembangunan, keluarga berencana dan keluarga sejahtera, pemberdayaan perempuan dan perlindungan anak, kesehatan dan sosial; 5. Penyiapan bahan masukan dalam penyusunan dokumen perencanaan pembangunan daerah meliputi RPJPD, RPJMD, RKPD, dan KUA-PPAS di bidang perencanaan pembangunan, keluarga berencana dan keluarga sejahtera, pemberdayaan perempuan dan perlindungan anak, kesehatan dan sosial; 6. Pelayanan asistensi penyusunan rencana dan program kerja di bidang perencanaan pembangunan, keluarga berencana dan keluarga sejahtera, pemberdayaan perempuan dan perlindungan anak, kesehatan dan sosial; 7. Penyiapan bahan koordinasi dan konsultasi perencanaan pembangunan daerah di bidang perencanaan pembangunan, keluarga berencana dan keluarga sejahtera, pemberdayaan perempuan dan perlindungan anak, kesehatan dan sosial; 8. Pelaksanaan monitoring, evaluasi, dan pelaporan pelaksanaan tugas sub bidang; 9. Pelaksanaan tugas-tugas lain yang dilimpahkan oleh atasan sesuai dengan bidang tugasnya.

Lampiran-2

SPESIFIKASI JABATAN (JOB SPECIFICATION)

1. Nomor Kode Jabatan : 1.9.63.18.10.21.34.44.50.00 2. Nama Jabatan : Kepala Sub Bidang Kesehatan dan Kesejahteraan Sosial 3. Unit Kerja : Bidang Perencanaan Pembangunan II 4. Syarat Jabatan a. Pendidikan yang harus dimiliki : * Diutamakan : Sarjana Kesehatan / Fisip / Administrasi * Alternatif : Sarjana Pendidikan / Sosial b. Latihan/kursus : Diklatpim IV, B. Tugas c. Pengalaman kerja yang dibutuhkan : * Pejabat Eselon IV/b 4 tahun * PNS 8 tahun d. Bakat yang sebaiknya dimiliki : G, V, Q e. Kemampuan khusus yang perlu dimiliki : Kreatif dan Inovatif f. Jenis kelamin : L/P g. Umur minimum : 32 tahun h. Syarat kondisi fisik yang harus dipenuhi : Sehat jasmani dan rohani i. Pangkat/Golongan yang dipersyaratkan : Penata (III/c) j. PDLT : Baik Keterangan : G : Generic V : Verbal Q : Quality P : Prestasi D : Dedikasi L : Loyalitas T : Tidak tercela
DAFTAR PUSTAKA

Flippo, Edwin B., (Moh. Masud), (1993), Manajemen Personalia Jilid I, Erlangga Jakarta.

Hasibuan, H. Malayu, Drs., (2007), Manajemen Sumber Daya Manusia (Edisi Revisi), Bumi Aksara, Jakarta.

Mathis, Robert L. & Jackson, John H., (2007), Human Resource Management, Twelfth Edition, West Group.

Peraturan Daerah Nomor 3 Tahun 2008 Tentang Organisasi Perangkat Daerah Kabupaten Lombok Tengah.

Sastrohadiwiryo, B. Siswanto, (2007), Pengantar Manajemen, Bumi Aksara, Jakarta.

Simamora, Henry, (2004), Manajemen Sumber Daya Manusia Edisi 3, STIE YKPN, Yogyakarta.

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...beneficial to their mental wellbeing. Purpose of this report is to is to ensure that the job description for the role of domestic assistant in Health Care Group, is in line with service delivery and the Care Quality Commissions Essential Standards of Quality and safety under the Health and Social Care Act 2008, as well as updating health and safety policies and procedures. For this reason we are going to conduct the process of job analysis. This report will apply to all Domestic Assistants across Healthcare home and hospital settings. 2- Findings Job analyzing is a process for collecting information about work performed and environment it takes place in, what is the purpose of the job. It identifies the knowledge, skills, abilities and personal competencies people need to perform their work well. From many methods of conducting job analysis, for this process Ive chosen examining documents (incl. job description, person spec, any other job related records), Interviewing job holder, and interviewing line manager. Each one of those methods has got its advantages and disadvantages. While examining documents like job description, gives you precise information about responsibilities of job holder, it doesn’t tell you how work is carried out, and there may be some responsibilities that are not included in job description. That is why I have chosen next method, which is interviewing the job holder. Mental health environment can change on a daily basis, so it is important that our...

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Job Analysis and Rewards

...Chapter 04 Job Analysis and Rewards Answer Key   Changing Nature of Jobs   True / False Questions   1. In most modern organizations, jobs are largely well established and change little over time.  FALSE   2. Job analysis is the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements.  TRUE   3. Competency based job analysis seeks to identify and describe the specific tasks, KSAOs, and job context for a particular job.  FALSE   4. The traditional way of designing a job is to identify and define its elements and tasks precisely and then incorporate them into a job description.  TRUE   5. Traditional job design is marked by formal organization charts, clear and precise job descriptions and specifications, and well-defined relationships between jobs.  TRUE   6. Changes to jobs have become so radical that the concept of "jobs" is no longer a useful concept in most organizations.  FALSE   7. Advances in technology are one of the major reasons for changes in jobs.  TRUE   8. A job family is a grouping of positions that are similar in their tasks and task dimensions.  FALSE   9. The smallest unit into which work can be divided without analyzing separate motions, movements, and mental processes is called an element.  TRUE   10. Many small-business owners, general managers of start-up strategic business units, and top management members perform flexible jobs that...

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Contributing to the Process of Job Analysis

...Title: Contributing to the Process of Job Analysis Unit Code: 3CJA Coursework Component: Written Date of Submission: 27/02/2016 JOB ANALYSIS Job is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis provides the information such as knowledge, skills and abilities (KSAs) required to perform a job, duties and responsibilities involved, education qualifications and experience required and physical and personal competencies required to perform to a job in a desired manner. An important concept in a job analysis is that it is an evaluation of the job, not the person doing the job. The final product from a job analysis includes a thorough understanding of the essential functions of the job, a list of all duties and responsibilities, a percentage of time spent for each group of tasks, the job’s relative importance in comparison with other jobs, the knowledge, skills and abilities (KSAs) needed to perform the job, and the conditions under which the work is completed. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as recruitment and selection, deciding compensation and benefits packages, assignment of duties, performance appraisal and analyzing training and development needs. On top of that, it assists in assessing the worth of a job and increasing personnel as well as organizational...

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Job Analysis

...What is a job analysis? A job analysis figures out what a person does in there line of work. It unveils the Knowledge, Skills and Abilities required to perform their job successfully. Job analysis gives purpose and outcome to the job. It defines the job role in relation to other jobs in the organization. Through job analysis you obtain all necessary job data in the organization. Job analysis is a process of job data collection through one or multiple methods. One method is continuous observation which is done over a given period of time. A trained analyst observes a worker and records what the worker is doing, how they do it and how long it takes. There is also work sampling which is a form of observation. This constitutes of observing randomly over a short period of time. Work sampling is appropriate for more routine and repetitive jobs like an assembly line. Keeping an employee diary is another form of observation. This is when a worker observes their own performance by logging their job duties, how frequent they are performed and how long each duty takes. This method yields a lot of useful information but employees don’t normally like it because they feel it takes time away from their actual job duties. For jobs that are more difficult to define there is the interview method. Interviews can be done individually or in a group usually using a standardized interview form to record the information gathered. Interview methods can be somewhat time consuming but if...

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