CHAPTER I

INTRODUCTION
1. Background of the paper
The rapid development of technology information and
communications nowadays shows significant changes. This changes
forced many organization to actively seek for new way, ideas,
experimentation, and creative solutions in improving their current
product, service, process, system and technology. In order to survive and
adapt in this era of highly competitive environment so many organizations
applied human resources management practices.
The purposes of human resources management practices are to
maintain the balance between keep making profit while smoothly
running the operation of the organization. Human resources
management practices show how organization can logically progress
within their business goal and objectives. Human resource management
practices deviates from organization to organization, depends to the
organization goals and objectives.
One of the important resources in management is human resources. The
importance of human resources needs to be recognized by all levels of
management. However advances in technology today, human factors still
play an important role for the success of an organization. According to
Zainun (2001), human resource management is an important part, it can
even be said that management is essentially human resource
management or human resource management is identical to
management itself.
Human resources as one of the supporting elements of the
organization, can be interpreted as humans who work in the environment
of an organization (called personnel, labor, workers / employees) or
human potential as an activator of an organization in realizing its
existence, or potential which is an asset & functions as capital non-

1
material in business organizations, which can be realized into physical
and non-physical real potential in realizing the existence of the
organization (Nawawi, 2000).
The recruitment and selection process is very important for the
company because this is very influential on the success of the business,
in terms of business success depends on the quality of its staff and
competency owned, because the company's employees are one of the
valuable assets. The needs of employees with the right skills can add
value to the business. According to Tom Peter there is no doubt that
hiring and staffing decisions are crucial for business success. Incorrect
hiring of people not only causes obstruction of activity in the company,
this can result in affecting the main objectives of the company because
the people recruited by the company are not competent at what is the
company's goals.
Human resources management practices plays an important role in
helping organization evaluate their performance, assess their strengths
and weaknesses and also can help employees to become better and
more responsible, so they can give a good contribution to the
organization. In other words a good human resources management
practices such as staffing, training and development, and performance
management changed the commitment of employees.
Commitment of employees or commonly known as organizational
commitment. Organizational Commitment is a force that binds
employees with their willingness to remain attached to its organization. If
employees are committed towards the organization they will perform their
jobs well and even beyond the expectation of the organization.
Employees who are engaged in their work and committed to their
organizations give companies crucial competitive advantages. Therefore,
the development of organizational commitment needs effective human
resource management practices such as staffing, training and
development, and performance management.

2
 CHAPTER II
Theory and Discusion

2.1 Staffing
Staffing is one of the management functions that draws, selects,
develops and uses Human Resources (HR) to achieve organizational
goals effectively and efficiently. Relationship between staffing and
organizing: Organizing, in the form of preparing a legal container that
accommodates various activities that must be carried out in an
organization. Whereas staffing is related to the application of the people
who hold each position within the organization. If likened to a vehicle, the
organization prepares the vehicle, while the staffing fills the driver. When
managers carry out staffing functions, it will greatly affect the level of
achievement of goals (organizational performance). The Staffing
Principle "directs the right employees to contribute to the achievement of
objectives in the management system" (The Right Man on The Right
Place).

2.2 Staffing Proccess

Staffing Process is the process of searching, finding, inviting and
designate a number of people from within and from outside the company
as employment candidates with certain characteristics such as those
stipulated in human resource planning.
Skidmore argued about his opinion regarding the purpose of
implementation recruitment in an organization viz one of them is to hire
workers who are considered competent in their fields. But in this case,
Skidmore stressed that professional competence is obtained through
experience or training before, so workers are able build a good
relationship together clients and other staff members.

3
 “The aim of recruitment is to employ staff members who are
competent and also have the ability to get along well with clients and
other members of the staff. Either attribute by itself is insufficient.
Professional competency relates to training and previous experience.
The ability to have good relations with other come from experience and
training, as well as from one’s personality. No matter how competent
people are, if the cannot get along with the administration and others on
the staff, they will not improve an agency.” (Skidmore, 1995:230)
Development of personnel is related to the withdrawal, the
management function of the determination, training notice, and the
development of members of the organization. In this chapter we will
discuss how organizations determine the needs of human resources now
and in the future. Personnel preparation activities are closely related to
the tasks of leadership, motivation, and communication, so the
discussion is often placed as part of the briefing function. But this function
is closely related to the organizing function, where the organizing
prepares the vehicle and arranges its personnel to fill the driver in
accordance with the existing work position. Finally, the function of
preparing personnel must be carried out by all managers, whether they
are processing large companies or becoming owners of small
companies. The staffing process can be seen as a series of activities
carried out continuously to maintain the needs of the organization's
personnel with the right people in the right positions and at the right time.
This function is carried out in two different types of environment. First, the
external environment which includes all factors outside the organization
that directly or indirectly influence it. Both the internal environment, which
consists of elements within the organization.
The steps in this process include:
A. human resource planning, which is designed to ensure the
fulfillment of organizational personnel needs.

4
 B. Withdrawal, which is related to the procurement of
prospective personnel in line with the human resource plan.
C. Selection, including assessment and selection among
candidates for personnel.
D. Introduction and orientation, designed to help selected
individuals adjust smoothly to the organization.
E. Exercise and development.

2.3 HR PLANNING
Definition of HR Planning Human resources is the integrated ability
of the power of thought and physical power possessed by individuals,
their behavior and nature is determined by their offspring and
environment, while their work performance is motivated by the desire to
fulfill their satisfaction. Andrew E. Sikula (1981: 145) argues that: "Human
resource planning or workforce planning is defined as the process of
determining labor needs and means meeting those needs so that their
implementation interacts with organizational plans". George Milkovich
and Paul C. Nystrom (Dale Yoder, 1981: 173) defines that: "Workforce
planning is the process of forecasting, developing, implementing and
controlling that ensures that the company has an appropriate number of
employees, the right placement of employees, the right time, which is
automatically more useful ". HR planning is a process of analysis and
identification of the need for human resources so that the organization
can achieve its objectives.

2.4 Staff Development

Staff Development is an effort to develop staff capabilities while
working. This program is said to not only benefit the company /
organization but also have a positive impact on the staff themselves. Staff
development can be done by providing job training (job training), job

5
rotation or can also by delegating more challenging jobs (higher duties)
that not only enhance skills and expertise at the technical level but also
leadership (leadership). God willing, on this occasion the author wants to
examine the importance of staff development and some of its priorities
both for staff and organizations.
A. Mastering skills With the staff development program, staff skills will
be more honed and improved. At the technical level they will
understand / understand how to operate a system optimally, be
familiar with the rules / standard work procedures that must be
followed, understand how to communicate / interact effectively with
customers. While on the leadership side they understand how to lead
a team, motivate staff, solve problems and manage and distribute
work to be done optimally as expected by the organization,
B. Ready to work and carry out staff development program is a
necessity, with which staff become more prepared to carry out task /
mandate of the organization. When they have received job training,
work more optimally and professionally.
C. Performance Improvement When staff development has been
executed, generally the performance of staff when working increases
dramatically. With a variety of expertise they have after training, staff
become better able to complete their work effectively and optimally
as expected by the organization and customers and even productivity
increases sharply. If staff performance increases, team performance
and organizational performance will automatically increase.
D. Quality Assurance Post-training staff can work in accordance with
standard work procedure rules and quality targets expected by the
organization, stakeholders and customers. By understanding the
standard operational procedures and the rules staff become more
aware of working according to the rules, while also being able to
prevent and minimize errors.

6
E. Smoothing Operations With the organization's program development
staff more optimistic. The diverse expertise of staff is an important
asset and makes it easier for the organization to delegate work, the
organization's operations run smoothly and staff expertise is honed.

Quoting Weinbach (1998) in Kettner regarding the framework of

thinking that explains the purpose, content, and process of a training,
education, and employee development, further explained as follows:
Characteristics of Three Types of Continuing
Education
Distinguishing Type of Activity
Characteristic Training Education Staff
Development
Purposes Socialization Career Acquiring and
(orientation to the advancement applying new
organization through advanced knowledge (to
) standart of study increase
activities to meet (within context of professional
a standart the profession) competence in
service delivery)
Content Spesific “how Theoretical Emerging
to” knowledge knowledge and
application of knowledge insights
policy to
procedures
Process Instruction in Providing Application of
and exposure new knowledge
to needed knowledge that is to a problem
knowledge situation
generalizable

7
 CHAPTER III
CONCUSION AND SUGGEST
3.1 Concusion
Based on the discussion of the problems that have been described
it can be concluded that Management Staffing is not an easy
management activity, it needs a lot of considerations that must be carried
out and of course it must be accurate, because if something goes wrong
it will lead to chaos in the work which eventually leads to unprofessional.
3.2 Suggest
Starting from the strategy in Staffing Management, then our
compiler gives the following advice: Obey all the rules / tips in staffing
management as a foundation in pursuing a professionalism at work.
Learn a lot from someone who has proven capable of handling this
problem, because experience is the best teacher.

8
 BIBLIOGRAPHY

Hasibuan, H. Malayu S.P, Manajemen Sumber Daya Manusia, Edisi

Revisi Kedua, Penerbit BPFE-UGM, Yogyakarta, Tahun 2002,
Halaman 54.
Noto Atmodjo, Soekidjo, Pengembangan Sumber Daya Manusia,
Cetakan Ke2, Penerbit Reneka Cipta, Jakarta Tahun 1998,
Halaman 67
Irianto, Yusuf, Tema-Tema Pokok Manajemen Sumber Daya Alam,
Penerbit Insan Cendikiawan, Surabaya, Tahun 2001, Halaman 103
http://yusniar.blogspot.com/2011/02/10/perencanaan-sdm.html
http://adrianmanurung.blogspot.com/2010/11/12/seleksi-karyawan.html
http://wikipedia.com
http://detik.com/2012/02/29
arlanwidiantara.blogspot.com/2010/12/penyusunan-personalia.html
Gudangartikels.blogspot.com/2011/11/manajemen-staffing.html
dewiramli.blogspot.com/.../pelatihan-dan-pengembangan-
karyawan.html