Analisis Pengaruh Peran Sumberdaya Manusia Terhadap Kinerja Perusahaan : Studi Pada Top Companies di Indonesia
Fatimah Nurhayati Siti (Pembimbing: Dr. Hani Handoko, MBA), Dr. Hani Handoko, MBA.
INTISARI
Adanya perubahan lingkungan dan tantangan bisnis yang semakin komplek mengharuskan perusahaan untuk melakukan transformasi radikai di bidang manajemen. Dalam hal ini keunggulan organisasional ditentukan oleh kapabilitas organisasional, dan sumberdaya manusia mempunyai peran yang penting. Penelitian ini menganalisis tentang pengaruh peran fungsi sumberdaya manusia terhadap kinerja perusahaan. Ada empat persoalan yang hendak diuji yaitu:
1. Apakah ada perbedaan tingkat pelaksanaan peran mitra stategik, ahli administratif, pejuang pekerja dan agen perubahan pada top companies di Indonesia?
2. Bagaimana pola pelaksanaan peran mitra strategik, ahli administratif, pejuang pekerja dan agen perubahan antar perusahaan-perusahaan yang tergolong dalam top companies di Indonesia? Apakah bersifat homogen atau heterogen ?
3. Adakah saling hubungan antara peran mitra stategik, ahli administratif, pejuang pekerja dan agen perubahan pada top companies di Indonesia?
4. Apakah implementasi peran mitra stategik, ahli administrant pejuang pekerja dan agen perubahan berpengaruh terhadap kinerja perusahaan? Populasi penelitian ini adalah top companies di Indonesia. Pengambilan sampel menggunakan metode purposive sampling. Dan 188 top companies yang terpilih, memberikan response rate 30,85% (58 perusahaan). Pengumpulan data
dilakukan dengan cara menyebarkan kuesioner kepada manajer sumberdaya manusia tingkat menengah (satu perusahaan satu kuesioner) melalui pos. Kuesioner penelitian terdiri dan 40 pertanyaan yang dikembangkan oleh Conner dan Ulrich (1996) untuk mengukur empat peran sumberdaya manusia, dan 11 pertanyaan yang dikembangkan oleh tim riset national organization survey untuk mengukur kinerja perusahaan (delaney & Huselid , 1996). Pengukuran variabel menggunakan skala seperti Liked, dengan nilai lima angka (1 = sangat rendah, 2=rendah, 3 = cukup, 4=tinggi, 5 = sangat tinggi). Analisis dalam penelitian ini meliputi analisis nilai mean dan one-way anova untuk menjawab persoalan pertama, analisis nilai deviasi standar untuk menjawab persoalan kedua, analisis koefisien korelasi Pearson untuk menjawab persoalan ketiga, dan analisis regresi linear berganda untuk menjawab persoalan keempat. Hasil penelitian menunjukkan bahwa, secara umum top companies di Indonesia telah melaksanakan empat peran sumberdaya manusia (mitra strategik, ahli administratif, pejuang pekerja dan agen perubahan) meskipun dengan pola pelaksanaan yang berbeda. Pelaksanaan peran ahli administratif dan pejuang pekerja bersifat homogen dan pelaksanaan peran mitra strategik dan agen perubahan bersifat heterogen. Pelaksanaan suatu peran akan mendukung pelaksanaan peran yang lain. Selain itu, keempat peran sumberdaya manusia mempunyai pengaruh terhadap kinerja perusahaan secara signifikan
ABSTRACT
The change and increasingly complex business environment has forced many companies to make radical organizational transformation. Facing with this new challenge, the organization should develop their competitive advantage on the basis of organizational capabilities and the execution of new role of human resource. This research analyzes the impact of the human resource roles to organizational performance. There are four items that are going to be tested in this study:
1. Are there any differences in the level of execution of strategic partner, administrative expert, employee champion and change agent roles at the top companies in Indonesia?
2. How are the execution patterns of strategic partner, administrative expert, employee champion and change agent roles among top companies in Indonesia?Are they homogeneous or heterogeneous?
3. Are there any interrelationship between strategic partner, administrative expert, employee champion and change agent roles in the top companies in Indonesia?
4. Do the execution of strategic partner, the administrative expert, employee champion and change agent roles have impacts on the organizational performance? In this research, the population are top companies in Indonesia. Samples are gathered by using purposive sampling method with the response rate of 30,85 %. The data is collected by distributing to the human resource manager of middle level management. One questionnaire is sent to one company by mail. Each questionnaire consists of 40 questions developed by Conner and Ulrich (1996) to
measure four types of human resource roles, and 11 questions developed by the research team of national organizational survey to measure organizational performance (Delaney & Huselid, 1996). Variables are measured using scales such as Likert, using five scales (1 = very low, 2 = low, 3 = fair, 4=high, 5—very high). In this research mean and one-way anova are used to answer the first question. The second, third and fourth questions are answered using standard deviation, Pearson correlation coefficient and multilinear regression analysis respectively. The result shows that generally top companies in Indonesia have executed four types of human resource roles (strategic partner, administrative expert, employee champion and the change agent role), nevertheless the execution patterns of human resource roles are different. The execution of administrative expert and employee champion roles are homogenous, and the execution of strategic partner and change agent roles are heterogeneous. The execution of one role will support the execution of other role. Besides that, four types of human resource roles have the impact on organizational performance significantly.
Keywords: The change and increasingly complex business environment, radical
organizational transformation, the new roles of human recourse, and
organizational performance.
Kata Kunci : Perspektif Sejarah Sumberdaya Manausia, Pengaruh Praktik Manajemen Sumberdaya Manusia
