Q2 - Rumah Sakit Islam Jemursari PDF

PREFACE
Gratitude to Allah who gave authors the strength, preservation, patience and
guidance to finish this organization and human resource’s final project. Authors also thankful
to the assistant lab who gave writers all the guidance and assistance in writing this final
project.
This final project is made as an aptitude for learning and to give us a broad
knowledge and understanding of the human resource management in a company. This final
project also made as one of the requirement in completing this semester.
In writing this organization and human resource’s final project, authors had already
done their best so that the content and purpose of this project can be understood. Authors
know that there are still many mistakes and this project is far from perfect. So, authors hope
for constructives advices and critics from various parties, especially from the lecturer so that
the mistake can be repaired for the next time.
Hopefully this final project will be useful for others. Thanks for the attention.
Surabaya, May 2017
Authors
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TABLE OF CONTENT
PREFACE.................................................................................................................................... i
LIST OF TABLES ...................................................................................................................vii
LIST OF FIGURES ................................................................................................................... ix
CHAPTER I................................................................................................................................ 1
INTRODUCTION ...................................................................................................................... 1
1.1 Background .................................................................................................................. 1
1.2 Problem Identification ................................................................................................. 2
1.3 Purposes ....................................................................................................................... 2
1.4 Benefits ........................................................................................................................ 2
1.4.1 Benefit for response participants .......................................................................... 2
1.4.2 For the company ................................................................................................... 3
1.5 Limitations and Assumptions ...................................................................................... 3
1.5.1 Limitations ............................................................................................................ 3
1.5.2 Assumptions ......................................................................................................... 3
CHAPTER II .............................................................................................................................. 5
GENERAL DESCRIPTION OF OBSERVED OBJECT........................................................... 5
2.1 Profile and History of Company .................................................................................. 5
2.2 Vision, Mission, and Strategy of Company ................................................................. 6
2.3 Organization Structure ................................................................................................. 7
2.4 Work Program .............................................................................................................. 8
2.5 Certification ................................................................................................................. 9
Akreditasi 16 Pelayanan – Komisi Akreditasi Rumah Sakit .............................................. 9
2.6 Achievements ............................................................................................................... 9
CHAPTER III ........................................................................................................................... 11
LITERATURE REVIEW ......................................................................................................... 11
3.1 Human Resource Management .................................................................................. 11
3.1.1 Definition of Human Resource Management ..................................................... 11
3.1.2 Eight Pillars of Human Resources Management ................................................ 11
3.1.3 PDCA and Human Resource Management ........................................................ 12
3.2 Organization Structure ............................................................................................... 13
3.2.1 Definition of Organization Structure .................................................................. 13
3.2.2 Types of Organization Structures ....................................................................... 13
3.2.3 Characteristic of Organization Structures........................................................... 15
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3.3 Job Analysis .............................................................................................................. 16
3.3.1 Definition of Job Analysis ................................................................................. 16
3.3.2 Overview of Job Description, Job Competence, and Job Specification ............ 16
3.3.3 Method in Constructing Job Analysis ................................................................ 17
3.4 Performance Appraisal .............................................................................................. 18
3.4.1 Definition of Performance Appraisal ................................................................. 18
3.4.2 Types of Performance Appraisal........................................................................ 20
3.5 Training ..................................................................................................................... 20
3.5.1 Training Definition ............................................................................................ 20
3.5.2 Types of Training ............................................................................................... 21
3.5.3 Application of Training for Employee ............................................................... 21
CHAPTER IV .......................................................................................................................... 23
METHODOLOGY OF RESPONSE ....................................................................................... 23
4.1 Flowchart of Methodology ........................................................................................ 23
4.2 Explanation of Flowchart .......................................................................................... 23
CHAPTER V............................................................................................................................ 25
DATA COLLECTION AND PROCESSING ......................................................................... 25
5.1 Data Collection .......................................................................................................... 25
5.1.1 Job Analysis Questionnare................................................................................. 25
5.1.2 Performance Appraisal Qustionnare ................................................................. 32
5.2 Data Processing........................................................................................................ 36
5.2.1 Construction of Job Analysis (Job Description, Job Competence, Job
Specification) ................................................................................................................... 36
5.2.2 Data Processing of Performance Appraisal ...................................................... 39
5.2.3 Gap Competence Assestment ............................................................................. 41
CHAPTER VI ......................................................................................................................... 45
DATA ANALYSIS AND INTERPRETATION .................................................................. 45
6.1 Organization Structure Analysis ........................................................................... 45
6.1.1 Organization Structure Identification ................................................................ 45
6.2 Job Analysis Analysis .............................................................................................. 46
6.3 Performance Appraisal Analysis ........................................................................... 47
6.4 Training Needs Analysis ......................................................................................... 49
CHAPTER VII ....................................................................................................................... 53
CONCLUSIONS AND SUGGESTIONS ............................................................................. 53
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7.1 Conclusions ............................................................................................................... 53
7.2 Suggestions ............................................................................................................... 53
REFERENCES ......................................................................................................................... 55
ATTACHMENTS .................................................................................................................... 57
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LIST OF TABLES
Table 5. 1 1st Performance Appraisal ................................................................................... 33

Table 5. 2 2nd Performance Appraisal .................................................................................. 34
Table 5. 3 3rd Performance Appraisal ................................................................................... 35
Table 5. 4 Job Desciption of PPRS Manager ....................................................................... 36
Table 5. 5 Job Desciption of PPRS Unit Leader .................................................................. 37
Table 5. 6 Job Description of PPRS Staff ............................................................................. 38
Table 5. 7 Gap Competence of Manager of PPRS ............................................................... 41
Table 5. 8 Gap Competence of Unit Leader of PPRS ......................................................... 42
Table 5. 9 Gap Competence of Staff of PPRS ...................................................................... 43
Table 6. 1 Training Needs for Management......................................................................... 49
Table 6. 2 Training Needs for Unit Leader .......................................................................... 51
Table 6. 3 Training Needs for Staff ....................................................................................... 52
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LIST OF FIGURES
Figure 1. 1 Alignment Framework ............................................................................................. 1

Figure 2. 1 Logo of Rumah Sakit Islam Jemursari ..................................................................... 5
Figure 2. 2 VIP Class in RSI Jemursari ...................................................................................... 6
Figure 2. 3 Structure of Organization of RSI Jemursari ............................................................. 8
Figure 1 Job Analysis Questionare of Manager Page 1............................................................ 57
Figure 2 Job Analysis Questionare of Manager Page 2........................................................... 58
Figure 3 Job Analysis Questionare of Manager Page 3............................................................ 59
Figure 4 Job Analysis Questionare of Unit Leader Page 1....................................................... 60
Figure 7 Job Analysis Questionare of Staff Page 1 .................................................................. 63
Figure 10 Performance Appraisal of Unit Leader Page 1 ........................................................ 66
Figure 11 Performance Appraisal of Unit Leader Page 2 ........................................................ 67
Figure 12 Performance Appraisal of Manager Page 1 ............................................................. 68
Figure 13 Performance Appraisal of Manager Page 2 ............................................................. 69
Figure 14 Performance Appraisal of Staff Page 1 .................................................................... 70
Figure 15 Performance Appraisal of Staff Page 2 .................................................................... 71
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CHAPTER I
INTRODUCTION
In this chapter, the background, problem identification, purposes, benefit, and limitations
and assumptions will be explained.
1.1 Background
To improve the condition of a company, there is a need to have a better strategy
that can move the elements that exist on the company itself. But still, there are many
factors are predictable or unpredictable that may cause the company to improve.
Besides that, there are three elements that are very important to the improvement of
the company such as the business strategy, the organizational structure, and the human
resources management. All of those elements are connected to each other in terms of
the advancement of company’s strategy. The picture is as follow:
Business
Strategy
Organizational Human Resources

Structure Management
Figure 1. 1 Alignment Framework
(Source: Fombrun et al, 1984)
The picture above shows the connection of elements. “HR systems and the
organization structure should be managed in a way that is congruent with
organizational strategy (hence the name ‘matching model)” (Fombrun et al,
1984). Business strategy means that the company should determine the goals of the
enterprise and course that the enterprise needs to achieve those goals. Organizational
structure is the realization of hierarchical position that allows the workers to be
promoted into a specialize position. For business strategy to proceed, the
organizational structure is needed to meet the demands of strategic goals. Human
Resources Management defines the organization’s intentions and plan on how to
achieve the goals on the business strategy through the people that works on the
company. It can be seen that the three elements connects with each other as a
supporting system that can move each element.
By looking at picture 1, to have the elements working there is a need to know
the performance of the employees on the company first. Because the employees are
the ones whom the company needs to manage. Response form is needed for further
study on the employees. Response is needed to know the existing knowledge of the
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employees and also the strength and weakness of the employees. Such knowledge then
will be used to make the business strategy, make organizational structure and also
handle the human resources management.
In this report, the team will analyzed on about the application of the Alignment
Framework in real life case study. As an industrial engineering student, the study
about the alignment framework on a company could make the student understand
more about the importance of strategy, structure of a company and also the human or
worker whom the company should have to make the work more effective and efficient.
So, the team will learn about the implementation of the business strategy,
organizational structure, and human resources management on actual business activity.
It is hoped that by doing this report, the company that will be observed to realize on
what kinds of improvement that the company can conduct in the future.
1.2 Problem Identification

In this subchapter, the problems that will be explained and analyzed in order to
give recommendation to the observed object in this final project are as follow:
1. How to analyze the organizational structure of the company that is taken as an
observation object?
2. How to arrange the job description, job specification and job competence of the
company’s job position?
3. How to analyze the Performance Appraisal on each job on the company?
4. What is the improvement that can be suggested to the company?
1.3 Purposes
The purposes of doing this organization and human resource’s final project are
as follow:
1. To analyze the existing structure of the company.
2. To learn the way that the company arrange the job description, job specification and
job competence of each job.
3. To analyze the Performance Appraisal (PA) on each job.
4. To be able to make a training program for employees that works around ITS based
on the study on the company.
1.4 Benefits
In this subchapter, the benefits that can be obtained from doing this reponses
will be explained. The benefits is categorized into two, those are benefit for response
participant and the benefit for company. The benefits are as follow:
1.4.1 Benefit for response participants
The benefits that can be obtained for response participants are as follow:
- Understand the implementation of Organizational and Human Resource
Management study in real life case
- To understand on how to construct the description, job specification and job
competence
- To know on how to conduct the employees’ performance appraisal and give result
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1.4.2 For the company
The benefits that can be obtained for the company are as follow:
- To get the job analysis and feedback for the performance appraisal that has been
conducted for further use.
- To be suggested on how to improve the business of the company.
1.5 Limitations and Assumptions

In this subchapter, the limitations and assumption that have been set in doing
this organization and human resource’s final project will be explained.
1.5.1 Limitations
The limitation that have been set in doing this organization and human
resource’s final project are as follows:
- The data that is obtained is the result from primary and secondary data
- The data that is obtained is only from Rumah Sakit Islam Jemursari that is located
on Jl.Jemursari No. 51-57, Surabaya.
- The performance appraisal is obtained from performance appraisal that has been
given by the company
1.5.2 Assumptions
The assumptions that are used in doing this organization and human resource’s
final project are as follows:
- The organizational structure, the strategy and human resources policies is
considered without changes in the period of the observation
- The data that is obtained is assumed to be valid
- Job description, job specification and job competence are assumed does not
changes in the period of observation
- The performance appraisal elements are assumed match with the data that is
needed.
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CHAPTER II
GENERAL DESCRIPTION OF OBSERVED OBJECT
In this chapter, the profile and history of the oberserved object which is Rumah Sakit Islam
Surabaya will be explained.
2.1 Profile and History of Company

In this subchapter, the profile and history of company, which is Rumah Sakit
Islam Jemursari Surabaya, will be explained.
Figure 2. 1 Logo of Rumah Sakit Islam Jemursari

(Source: www.rsisjs.id)
Rumah Sakit Islam Jemursari (RSI Jemursari) is one of type B private hospital
which is located on Jl.Jemursari No. 51-57. It has been operated since 25 May 2002
under the foundation of RS Islam Surabaya. It is the second branch of RS Islam
Surabaya, the first branch is RS Islam Wonokromo. RSI Jemursari operates by using
standard of 2012 KARS acreditation, which is a quality standard for hospital in
Indonesia. It has the motto to always serves with friendly attitude, smile, sincerity and
greeting. In order to achieve the vision, mission, and motto, RSI Jemursari applicate
Syifa organization culture. Syifa means Siddiq, Yaqin, Iman, Fathonah, and Amanah.
Siddiq means honest by having integrity and autonomy. Yaqin means believe in the
potential and optimistic to the recovery of patient from the guft of Allah SWT. Iman
means all action is based on the belief, sincerity, and view of equality against all
person. Fathonah means smart in catching opportunity, creative, and always increase
knowledge. Amanah means reliable and transparant in doing responsibility.
RSI Jemursari is equipped with varieties of medical facilities. The medical
facilities that is provided are 24 hour emergency department, inpatient installation,
outpatient installation, central surgery installation, Itensive Care Unit (ICU), medical
rehabilitation osntallation, 24 hour radiology, 24 hour laboratory, 24 hour pharmacy,
nutrient, blood bank, smoke free clinic, stroke center, trauma center, hemodialysis
center, lactation center, spiritualitu center, 24 hour ambulance emergency, one day
care, and home care. It have 231 number of bed with 14 VIP bed. The inpatient room
is designed so that the customer can feel comfortable and is at ease.
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Figure 2. 2 VIP Class in RSI Jemursari
(Source: www.rsisjs.id)
RSI Jemursari have a total of 696 employees with 110 of them is doctor. There
are 25 general doctors and 85 specialized doctor. RSI Jemursari gives service for all
class of people. It serves social security administrator (BPJS) health, BPJS
employment, insurance, agency, and general patient. It serves the customer with the
best service with no regard of their social status. The service that is given to customer
is from highly skilled and renowned doctor.
2.2 Vision, Mission, and Strategy of Company

In this subchapter, the vision, mission, and strategy of RSI Jemursari will be
explained. The vision of RS Islam Jemursari is “To become Islam hospital with
international standard”. The meaning of Islam hospital is a hospital that have Islam
characteristic, where the resources that is used to give service is based on Islam values.
The international word means the hospital is getting international recognition in giving
services to people.
There are several mission that is executed by RSI Jemursari to achieve the
vision, the missions are as follow:
1. Giving hospital services in prime and Islamic into International Service Quality
Standard based on the principle of partnership
2. Execute the management of hospital based on Syariah Management that have
International standard.
3. Builds human resources of hospital that are prodessional according to
International standar that is Islamic and also accompanied with high integrity in
service
4. Provides facilities and infrastructure of hospital that realize the implementation
of Islami service and International standard.
There are several strategy that is applied by RSI Jemursari. The strategies that
are applied are as follows:
1. Improving health service with greater quality and equitable, affordable and also
evidence-based to realize the development of superior services ,new services,
and integrated services that is done by medical team from multiple discipline.
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2. Realize the increasement of public services
3. Improving cooperation with payers party (asurance) for patients that get
treatment in RSSA
4. Increase the development and procurement of health human resources that is
equitable and have quality.
5. Increase the availability of medicines and medical equipment and also ensure
security/property, usefulness, and quality of pharaceutical, medical devices, and
food.
6. Improves health management that is accountable, transparant, effective, and
efficient to establish the independency of hospital that has BLUD status.
7. Improve the provision of education and research.
2.3 Organization Structure

RS Islam Jemursari is under the foundation of RS Islam Surabaya. The
organization structure of RSI Jemursari is shown on the following organigram.
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Figure 2. 3 Structure of Organization of RSI Jemursari
(Source: Microsoft Visio)
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RSI Jermursari is under the foundation of RS Islam Surabaya that is headed by
ex-education and culture ministry, Mohammad Nuh. The director of RSI Jemursari
that lead the hospital and also gives accountability directly to the foundation is
Prof.DR.dr.Rochmad Romdoni, Sp.PD,Sp.JP. There are four department that are
directly below director which are commitees department, planning and evelopment
department, supervisor unit, and information and technology department. Below them,
there are medical vice director and general and financial vice director. The medical
vice director is in charge of medical serving field, nursery field, and medical support
field. The general and financial vice director is in charge of general field, financial and
accounting field, human resources field, and information and cooperation field. Each
of the field consist of some installation that have the person in charge or the chief.
In RSI Jemursari, there are many people that submit work application. So, to
recruit new employment, they just choose from the need more employee in specific
division and there is not work application that is suitable for that division, they will
open a job recruitment. The job rectuitment is advertised in internet or newspaper.
They will also visit some vocational high school and universities in Surabaya to recruit
new employee. Also, for the job doctor only, the senior doctor can recommendate their
acquaintance to hospital and the hospital will test that person.
2.4 Work Program

In this subchapter, the work program of RSI Jemursari for first quarter of 2017
will be explained. There are two types of work program that is executed by RSI
Jemursari. The first type is a work program that have the purpose to increase the
quality of health services. Some of the work program that is done are as follow:
- Internal marketing
- Increase specialist doctors
- Implement Customer Relationship Management
- Develop pain center
- Partnertship with captive market
- Benchmarking with foreign hospital about management and services
- Sister hospital with foreign hospital
- Setup canteen and foodcourt
- Participate in inernational workshop or makes an international
workshop/symposium
The second type is the work program that have the purpose to increase the
facilities and infrastructure of hospital. Some of the work program that is executed are
as follow:
- Increase the capaicity of hemolysis
- Moves ICU room to second floor
- Build lift to ICU
- Build lift in building B
- Build REM inpatient room
- Renovate office room in third floor A1 building
- Gradually build vertical parking area in third floor
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2.5 Certification
The certifications that been received by RSI Jemursari are as follows:
- Penetapan Rumah Sakit Tipe B – Non Pendidikan
Akreditasi 16 Pelayanan – Komisi Akreditasi Rumah Sakit
- Akreditasi Versi 2012 – Paripurna
2.6 Achievements
The achievemnts thast have been obtained by RSI Jemursari are as follows:
- PERSI award 2010 – Pelayanan berbasis Syifa
- Surabaya Service Excellence 2011 – Marplus Inc.
- Surabaya Service Excellence 2013 – Marplus Inc.
- Surabaya Wow Service Excellence 2015 – Marplus Inc.
- Surabaya Wow Service Excellence 2016 – Marplus Inc.
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CHAPTER III
LITERATURE REVIEW
In this chapter, the definition of organization and human resource management,

organization structure, job analysis, performance appraisal, and training will be explained.
3.1 Human Resource Management

In this subchapter, the definition and eight pillars of human resource
management and also the relationship between PDCA with human resource
management will be explained.
3.1.1 Definition of Human Resource Management

Human resource management (HRM) is defined as a strategic and coherent
approach to the management of an organization’s most valued assets – the people
working there who
individually and collectively contribute to the achievement of its objectives
(Armstrong, 2006).
Storey (1989) believes that HRM can be regarded as a ‘set of interrelated
policies
with an ideological and philosophical underpinning’. He suggests four aspects that
constitute the meaningful version of HRM:
1. A particular constellation of beliefs and assumptions;
2. A strategic thrust informing decisions about people management
3. The central involvement of line managers; and
4. Reliance upon a set of ‘levers’ to chape the employment relationship
Based on those two definitions, it can be concluded that human resource
management is a strategic approach on how to manage the human resources of a
company, starts from recruitment, managaement, and providing direction for the
people within organization.
Human resource management have a purpose to ensure that the organization is
able to achieve success through people. As Ulrich and Lake (1990) remark:
‘HRM systems can be the source of organizational capabilities that allow firms to
learn and capitalize on new opportunities.’ Specifically, HRM is concerned with
achieving objectives in the areas summarized into organizational effectiveness, human
capital management, knowledge management, reward management, employee
relations, meeting diverse needs, and bridging the gap between rhetoric and reality.
3.1.2 Eight Pillars of Human Resources Management

Human resource management have several pillars that support them and makes
sure that the management can produce human resources that have quality to answer
business needs inside an organization. The pillars are as follow:
1. Selection and recruitment, responsible to answer employee’s needs starts from the
recruitment until the placement of employee in the right position.
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2. Training and development, responsible to maintain the quality of human resources
in organization through various training activity, education, and development as a
means to increase the work capabilities and skill.
3. Compensatioin and benefit, compile strategy until implementation of all
compensation that is given to employee that refers to market condition
4. Performance management, an attempt to monitorize the discrepancy between
performance standard that is expected with actaul performance that is shown
5. Career planning, responsible for management, planning, and career path for all
organization member
6. Employee relations, responsible to internal public relation for every employee
needs of information, policy, and regulation of organization
7. Separaion management, responsible to manage all separation activities of work
relationship that is caused by normal separation or early retirement
8. Personal administration and HRIS, responsible to support the execution of other
human resource function, like employee loan, absence, recording of annual leave,
etc.
3.1.3 PDCA and Human Resource Management

In human resource management, there is a need of efficient utilization of
resources. Efficient utilization is needed so that there is no waste of money or time.
There is one approach that can be done to utilize resources efficiently, that is a theory
of Plan Do Check Act (PDCA). It is a repetitive four-stage model for continuous
improvement in business process management. It organize the business plans and
strategies to evaluate the likable results and how to approach and make new strategies
in the future.
Figure 3. 1 PDCA Diagram

(Source: http://whatis.techtarget.com)
The explanation of each elements are as follows:

1. Plan. It is something which is done beforehand, mainly by senior organization. It is
sort out to be perfect and it basically should not require any changes, but just in
case alternative plan is also needed which should be applied as quickly as possible
if the main plan fails. Plan is known as the base of the success of plan do check act.
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2. Do. It is the implementation of plan. Implementation of plan require flawless
timing because the other competitors have to be kept in mind.
3. Check. It is conclude all the data in one place and count what habe been goten.
Once the counting has been done, the results are compared with the previous year
data to see what progress or retreat that have been done.
4. Act. After the result oc checking process have been gotten, the data about what dan
where things wnet wrong can be known. After receaving the clear picture, the
strategies can be devised with the next plan.
By implement plan do check act, no one will gets the burden of going through an
unplanned process. Everything is pretty much divided and once all the employees
know their roles, they are surely to show the best results. With this plan, fewer
controversies will be seen in an organization because when no one will be interfering
with any other persons work, it will automatically become a friendly environmental to
work.
3.2 Organization Structure

In this subchapter, the definition, type, and characteristic of organization
structures will be explained.
3.2.1 Definition of Organization Structure
Organizational structure is a system used to define a hierarchy within an
organization. It identifies each job, its function and where it reports to within the
organization. This structure is developed to establish how an organization operates and
assists an organization in obtaining its goals to allow for future growth. The structure
is illustrated using an organizational chart.
Organizational structure also determines how information flows from level to
level within the company. In a centralized structure, decisions flow from the top down.
In a decentralized structure, the decisions are made at various different levels. A good
organizational structure can often spell the difference between a smooth operating
organization and one in chaos. By establishing a hierarchical structure with a clear
chain of command, companies are better able to streamline their operations.
3.2.2 Types of Organization Structures

Several types of organizational structures are each defined to meet the needs of
organizations that operate differently. Types of organizational structure include
divisional, functional, and matrix. A divisional structure is suitable for organizations
with distinct business units. A functional organizational structure is based on each
job's duties. A matrix structure, which has two or several supervisors for each job to
report to, is the most complicated but may be necessary for large organizations with
many locations and functional areas. Below are the details of the common structures in
modern businesses:
1. Functional structure
Functional structure is set up so that each portion of the organization is grouped
according to its purpose. In this type of organization, for example, there may be a
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marketing department, a sales department and a production department. The functional
structure works very well for small businesses in which each department can rely on
the talent and knowledge of its workers and support itself. However, one of the
drawbacks to a functional structure is that the coordination and communication
between departments can be restricted by the organizational boundaries of having the
various departments working separately.
CEO
Vice President
Sales & Human

R&D Production
Marketing Resources
Figure 3. 2 Functional Organization Structure
2. Divisional structure
Divisional structure is typically used in larger companies that operate in a wide
geographic area or that have separate smaller organizations within the umbrella group
to cover different types of products or market areas. For example, the now-defunct
Tecumseh Products Company was organized divisionally--with a small engine
division, a compressor division, a parts division and divisions for each geographic area
to handle specific needs. The benefit of this structure is that needs can be met more
rapidly and more specifically; however, communication is inhibited because
employees in different divisions are not working together. Divisional structure is
costly because of its size and scope. Small businesses can use a divisional structure on
a smaller scale, having different offices in different parts of the city, for example, or
assigning different sales teams to handle different geographic areas.
CEO
Vice President
Vegetables Baked Product

Soup Division Fruit DIvision
Divisions Division
Figure 3. 3 Divisional Organization Structure
3. Matrix
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The third main type of organizational structure, called the matrix structure, is a
hybrid of divisional and functional structure. Typically used in large multinational
companies, the matrix structure allows for the benefits of functional and divisional
structures to exist in one organization. This can create power struggles because most
areas of the company will have a dual management--a functional manager and a
product or divisional manager working at the same level and covering some of the
same managerial territory.
Figure 3. 4 Matrix Organization Structure
3.2.3 Characteristic of Organization Structures

Organizational structures provide basic frameworks to help operations proceed
smoothly and functionally. Each of these structures provides different degrees of four
common organizational elements: span of control, departmentalization, centralization,
and decentralization.
- Span of control - the number of subordinates a supervisor has is used as a means of
ensuring proper coordination and a sense of accountability among employees. It
determines the number of levels of management an organization has as well as the
number of employees a manager can efficiently and effectively manage. In the
execution of a task, hierarchical organizations usually have different levels of task
processes. Workers at various levels send reports on their progress to the next levels
until the work is completed.
- Departmentalization is the process of grouping individuals into departments and
grouping departments into total organizations. Different approaches include:
 Functional - departmentalization by common skills and work task
 Divisional - departmentalization by common product, program, or
geographical location
 Matrix - a complex combination of functional and divisional
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 Team - departmentalization by teams of people brought together to
accomplish specific tasks
 Network - independent departments providing functions for a central core
breaker.
- Centralization occurs when decision-making authority is located in the upper
organizational levels. Centralization increases consistency in the processes and
procedures that employees use in performing tasks. In this way, it promotes
workplace harmony among workers and reduces the cost of production.
Centralization is usually helpful when an organization is in crisis and/or faces the
risk of failure.
- Decentralization occurs when decision-making authority is dispersed among the
lower organizational levels. With decentralized authority, important decisions are
made by middle-level and supervisory-level managers. Because there are fewer
hierarchical layers to navigate, this kind of structure helps to enable adaptability,
quick reactions to lower level issues, and more empowered employees. However,
making organization-wide changes that are implemented homogeneously can
become quite difficult in this system.
3.3 Job Analysis

In this subchapter, the definition and method in constructing job analysis, and
also the overview of job description, job competence, and job specification will be
explained.
3.3.1 Definition of Job Analysis
Job analysis is the process of gathering and analyzing information about the
content and the human requirements of jobs, as well as, the context in which jobs are
performed. This process is used to determine placement of jobs. Under NU Values the
decision-making in this area is shared by units and Human Resources. Specific
internal approval processes will be determined by the unit's organizational leadership.
A personnel manager has to undertake job analysis so as to put right man on right job.
Job analysis produces information for writing the job desciption and job specification.
Job analysis defines the organization of jobs within a job family. It allows units to
identify paths of job progression for employees interested in improving their
opportunities for career advancement and increasing compensation.
3.3.2 Overview of Job Description, Job Competence, and Job Specification

In this part will be explained about job description, job competence, and job
specification for human resource management.
a. Job Description
A job description states a job's title and employing department and defines the
position the job holds in the organization's hierarchy. The reporting responsibilities of
the future employee are stated, as are any subordinates who will report to the job
holder. The description also states the job's responsibilities and the expected
contributions of the future employee, which are identified through a job analysis. For
example, a cost accountant might be assigned to a manufacturing program and be
16
expected to monitor program costs and produce monthly reports. Also included are the
needed education, training, experience and job competencies of candidates, the latter
of which are determined by a job-competency analysis. For example, an MBA in
accounting and the abilities to perform research and apply creative thinking may be
required. The job description also states the tools the future employee will use to
perform her assigned tasks, such as accounting software.
b. Job Specification
Job specification describes the knowledge, skills, education, experience, and
abilities you believe are essential to performing a particular job. The job specification
is developed from the job analysis. Ideally, also developed from a detailed job
description, the job specification describes the person you want to hire for a particular
job. A job specification cuts to the quick with your requirements whereas the job
description defines the duties and requirements of an employee’s job in detail. Job
specification translates the job description into human qualifications so that a job can
be performed in a better manner. Job specification helps in hiring an appropriate
person for an appropriate position. The contents are:
- Job title and designation
- Educational qualifications for that title
- Physical and other related attributes
- Physique and mental health
- Special attributes and abilities
- Maturity and dependability
- Relationship of that job with other jobs in a concern.
c. Job Competence
Job competence related to the ability possessed by the employee with regards to
the work that they will do. In other word can be said that job competence is the soft
skills that is possessed by the employee.
3.3.3 Method in Constructing Job Analysis

There are several method that usually being used in job analysis such as;
1. Observation Method
A job analyst observes an employee and records all his performed and non-
performed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways
and skills used by him or her to perform various duties and his or her mental or
emotional ability to handle challenges and risks. Different people think different and
interpret the findings in different ways. This particular method includes three
techniques: direct observation, Work Methods Analysis and Critical Incident
Technique. The first method includes direct observation and recording of behavior of
an employee in different situations. The second involves the study of time and motion
and is specially used for assembly-line or factory workers. The third one is about
identifying the work behaviors that result in performance.
2. Interview Method
17
In this method, an employee is interviewed so that he or she comes up with their
own working styles, problems faced by them, use of particular skills and techniques
while performing their job and insecurities and fears about their careers. This method
helps interviewer know what exactly an employee thinks about his or her own job and
Responsibilities involved in it. It involves analysis of job by employee himself. In
order to generate honest and true feedback or collect genuine data, questions asked
during the interview should be carefully decided. And to avoid errors, it is always
good to interview more than one individual to get a pool of responses. Then it can be
generalized and used for the whole group.
3. Questionnaire Method
Another commonly used job analysis method is getting the questionnaires filled
from employees, their superiors and managers. However, this method also suffers
from personal biasness. A great care should be takes while framing questions for
different grades of employees. In order to get the true job-related info, management
should effectively communicate it to the staff that data collected will be used for their
own good. It is very important to ensure them that it won’t be used against them in
anyway. If it is not done properly, it will be a sheer wastage of time, money and
human resources.
3.4 Performance Appraisal

3.4.1 Definition of Performance Appraisal
Performance appraisal is usually used on employees of many kinds of
organizations and company, be it in the area of service or goods. It is used as to review
the performance of the employees in terms of quality, quantity, cost, time and
behavior. It can be conducted by the employee themselves or the peers. But usually the
ones who do the formal performance appraisal is the manager or the supervisor which
whom the employees worked for. Performance appraisal is a part of measuring,
comparing, guiding and correcting the work of the employees. So the appraisal means
a lot for the development of the employees on the work for the company that the
employees on, because the appraisal is done by gathering and analyzing the
information about the work of the employees on the company. Performance appraisal
is study about the achievement, failures, strength and weakness of the employee.
Appraisal measure both present performance and also future capabilities.
There are some definitions according to different experts as follows:
1. According to Alford and Beatty, “It is the evaluation or appraisal of the relative
worth to the company of a man's services on his job."
2. According to Heyel, “It is the process of evaluating the performance and
qualifications of the employees in terms of the requirements of the job for which he
is employed, for purposes of administration including placement, selection for
promotions, providing financial rewards and other actions which require 97
differential treatment among the members of a group as distinguished from actions
affecting all members equally."
3. According to Newstrom, “It is the process of evaluating the performance of
employees, sharing that information with them and searching for ways to improve
their performance.”
18
So, performance appraisal can be said as an evaluation that is made
quantitatively based on the work that has been done and the job that has been
finished, which then turned into information for future appraisal. In performance
appraisal the emphasis is on what the employee does and what the employee’s
potential.
By having a performance appraisal, the objectives that are expected by a
company are as follows:
1. Maintain records in order to determine compensation packages, wage structure,
salaries raises, etc.
2. Identify the strengths and weaknesses of employees to place right men on right job.
3. Maintain and assess the potential present in a person for further growth and
development.
4. Provide a feedback to employees regarding their performance and related status.
5. Provide a feedback to employees regarding their performance and related status.
6. Serves as a basis for influencing working habits of the employees.
7. Review and retain the promotional and other training programs.
Many advantages that can be obtained by having a performance appraisal in a

company, some of the advantages are as follows:
1. Promotion : Performance appraisal can help the supervisor or the manager to handle
the promotion for good employees and can dismissed or demoted employees who is
bad at work.
2. Compensation : By having a performance appraisal, the employee’s performance
can be measured and then compensation or bonus will be given to an employee
whose performance is better than what is expected.
3. Employees Development : The systematic procedure of performance appraisal can
helps the supervisor to make a training policies and programs. It can be used to
analyze the strength and weakness of employees so that jobs can be assigned to
employees that suited the employee’s criteria. It can also be used to make a future
development program for the employees.
4. Selection Validation : performance appraisal helps the supervisors to understand the
accurateness of the selection procedure. It can help the supervisor to know the
validity and thereby strengths and weakness of selection procedures for the
employees.
5. Communication : For an organization or a company, the communication between
the employers and the employees is important. By having performance appraisal,
communication can be done by:
a. Through performance appraisal, the employers can understand and accept skills
of employees.
b. The employees can also understand and create a trust and confidence in
superiors.
c. It also helps in maintaining cordial and congenial labor management
relationship.
d. It develops the spirit of work and boosts the morale of employees.
19
3.4.2 Types of Performance Appraisal
There are several types of performance appraisal, the types are as follows:
1. Rating Scale:
Rating scales are used in performance management system to know the
employee’s level of achievement in work. The scales are commonly used in
quantitative assessment, because it is easier to check it to differentiate the employees
that work in the company. This scale is used to evaluate the employee’s success
within a different kinds of areas, such as technical skill set, teamwork and
communication skills. There is a minimum required grade an employee must receive
from the evaluation in order for the performance appraisal to be considered a success.
Those that do not make the grade are often put on a performance improvement plan.
2. Objective-Based
In an objective-based evaluation, an employer and employee will agree upon a
specific goal for the employee to meet coupled wiyj a deadline. If the employee meets
the objective, then it speaks highly of them and vice versa. This is perhaps the most
black and white of all systems and is a practival way to monitor the overall success of
employee.
3. 360-Degree Appraisal
A 360-degree aprasial works by gathering feedback from multiple parties such
as managers, coworkers, customers, and even vendors. The more information that is
obtained, the more accurate the performance review becomes and the more the picture
comes into focus. Altough this form of evaluation is somewaht laborious and time-
consuming when compared to the first two techniques, many employers prefer it
because of the unbiased data they receive and the multi-dimensional vantage point it
creates. This kind of performance appraisal also used by the observation object of this
final project, that is RSI Jemursari.
4. Critical Incidents
This system is defined as “A method of performance appraisal involving
identifying and describing specific events (or incidents) where the employee did
something really well or something requiring improvement”. For instance, a manager
might record an instance of a stressful situation where an employee out-shined and
exceeded expectations. On the other hand, a manager might record a serious mistake
an employee made that was detrimental to productivity and created a lot of lingering
problems. For a critical incidents evaluation system to be effective, it is important to
keep detailed record and it is best to implement a rating system for increased
objectivity.
3.5 Training
In this subchapter, the definition, types, and apllication of training will be explained.
3.5.1 Training Definition
Training has been defined in many ways by different authors. Some of the
definition of training are as follow:
20
- Training as giving new or current employees the skill that they need to perform
their jobs (Dessler, 2013)
- Training is a planned process to modify attitude, knowledge or skill behaviour
through a learning experience to achieve effective performance in any activity or
range of activities. Its purpose, in the work situation, is to develop the abilities of
the individual and to statisfy current and future manpower needs of the organization
(Manpower Service Comission, 1981)
- Training is characterized as an instructor-led, content-based intervention leading to
desired changes in behaviour (Sloman, 2005)
Based several definition above, it can be found one similarity that training is a
process to develop an employee by giving them new knowledge or skill that is needed
to perform their job better.
3.5.2 Types of Training

There are a number of different types of training that can be used to engage an
employee. The types of training that is usually used by most HR managers are as
follows:
- Technical or Technology training. It is a type of training meant to teach the new
employee the technological aspects of the job.
- Quality training. It refers to familiarizing employees with the means of preventing,
detecting, and eliminating nonquality items, usuallu in an organization that
produces a product.
- Skills training. It includes proficienciencies needed to actually perform a job.
- Soft skills training. It refers to train social graces and communication that is needed
to perform a job.
- Professional training. It is a training required to be up to date in one’s own
professional field.
- Team training. It empowers teams to improve decision making, problem solving,
and team-developed skills to achieve business result.
- Managerial training. It is training to improve leadership, supervising, and managing
skills.
- Safety training, It is a type of training that occurs to ensure that employees are
protected from injuries caused by work-related accidents.
3.5.3 Application of Training for Employee

In this subchapter, the application of training for employee will be explained.
Training is used to increase the knowledge or skill of employee. For example,
technical training. In a retail environment, technical training might include teaching
someone how to use the computer system to ring up customers. In a consulting
business, technical training might be used so the consultant knows how to use the
system to input the number of hours that should be charged to a client. Another
example is professional training. Tax laws change often, and as a result, an accountant
for H&R Block must receive yearly professional training on new tax codes (Silkey,
2010). Lawyers need professional training as laws change. Some organizations have
paid a high cost for not properly training their employees on the laws relating to their
21
industry. In 2011, Massachusetts General Hospital paid over $1 million in fines related
to privacy policies that were not followed (Donnelly, 2011). The fines could have been
prevented if the organization had provided the proper training to begin with.
22
CHAPTER IV
METHODOLOGY OF RESPONSE
In this chapter, the methodology that is used to do the final project will be shown in
the form of flowchart and will be explained.
4.1 Flowchart of Methodology

This subchapter present the flow chart of the activity from the beginning until its
finished.
Figure 4. 1 Flowchart of Methodology

(Source: Microsoft Visio)
4.2 Explanation of Flowchart

In this subchapter, the methodology that is used in doing this final project will be
explained. The first step in doing this final project is identify the problems. After that,
the problem and objective of this final project is formulated. The next step is doing
direct observation in the observation object as well as doing literature review that is
needed in order to finish this final project. After that, all of the data that is needed for
23
this final project is collected. The data that is collected from the company such as
company vision and mission, present organization structure, and company objectives
strategies, etc. After we collect the data we process it by evaluating both from internal
and external factors and we formulate the strategies for the company based on TOWS
Map and we can determine the strategies. All of the data that has been collected is
then processed further. From the data obtained, writers doing job analysis and
formulate job description and job specification of the jobs. Writers also try to find
gaps that are exist between the existing job and ideal job. From those gap, some
improvement is fomulated. After all of the data has been processed, it is interpreted
and analized. Finally, the conclusions and suggestions that can be obtained from this
final project is formulated.
24
CHAPTER V
DATA COLLECTION AND PROCESSING
In this subchapter, the data collection and proessing will be shown and explained.
5.1 Data Collection

In this subchapter, the job analysis questionnare and performance appraisal
questionnare will be explained.
5.1.1 Job Analysis Questionnare

Job analysis questionare is a questionnare that is used to identify several things
that is related to the job. The questionnare will becomes the input of job descriptions
and job specifications that will be made. The job analysis questionnare that is used by
writer is cited from Dessler, 2006. The questionnare is distributed on three different
level of position in one department in RSI Jemursari. The department in which the
qustionnare given is Department of Perencanaan dan Pengembangan Rumah Sakit.
The questionnare that is obtained is from job position of manager, kanit perencanaan
dan pelaporan, and staff. The result of questionnare is as follows:
1st Questionnare
Job Position : Manager Date : 21 April 2017

Job Code : Departement : Perancangangan dan Pengembangan
Rumah Sakit
Superior Position : Director
Working Hours : 08.00 until 16.00
Name of Job Analysis :
1. What is the purpose of respondent’s job?

To manage and responsible for hospital planning and development of staffs
2. Give checklist on the activities that is part of job obligation of respondent:

X Training
X Prestation assestment
X Job inspection
X Budgeting
X Training and / or counselling
Others...
3. Explain type and scope of respondent’s authorities!

- Responsible for arranging the RKAT and strategic planning on the hospital
- Responsible for realization of RKAT and non-RKAT
- Do coordination on other units
25
4. Explain briefly about what do the respondent do and how to do it. Obligation can be
classified as follows:
a. Daily obligation (done regularly everyday)
- Check RKAT request and accept it if agreeable
- Go to meeting
- Controlling of subordinates
- Follow instruction from superior
b. Periodic obligation (done every weeks, every month, or in a certain period)
- Attend routine meeting
- Check monthly report
- Responsible for reports
- Responsible for the completing monthly and annual RKAT
c. Obligation that is dne on irregular interval
Committee work
5. Do respondent do an obligation that is considered as not necessary? If yes,please give

explanation
None
6. Do respondedent do an obligation that is not incluuded in job description? If yes,please

give explanation.
- Team leader
- Accreditation team
7. Give checklist on education requirement that is needed for respondent’s job position
There is no need for formal education 2 years college degree
High school diploma Post graduate work or high degree
X 4 years college degree Professional license
Mention : Mention:
8. Give checklist on experience requirement that is needed for respondent’s job position
Nothing Less than 1 month
1 - 6 month 6 months – 1 years
1 - 3 years 3- 5 years
X 5 – 10 years Others...
9. Give checklist on the location of respondent’s job

Outside room X Inside room
Basement Water tunnel
Use scaffold Others...
10. Give checklist on condition that is complaind by respondent and give explanation on the
frequency of the disturbance
Dirt Dust
Hot X Cold
26
Noise Vapor
Odor Wet or moisture
Vibration Sudden temperature change
Dark or bad lighting Others
11. Give checklist if there is health and safety condition that must be done by respondent but
the condition is unfavorable. Give explanation on the frequency when the responent shoul
do it
High workplace Radiation
Electrical hazard Fire hazard
Explotion hazard Wet or moisture
Mechanical hazard X Others...(None)
12. Do respondent use machine, equipment, devic, or certain job assistance to do daily work?
(if yes, please give explanation)
- Computer
- ATK
13. Do a concrete work standard has already been made? (If yes, please gives explanation)
According to RKAT planning
14. Is there is some kinds of personal attribute (special nature, physical charateristic, personal
traits, and others) that is needd by respondedent?
Staff ID
15. Is there any kind of exception problms that is expected to be found by respondednt
in doing job under normal condition?(If yes,please give explanation)
None
16. Explain the completion or final result of respondednt’s job.

Monthly report, RKAT book, reinstra
17. How large the mistakes that can happen in respondednt’s job? Who or what can be
affected by the mistakes of responddnt’s job?
Late on work completion
18. If respondednt is being promoted, what job position does the respondent want?
According to what the management needs
2nd Questionnare
Job Position : Unit Leader Date : 25 April 2017

Rumah Sakit
Superior Position : Manager
27

Making of monthly and annual report on every activities that were done by PPRS dept.
including monitoring report, diklit, and realization of hospital finance
2.Give checklist on the activities that is part of job obligation of respondent:

Training
Prestation assestment
Job inspection
Budgeting
Training and / or counselling
X Others...( to make monthly and annual PPRS dept. report)

- Make a report on PPRS dept. activities
- Give feedback and suggestion for consideration for policy formulation
- Carry out orders from superiors
- Make letter for the Director on request submission on non-RKAT inventories
- Carry out orders from superior
- Make monthly report of PPRS dept. activities
- Attend internal PPRS meeting
c. Obligation that is done on irregular interval
Meeting between departments on the hospital

explanation
No

give explanation.
No
Mention : Mention:
Nothing Less than 1 month
28
X 1 - 3 years 3- 5 years
5 – 10 years Others...

Dirt Dust
Hot Cold
Noise Vapor
Dark or bad lighting X Others (None)
do it
Mechanical hazard X Others... (missing stuff)
- Computer
- Printer
- Glasses
Yes, monthly report must be finished on every 10th day of the next month
Thorough on job
Yes, information system program management with integrated module so that the
monthly report could be completed fast

Monthly and annual PPRS activity report
29
Minimum mistake because the reports are according to the activities and budget that had
been planned
According to the management decision, employees only do the job as best as they could
3rd Questionnare
Job Position : Staff Date : 25 April 2017

Rumah Sakit
Superior Position : Unit Leader

To process the demand for RKAT and non-RKAT goods from other departments
2.Give checklist on the activities that is part of job obligation of respondent:

Training
Prestation assestment
Job inspection
Budgeting
Training and / or counselling
X Others...( to make recap of RKAT usage submission from every unit

- To accept and process request form for goods from other units
- To help monev
- Carry out orders from superiors
- Accepting markets from external
- To accept request form and open PPRS module to be processed
- Give forms to unit leader of planning and monev
- Process on financial unit
- Make report of RKAP per month and per year
- Make meeting invitations
- Make monthly recap of goods request
30
- Make monev report
c. Obligation that is done on irregular interval
None

explanation
No

give explanation.
Be the secretary committee on team
Mention : Mention:
X Nothing Less than 1 month
1 - 3 years 3- 5 years
5 – 10 years Others...

Dirt Dust
Hot Cold
Noise Vapor
Dark or bad lighting X Others (None)
do it
Mechanical hazard X Others... (None)
31
- Computer
- Calculator
None
Staff ID
None

Monthly report
Late in doing processing and making report
According to superior
5.1.2 Performance Appraisal Qustionnare

Performance appraisal questionnare is a questionnare that is used to measure the
performance of an employee. The questionnare that is used by writer is cited from
Dessler, 2006. The performance appraisal questionnare is distributed at the same time
as job analysis questionnare. The questionnare that is obtained is from job position of
manager, kanit perencanaan dan pelaporan, and staff. The result of questionnare is as
follows:
1st Performance Apprasial
Name of Employee : Rahayu Setiasih Position : Manager

Departement : PPRS Employee Payrolls Number :
Reason for review
Yearly Promotion Unstatisfactory job
Benefit End of trial period Others...
Date of employeen in starting the job position / /

Last assestment date / / Scheduled assstment date / /
32
Table 5. 1 1st Performance Appraisal
No General Factor Rating Scale Value Details or
O (100-91) Comments
V (90-81) X
Quality- Accuracy and can be
G (80-71)
1 accepted for the job that has been 85
U (70-61)
done
N (less
than 60)
O (100-91)
V (90-81)
Productivity – Quantity and
G (80-71) X
2 efficiency of work that is resulted in 80
U (70-61)
a period of time
N (less
than 60)
O (100-91)
V (90-81) X
Job Knowledge – skillsand practical
G (80-71)
3 information or technicthat isused 85
U (70-61)
on a job
N (less
than 60)
O (100-91)
V (90-81)
Dependability – How far the
G (80-71) X
4 employee can be depnd on for 80
U (70-61)
completion and follow up tasks
N (less
than 60)
O (100-91)
Attendance – How far the emplyee V (90-81)
is rightontime, fulfill break period G (80-71) X
5 75
that has been decided, and overall U (70-61)
attendance record N (less
than 60)
O (100-91)
Independence – How far the job V (90-81)
6 80
can be done without supervision G (80-71) X
U (70-61)
2nd Performance Apprasial
Name of Employee : Tifani Lasianjayani Position :
33
Reason for review

Last assestment date 25 / April / 2017 Scheduled assstment date / /
Table 5. 2 2nd Performance Appraisal

No General Factor Rating Scale Value Details or Comments
O (100-91)
V (90-81) X
G (80-71) Thorough on RKAT
1 acceptwd for the job that has been 87
U (70-61) report and non-RKAT
done
N (less
than 60)
O (100-91)
V (90-81) X
Productivity – Quantity and Report is good but
G (80-71)
2 efficiency of work that is resulted in 81 the finishing is not
U (70-61)
a period of time fast enough
N (less
than 60)
O (100-91)
V (90-81)
Job Knowledge – skillsand practical
G (80-71) X Need more guidance
3 information or technicthat isused 75
U (70-61) to complete the job
on a job
N (less
than 60)
O (100-91)
V (90-81)
Dependability – How far the Fast to understand
G (80-71) X
4 employee can be depnd on for 80 the direction that was
U (70-61)
completion and follow up tasks given
N (less
than 60)
O (100-91) X
Attendance – How far the emplyee V (90-81)
Never late as seen
is rightontime, fulfill break period G (80-71)
5 95 from the attendance
that hasbeen decided, and overall U (70-61)
list
attendance record N (less
than 60)
Independence – How far the job O (100-91) High dedication in
6 90
can be done without supervision V (90-81) X doing work and have
34
No General Factor Rating Scale Value Details or Comments
G (80-71) high responsibility
U (70-61)
N (less
than 60)
3rd Performance Apprasial
Name of Employee : Position : Staff PPRS

Reason for review

Last assestment date / / Scheduled assstment date / /
Table 5. 3 3rd Performance Appraisal

O (100-91) Comments
V (90-81) X
G (80-71) Good and detailed
1 accepted for the job that has been 85
U (70-61) monthly report
done
N (less
than 60)
O (100-91)
V (90-81) X
Productivity – Quantity and Thorough report
G (80-71)
2 efficiency of work that is resulted in 88 and the finishing is
U (70-61)
a period of time fast
N (less
than 60)
O (100-91)
V (90-81)
Job Knowledge – skills and
G (80-71) X
3 practical information or technicthat 75 Needs gudiance
U (70-61)
isused on a job
N (less
than 60)
O (100-91)
Dependability – How far the Completed the jobs
V (90-81)
4 employee can be depnd on for 75 on time with many
G (80-71) X
completion and follow up tasks guidance
U (70-61)
35
N (less Comments
than 60)
O (100-91) X
Attendance – How far the
V (90-81)
employee is right on time, fulfill
G (80-71) Never late and
5 break period that has been 91
U (70-61) absent
decided, and overall attendance
N (less
record
than 60)
O (100-91)
V (90-81)
Independence – How far the job G (80-71)
6 70 Still needs guidance
can be done without supervision U (70-61) x
N (less
than 60)
5.2 Data Processing

In this subchapter, the construction of job analysis, data processing of
performance appraisal, and gap competence assestment will be shown.
5.2.1 Construction of Job Analysis (Job Description, Job Competence, Job

Specification)
Job analysis consist of three components, those are job description, job
specification, and job competence. Job Description is a broad and written statement of
a specific job in the organisation, based on the finding of job anaysis. It usually
includes duties, purposes, responsibilities, scopes, and working conditions of a job
along with the title of the job, and the name or designation of the person to whom the
employee will reports. Job description usually forms the basis of job specification. Job
specification is defined as knowledge, skill, education, experience, and abilities that is
believed are essential to performing a particular job. Job competence is a measurable
pattern of knowledge, skills, abilities, behaviors, and other characteristic that an
individual needs to perform work roles or occupational function successfully.
Job analysis is constructed based on the result of job analysis questionnare. The
job analysis for each level of position in Department of Perencanaan dan
Pengembangan Rumah Sakit are as follows:
a. Manager of Perencanaan dan Pengembangan Rumah Sakit (PPRS)

- Job Description
The job description of the manager based on PDCA (Plan Do Check Act)
grouping is as follows:
Table 5. 4 Job Desciption of PPRS Manager

PDCA Description % PDCA
36
Plan Responsible in constructing RKAT and strategic plan (RENSTRA) 8,33
Coordinate cross section
Participate in meeting
Perform regular meetings
Do 50
Perform commitee’s tasks
Accepting the request of RKAT that has been approved
Carry out orders from superior
Responsible in supervising the realization process of RKAT
Responsible in supervising the realization process of non RKAT
Check Check the request of RKAT 41,67
Controlling the job of subordinate
Checking monthly report
Act - 0
Source : Job Analysis Questionnare
- Job Specification
Based on questionnare that has been distributed, the job specification of
manager is as follows:
- Bachelor degree
- Have 5-10 years experience working in hospital
- Mastering the operation of computer for administrative task
- Former doctor position
- Job Competence
Based on questionnare that has been distributed, the job competence of
manager is as follows:
- Have knowledge and understanding of administrial problem in hospital
- Have analitical and systematical thinking in solving problem
- Have ability to handle complaints
- Have leadership, planning, coordination, delegation, and supervision
skill
- Have firm and straightforward communicaton skill
b. Unit Leader of Perencanaan dan Pengembangan Rumah Sakit (PPRS)

- Job Description
The job description of the kanit based on PDCA (Plan Do Check Act)
grouping is as follows:
Table 5. 5 Job Desciption of PPRS Unit Leader

Plan - 0
Perform, set up, and coordinate all the planning and reporting needs
Do 100
of program of activity and development of hospital
37
Construct monthly and yearly report of all activities that has been
done by Department of PPRS
Make letter to director for every filing of inventory request outside
of RKAT
Perform meeting of PPRS’s intern
Participate in cross sectional meeting
Giving feedbacks and suggestions as consideration of policy
formulation
Carry out orders from superior
Check - 0
Act - 0
- Job Specification
unit leader is as follows:
- Bachelor degree
- Have minimal 4 years working experience in hospital
- Mastering computer skill for administration task
- Job Competence
kanit is as follows:
- Have knowledge and understanding of management of hospital
- Have ability to coordinate
- Have communication ability
- Have analitical and systematical thinking in solving problem
c. Staff of Perencanaan dan Pengembangan Rumah Sakit (PPRS)

- Job Description
The job description of the staff of PPRS based on PDCA (Plan Do Check
Act) grouping is as follows:
Table 5. 6 Job Description of PPRS Staff

Plan - 0
Mapping need of training of employee to be submitted to PPRS
manager
Mapping needs of inhouse training and submit activity plan proposal
Do Gives direction and guidance to apprentice and research students 87,5
Responsible to construct monthly activity report of apprentice and
research activity
Do duties given by superior
38
Prepare materials for coordination and cooperation with formal and
non formal institutions for education, research, and training needs
Prepare education and training activities from education institutions
Check Supervise orientation activity 12,5
Act - 0
- Job Specification
staff is as follows:
- Degree of 4 years college
- Mastering computer skill for administration tasks
- Job Competence
staff is as follows:
- Have ability and understanding of management of hospital
- Have leadership, planning, coordination, delegation, and supervising
skill
- Have communication skill
- Have ability to think analytical and systematical thinking in solving
problems
5.2.2 Data Processing of Performance Appraisal

Performance Appraisal is a systematic evaluation of the performance of
employee and usd to understand the abilities of a person for further growthand
development. In order to asses the performance of employee, writers uses performance
appraisal questionnare. The questionnare have six facors, which are quality,
productivity, job knowledge, dependability, attendance, and independence. The
questionnare is given to three different job position. The first questionnare is addresed
to manager of PPRS. The result is as follows:
a. Quality
Based on the questionnare, the manager already do an outstanding job. The value
for the quality ofmanager is 85. This value shows that the manager can already
develop good development plan for hospital
b. Productivity
The result of productivity of manager is 80 and it is categorized as good. The value
shows that the manager already doing her job based on the requirement that has
been determined.
c. Job knowledge
The result of job knowledge of manager is 85 and it is categorized as very good.
The value shows that the manager already have a deep understanding of her job
and well informed.
d. Dependability
39
The result of dependability of manager is 80 and it is categorized as good. The
value shows that the manager could finish her job according to the deadline that
has been set.
e. Attendance
The result of attendance of manager is 75 and it is categorizd as unstatisfactory.
The manager get that value because eventough the manager rarely takes a break,
she is often late and her presence is needed by many her coworker. The manager
value shows that the manager needs to improve her attendance.
f. Independence
The result of independence of manager is 80 and it is categorized as good. This
means that themanager already do a good job without the supervision of director.
The second questionnare is addressed to unit leader of PPRS. The result is as follows:
a. Quality
The result of quality of unit leader is 87 and it is categorized as very good. The
unit leader obtain that value because the result of RKAT and non RKAT report is
very thorough.
b. Productivity
The result of quality of unit leader is 81 and it is categorized as very good. The
unit leader obtain that value because the report that is done by the unit leaderis
good but the finishing time is not fast enough
c. Job knowledge
The result of job knowldge of unit leader is 75 and it is categorized as good. The
unit leader obtain that value because the unit leader still need more guidance in
completing the job.
d. Dependability
The result of dependability of unit leader is 80 and it is considered as good. The
unit leader obtain that value because the unit leader fast to understand the direction
that was given.
e. Attendance
The result of attendance of unit leader is 95 and it is considered as outstanding.
The unit leader obtain that value because based on attendance list, the unit leader is
never late.
f. Independence
The result of independence of unit leader is 90 and it is categorized as very good.
The unit leader obtain that value because the unit leader have high dedication in
doing work and havehigh responsibility.
The third questionnare is addressed to staff of PPRS. The result is as follow:

a. Quality
The result of quality of staff is 85 which is categorized as very good. The staff
obtain that value because in doinga preparation for a cooperatior or activities, they
already do a quite detailed job and also the monthly report that is constructed is
thorough.
b. Productivity
40
The result of productivity of staff is 88 which is categorized as very good. The
staff obtain that value because the monthly report that is made by the staff is very
thorough and it is finished on time.
c. Job knowledge
The result of job knowledg of staff is 75 which is categorized as good. The staff
obtain that result because the staff already know general job that they should do
but still needs guidance.
d. Dependability
The result of dependability of staff is 75 which is categorized as good. The staff
obtain that value because all tasks that is given to staff is completed with a good
result and right on time but still needs many guidance.
e. Attendance
The result of attendance of staff is 90 which is categorized as very good. The staff
obtain that value because the staff is never late and rarely takes a leave for work.
f. Independence
The result of independence of staff is 70 which is categorized as
unstatisfactory.The staff obtain that value because the staff still needs many
guidance and supervision in completing the job given.
5.2.3 Gap Competence Assestment

Gap competence is the difference between an ideal competence that an employee
needs to have and the actual competence that an employee have. In this part, there will
be assestment of gap competence on each level of job position. The gap competence
assestment is as follows:
Table 5. 7 Gap Competence of Manager of PPRS

Existing
Ideal Competence Gap Improvement
Competence
There is no regular Doing regular
Constructing RKAT Constructing RKAT
supervision for the supervision and
and supervise the but not supervise the
collction of strategy assistance in order to
collection of strategy collection of strategy
of each separtment make strategy that
of each department of each department
has been made is
regularly regulary
appropriate
Coordinate cross There is no Doing regular
section and make Coordinate cross confirmation process sampling on
sure that the section only by that each emplyee in employee and make
information reach meeting with the a level already gotten database to helps in
each employee in a leader of each section the inforation the information
level distribution
There is no Give motivation to
Perform, participate,
Perform and motivation that is employee in every
and give motivation
participate in meeting given to the meeting to increase
in meeting
employee the moral
Participate in Participate in - -
41
Existing
Competence
commitee’s task commitee’s task
Accepting the request Accepting the request
of RKAT that has of RKAT that has - -
been approved been approved
There is no Doing an evaluation
Carry out and
Carry out orders from evaluation in the to makes sure that the
evaluate order from
superior order that is given order is in line with
superior
from superior the strategies
The supervising is Doing asisstance for
Supervise the report done only when the There is no regular each progress of the
regularly report is complete supervising of report report
Supervise the There is no Doing evaluation on
Supervise and
realization process of evaluation that is each stage of
evaluate the
RKAT regularly and done regularly realization to increase
realization process of
evaluate at the end of the performance
RKAT regularly
all realization
Doing a selection There is no scientific Use alternative
process of proposed Doing a selection process to select selection technique
RKAT using process of proposed RKAT like IRR, NPV,
alternative selection RKAT by meeting PP,etc
technique
Supervise the Supervision and There is no regular Make a scheduled
realization process of evaluation the supervision and supervision and
non RKAT regularly realization process of evaluation evaluation of non
and evaluate at the non RKAT has not RKAT
end of all realization been done regularly
Table 5. 8 Gap Competence of Unit Leader of PPRS

Existing
Competence
Perform, set up, There is no Doing an evaluation
Perform, set up, and
coordinate, and evaluation of and selection of the
coordinate all the
evaluate all the reporting needs reporting needs
planning and
planning and
reporting needs of
reporting needs of
program of activity
program of activity
and development of
and development of
hospital
hospital
Construct monthly Construct monthly Doing confirmation
There is no
and yearly report of and yearly report of process for the
confirmation process
all activities that has all activities that has content of the report
of the congruenty of
been done by been done by to theemployee in
report’s content
Department of PPRS Department of PPRS department before
42
Existing
Competence
and confirm the submitted to manager
congruenty of
report’s content to
the employee in
department
Select the request and Make letter to
Doing selection
make letter to director for every There is no selection
proces and
director for filing of filing of inventory process of inventory
theimportance of the
inventory request request outside of filing
inventory filing
outside of RKAT RKAT
Perform meeting of Gives motivation to
There is no
PPRS’s intern and Perform meeting of intern in every
motivation that is
gives motivation to PPRS’s intern meeting toincrease
given to intern
intern the morale
Participate in cross Participate in cross
- -
sectional meeting sectional meeting
Table 5. 9 Gap Competence of Staff of PPRS

Existing
Competence
There is no maaping Doing a forecast on
Mapping need of
Mapping need of of training based on the situation that is
training of employee
training of employee future needs of likely to happen in
based on current and
based on current employee the future and needed
future needs to be
needs to be submitted by hospital and also
submitted to PPRS
to PPRS manager make a training based
manager
onit
There is no selection Doing selection
Select and classify Mapping needs of
process of training process and gives
needs of inhouse inhouse training and
that is needed recommendation
training and submit submit activity plan
tothe proposed
activity plan proposal proposal
proposal
Gives direction, There is no
Gives direction and Doing evaluation and
guidance, evaluation, evaluation and
guidance to gives motivation to
and motivation to motivation that is
apprentice and apprectice and
apprentice and given to apprentice
research students research student
research students and research student
Construct monthly Responsible to
activity report of construct monthly There is no Gives
apprentice and activity report of recommendation that recommendation for
research activity and apprentice and is given the activity
gives recomendation research activity
Do duties given by Do duties given by - -
43
Existing
Competence
superior superior
Prepare materials for Prepare materials for
coordination and coordination and
cooperation with cooperation with
formal and non formal and non -
-
formal institutions formal institutions
for education, for education,
research, and training research, and training
needs needs
Prepare education Prepare education
and training activities and training activities
- -
from education from education
institutions institutions
There is no direct Involved in the
participation to orientation activity
Supervise and
Supervise orientation orientation activity directly to make
participate in
activity sures that the
orientation activity
orientation is as
planned
44
CHAPTER VI
DATA ANALYSIS AND INTERPRETATION
In this subchapter, the analysis of organization structure, job analysis, performance

appraisal, and training needs will be explained.
6.1 Organization Structure Analysis

In this subchapter, the analysis of organization structure will be explained. The
analysis is divided into two parts, which are organization structure identification and
advantage and disadvantage of organization structure. The analysis is as follows:
6.1.1 Organization Structure Identification

Rumah sakit Islam Jemursari is founded under the foundation called Rumah
Sakit Islam Surabaya. After analyzing criteria exist in the structure of hospital, it can
be said that Rumah Sakit Islam Jemursari have functional organization structure. It can
be said as functional organization structure because the structure of hospital is formed
based on the function of its service and activities such as the nursing, specialist
doctors, and other health function.Also, the command line is originated from top
management which are director and management.
Functional organizational structure is best for smaller companies or those that
focus on service just like Rumah Sakit Islam Jemursari. Not designed to change
quickly, functional structure works well in a stable environment where the business
strategies are less inclined to need changes or updating. The functional structures are
the most common type of structural design and have evolved from the concept of high
specialization and high control framework just like hospitals.
Rumah Sakit Islam Jemursari is by ex-education and culture ministry,
Mohammad Nuh. The director of RSI Jemursari that lead the hospital and also gives
accountability directly to the foundation is Prof.DR.dr.Rochmad Romdoni, Sp.P D,
Sp.JP. There are four department that are directly below director which are committees
department, planning and development department, supervisor unit, and information
and technology department. Below them, there are medical vice director and general
and financial vice director. The medical vice director is in charge of medical serving
field, nursery field, and medical support field. The general and financial vice director
is in charge of general field, financial and accounting field, human resources field, and
information and cooperation field. Each of the field consist of some installation that
have the person in charge or the chief. In RSI Jemursari, there are many people that
submit work application. So, to recruit new employment, they just choose from the
need more employee in specific division and there is not work application that is
suitable for that division, they will open a job recruitment.
6.1.2 Advantage and Disadvantage of Organization Structure

By using functional organization structure, there are some advantages and
disadvantages that the hospital have. The advantages are specialization and
performance maximization. The functional organization structure clusters those with
similar knowledge in the same place. Since employees grow within their field, this
45
leads to the development of specialists, especially in technical fields. Rumah Sakit
Islam Jemursari has its own dedicated team and specialized worker to get the job done,
so the quality of the work also increasing.
The goal of functional structure is to put all the human and informational
resources necessary for a single activity in one place. Rumah Sakit Islam Jemursari
could maximizes performance by facilitating sharing of valuable expertise. Moreover,
it can be seen that sub-organization leaders are experts both in their field and in the
resources available, which allows each unit to reach its greatest potential and prevents
over-use of limited resources. Specialized training and involved management mean
that standout employees are quickly recognized and placed where they will be most
effective and managers are always on the lookout for helpful skills and ideas.
By applicating functional organization structure, there are also some
disadvantages thatcan be obtained. The disadvantages are long decision making
process and communication problem. The same qualities that lead to increased
specialization lead to complicated communication and decision-making processes.
Since the functional units are not accountable to each other and share decision-making
power, the process is more bureaucratic and tends to take longer. While the flow of
communication within a department is expedient, communication between
departments and synchronization of work and project completion is more difficult to
manage. Finally, too much focus leads employees to neglect the larger view of the
company and its objectives.
6.2 Job Analysis Analysis

In this subchapter, the job analysis analysis will be explained. In order to analyze
job analysis at Rumah Sakit Islam Jemursari, writers ask several question during an
intensive interview with the administrator of the company. The job analysis is done
randomly in one department and the job position that writers get to be obtained are
manager, unit leader and staff. During the job analysis, the questions is pointed out to
see the obligation of the correspondent respondent. Based on the interview, the job
description, job specification, and job competence for the three job positions can be
formulated. Job description can be answered using several questions related to the
objective of the job, authority of the incumbent, obligation, and the salary. Job
specification related to the minimum education level that is required, and also the
experience that is needed. While job competence related to the special requirement
such as skill, and ability that is required to support the job.
The formulation of job analysis is important for Rumah Sakit Islam Jemursari.
The main reason is so that the human resources could work effectively and in their
best performance because the job that needs to be done is already stated in job
description. By doing so, it can help the company to achieve its goals. Job description
can also be used to make standard operational procedure for the employe to
standardize the job. Job specification and job competence can be used in selecting the
new employee for hospital. By having job specification and job competence, the
employee that is selected will have the minimum requirement that is needed for a job
and the job can be done succesfully.
46
In order to improve the service of hospital continuously, writers use PDCA tool.
By knowing the PDCA, the hospital can know whether the job analysis that has been
formulated is already balance and alreadly applicated by the employee. Also, by
knowing the PDCA, the hospital can allocate resource effectively and efficiently. Plan,
do, check and action has its own proportion base on the position that they have. The
more strategic the position, it requires more on the planning then on the action.
In order to have a balance of work, the manager should have higher proportion
of planning compare to unite leader. In the collected data, we still sees that manager
still doing the action job over which actually need to be done by the staff not the
manager. And the unit leader also should have the balance responsibility since the unit
leader should not go on planning equal as the manager. This problem should be
improved in order to have a balance workload and responsibility.
Based on the analysis above, it can be seen that the imbalance between each
activity is high. The hospital needs to even out the rate of plan, do, check and act
based on each job position so that the work can be done optimumly. For example, for
manager, the responsibility to train, doing assestemnt, job inspection, budgeting, and
councelling can be added to the job desxription. For unit leader, the responsibility to
make monthy and annual PPRS dept. Report can be added to the job description. For
staff, the responsibility to make recapitulation of RKAT usage submission from every
unit can be added to the job description.The hospital can also gives training to increase
the skill of the empoyee to help them in fulfilling the job that has been stated in job
description.
It is best noted that the imbalance that happen may be caused because there is
some job that actually done by the respondent, but he or she does not write it in the
questionnare and does not mentioned in the interview.
6.3 Performance Appraisal Analysis

On this final projct, the group took Jemursari Hospital as the object of
observation to study the competencies of the employees that work there through the
use of performance appraisal form and also job analysis form. In this subchapter, the
performance appraisal will be discussed. The performance appraisal that is used in this
final project is the perfomance apprasial of Dessler, 2005 which is gotten from
laborartorium. The performance appraisal were distributed randomly in one
department, which is PPRS Department, and the position that fills out the performance
appraisal form is the manager, unit leader and staff. The performance appraisal were
handed out by an acquaintance of one of the writer’s member that work there.
Based on the result of the perfromance appraisal, there are some interpretation
that can be made. For the manager, the quality of working and job knowledge are just
above average. The quality says so because the job that had been done is not
maximum enough, there are still many works that the manager do not finish on time.
But the manager still work nicely because of the leadership and direction the manager
can give towards the subordinates. For the job knowledge, it is expected as so, because
to be a manager, a vast job knowledge is needed. For productivity, dependability,
attendance and independence, the result of performance appraisal is average which
have the value between 71-80. Productivity corresponds with the quality of work that
47
were done. So, if the productivity is less, so will the quality will be. For dependability,
such number should be higher because manager needs higher dependability to be a
role model for the subordinates. For attendance, the manager should be more prudent
in terms of it, because if the manager can not be on time, the subordinates will have
less trust to the manager. The manager may be busy or so, but it should not be a reason
to be late on work. The independence of manager is such because usually manager
have the subordinates do the work while the manager only supervise it and check it if
there is something wrong.
For unit leader, the quality and productivity of work are above average, such
are hope so because the unit leader will have more direct contact with the unit
colleagues. So, the quality and productivity can be more manageable to be done.
Precision is needed so the work does not need many correction that may delay the
other work. The job knowledge and dependability are average. For the job knowledge,
it may be because the unit leader still does not understand much about the entire work
that the unit should do or the unit leader is still new for the position. But, it should be
increased to be able to finish the job without many mistake that may affect the
subordinates. For dependability, the unit leader have 80 as the score. The number is
considered good for a unit leader because the job needs to have good dependability for
the team units to progressed better. The attendance is very high, that shows the unit
leader to be very serious and punctual for the job. The works can be done fast because
of the time that the leader came to the workplace. It also shows good image to the
other colleagues. For independence, the unit leader can be seen as someone who likes
to work alone to finish the job. The responsibility to finish the job is high, so the
reliability is high as well.
The last one is the staff. The quality and the productivity of the job is high,
because usually, staff do the most job of all. There are a lot of work that are given by
the superior and that makes the staff needs to step up the game to make the superior
content. It also shows that by doing the works given, the staff likely could be
promoted fast. For the job knowledge, the score can be said as average, but it is
expected because the staff still needs guidance from the unit leader to be able to finish
the job that was given. The dependability is also average and that makes the staff tends
to depend on other person instead. That is alright because the superiors are the ones
that needs high dependability so the staff can do the work nicely. The attendance is
very high, it shows that the staff is very punctual and wants to show good image
towards the superior and colleagues. The staff also needs to come early because there
will be trouble if the attendance is low, the staff might get punishment from the
superior. For the independence, the number is average, it shows that the staff still need
to depend on other person. The job that is done by the staff when he works alone may
need corrections to be able to be finished.
Based on several interpretation above, it can be seen that the result of
performance appraisal for each job is different. But, there are still some similarities on
the score, depends on the jobs, what needs to be done by the work and so on. But
mostly, the manager and unit leader need high job knowledge and dependability to
have the job. Also, the staff needs to be able to be productive towards the job so the
work can be finish as scheduled. There are also some improvemnt that can be done for
48
those three positions. The manager still lacks in productivity and quality of working, it
may be best to train the manager to increase thos two aspects. Also, a point system can
be applicated to minimize tardiness. For unit leader, the job knowledge and
dependability is stil average and needs to be increased. It may be best to also give
training to unit leader. Lastly, for the staff, the overall performance is already good.
The hospital can give point system to the employee, where if the employee met the
requirements and also have good performance, they can be promoted to higher
position. That system can be a motivation to the staff and boost their morale.
After having the performance appraisal done, the group realized that the
performance appraisal that were given were not specified on each jobs. The job
specification that the group have are correct for the description itself were filled by the
employees alone. But, the performance appraisal were not specified enough because it
do not have any difference at all in its content for every employees that have different
jobs. The content also might not have a high accuracy because those are based on
personal feelings only, without any input from third party. The performance appraisal
that the hospital has is different from the performance appraisal that the group gave.
The content have many differences, first the performance appraisal from the hospital is
more thorough on the attendance scoring, different from the group performance
appraisal which have scoring only. The performance appraisal from the hospital also
have discipline as its grading criteria, which the group performance appraisal list as
productivity and independencies because of its content that are similar. The hospital ‘s
performance appraisal also has attitude for grading, it evaluate the overall appearance
and attitude of the employees, be it in front of coworker or patients, the group do not
have that criteria on its performance appraisal. Then, there is work criteria, about how
the employees work with the colleagues and the way the employees do the works that
were given. On the wtier’s performance appraisal, it is on the quality, dependability
and also independencies that have some similarities between it. The other differenc is
that the hospital’s performance appraisal have criteria that evaluate the employees’
behavior based on how much warning that have been given from the hospital itself,
which makes it different from the writer’s performance appraisal that does not have
such criteria. So, it can be said that the hospital’s performance appraisal is more
specific on its content which makes it easier to understand the employee based on the
score, different from the writer’s performance appraisal that is not specific enough and
makes it hard to comprehend the employee’s behavior.
6.4 Training Needs Analysis

In this subchapter, the training needs analysis will be explained. Training is
needed because there is gaps between the ideal competence and existing competence.
Table 6. 1 Training Needs for Management

Training
Gap Involved
Type Description Method Output
Parties
There is no regular Top Training that Seminar, Top Director,
supervision for the Management is given to top study mangamenet manager,
49
Training
Gap Involved
Parties
collection of Training management case, know good speaker
strategy of each level to know discussion controlling
separtment what ideally method for
should be done her staff
by
management
Training that
There is no is given to top Top
confirmation management Seminar, mangamenet
Top Director,
process that each level to know study know good
Management manager,
employee in a level what ideally case, controlling
Training speaker
already gotten the should be done discussion method for
information by her staff
management
Training that
is given to top Top
There is no management Seminar, management
Top Director,
motivation that is level to know study know the
Management manager,
given to the what ideally case, importance
Training speaker
employee should be done discussion of motivate
by staff
management
Training that
is given to top
Top
There is no management Seminar,
Top management Director,
evaluation in the level to know study
Management can speaks manager,
order that is given what ideally case,
Training her opinion speaker
from superior should be done discussion
todirector
by
management
Training that Top
is givn to top managemenet
managment Seminar, can know
Top Director,
There is no regular level to know study good
Management manager,
supervising of what ideally case, controlling
Training speaker
report should be done discussion method and
by the
management importance
There is no Top Training that Seminar, Top Director,
evaluation that is Management is givn to top study managemenet manager,
done regularly Training managment case, can know speaker
50
Training
Gap Involved
Parties
level to know discussion
good
what ideally controlling
should be done method and
by the
Top
Training that
management
is given by top
can know
There is no Engineering management
Seminar, how to select Manager,
scientific process to Ecoomic level to select
simulation proposal presenters
select RKAT Training proposal using
using
scientific
scientific
mthod
method
Training that Top
is given to top managemenet
managment Seminar, can know
There is no regular Top Director,
level to know study good
supervision and Management manager,
what ideally case, controlling
evaluation Training speaker
should be done discussion method and
by the
Table 6. 2 Training Needs for Unit Leader

Training
Gap Involved
Parties
Unit
There is no Training
leader can
confirmation that is given
Controlling Seminar, study know Unit leader,
process of the to unit
Training case,discussion suitable speaker
congruenty of leader about
controlling
report’s content controlling
method
Unit
Training leader can
There is no
that is given know how
selection Controlling Unit
to unit Seminar to select
process of Training leader,speaker
leader about beneficial
inventory filing
controlling inventory
filing
There is no Training Unit
Management Seminar, study Unit leader,
motivation that that is given leader can
Training case speaker
is given to to increase manage
51
Training
Gap Involved
Parties
intern managmenet and
skill motivaten
her staff
Table 6. 3 Training Needs for Staff

Training
Gap Involved
Parties
There is no Training that
mapping of Mapping is given to Staff can know Manager,
Seminar,
training based on and Survey know the how to map staff,
simulation
future needs of Training methods for training needs presenter
employee mapping
selection process is given to Staff can know
Engineering Manager,
of training that is know the Seminar, how to select
Economic staff,
needed methods in simulation training that is
Training presenter
selecting beneficial
alternative
evaluation and is given to Staff can
Manager,
motivation that is Management increase Seminar, motivate
staff,
given to Training managmenet study case apprentice and
speaker
apprentice and skill research student
research student
Training that
There is no is given to Staff can gives Manager,
Management
recommendation increase Seminar beneficial staff,
Training
that is given managmenet recommendarion speaker
skill
52
CHAPTER VII
CONCLUSIONS AND SUGGESTIONS
In this chapter, the conclusions and suggestion of this module will be explained.
7.1 Conclusions
In this subchapter, the conclusions that can be obtained from doing this module
will be explained. The conclusions are as follows:
1. Rumah Sakit Islam Jemursari have functional organization because there is
division of employee based on similarities of roles and skills which forms
functional department and also the command line origiate from top
management. The application of functional organization structure is suitable
for Rumah Sakit Islam Jemursari which works in service sector that have
stable environtment.
2. The job analysis that has been constructed by the result of qustionnare and
interview shows that there is imbalance between the rate of plan, do, check,
and act in each job position.
3. The performance of the employee of the hospital, which is represented by
performance of some job position, is average and tends to be good, but there
are still some improvemnt that can be made, especially for the productivity
and dependability aspect.
4. There are some training that can be given to employee, for example top
management training, controlling training, engineering economt training, and
so on.
7.2 Suggestions
In this subchapter, the suggestions that can be made will be explained. There are
two suggestions that can be made, which are suggestions that is given for the next
module and suggestions that is given to the hospital. The suggestions that can be given
for the next module so that the final project can run smoothly are as follows:
1. The questionnare of job analysis and performance apprasial should be
distributed to the observation object early in the working of final project
because the company will give back the questionnare in a long time.
2. In constructing job analysis, it is better for the next writer to confirm the job
description, job specification and job competence that is obtained to the
owner to make sure that every job and requirement has been stated to reduce
imbalance of pdca that is caused by lack of data.
The suggestions that can be made for the observation object, which is Rumah
Sakit Islam Jemursari is as follows:
1. There is still some gaps between ideal and actual competence, so it is better
to have regular evaluation of the employee .
2. Rumah Sakit Islam Jemursari needs to increase the controlling ativity and
may do assitance in the execution of job to make sure that the job is as
planned.
53
3. Rumah Sakit Islam Jemursari should give training to the employee to
increase their skill, especially the training that is related to scientifically
select some alternatives.
4. The job competence for a job position can be made into more detail,for
example mastering comupter skill can be detailed into mastering Microsoft
Word, Microsoft Excell, Microsoft Power Point and Microsoft Project, etc.
54
REFERENCES
Admin 2012, Plan Do Check Act – Cycle of Good Performance, accessed 22 March 2017.
<http://management-training-guru.com/2012/07/plan-do-check-act-cycle-of-good-
performance/>
Alton, L 2016. 4 Common Types of Organizational Structures, accessed 20 March 2017,
<AllBusiness.com. Available at: http://www.allbusiness.com/4-common-types-
organizational-structures-103745-1.html>
Anon., n.d. Assstmnt and Selection. [Online]
Available at: https://www.opm.gov/policy-data-oversight/assessment-and-
selection/competencies/
[Accessed 24 April 2017].
Anon., n.d. Job Description and Job Specifiaction. [Online]
Available at: http://www.whatishumanresource.com/job-descriptions-and-job-
specifications
[Accessed 24 April 2017].
Armstrong, Michael 2006, A Handbook of Human Resource Management Practice 10th
Edition, Kogan Page, London, accessed 20 March 2017, <
https://www.academia.edu/3442338/Armstrongs_handbook_of_human_resource_manage
ment_practice>
Characteristics of Organizational Structures.” Boundless Management Boundless 2016,
accessed 20 March 2017, <https://www.boundless.com/management/textbooks/boundless-
management-textbook/organizational-structure-2/defining-organization-23/characteristics-
of-organizational-structures-145-4008/>
Dessler, Gary 2013, Human Resource Management 13th Edition, Pearson Education, Prentice
Hall, accessed 19 March 2017, <
https://www.dropbox.com/sh/seqkheth2iwsqmf/AABrRY3x8UPku4dzY29FXat5a/Semeste
r%206/MOSDM%20%28Management%20Organisasi%20dan%20Sumber%20Daya%20M
anusia%29/Garry%20Dessler%20%28Human%20Resource%20Management%29%2013th
%20Edition.pdf?dl=0>
Fren, Lucy 2016. Organizational Structure, accessed 21 March 2017,
<http://smallbusiness.chron.com/meaning-organizational-structure-3803.html>
Heathfield, Susan M. 2016, Job Specification, accessed 21 March 2017,
<https://www.thebalance.com/job-specification-1918170>
Lopez, Alex 2015, 4 Types of Employee Performance Evaluation, accessed 23 March 2017, <
<http://rmi-solutions.com/blog/4-types-of-employee-performance-evaluations/#>
Masadeh, Mousa, Training, Education, Development, and Learning: What is the Difference,
accessed 22 Match 2017, < http://eujournal.org/index.php/esj/article/viewFile/163/168>
PDCA (plan-do-check-act), accessed 23 March 2017,
<http://whatis.techtarget.com/definition/PDCA-plan-do-check-act>
Portal HR 2006, Perbedaan HRD, Personalia, dan Kepegawaian, accessed 22 March 2017,
<http://portalhr.com/konsultasi/perbedaan-hrd-personalia-kepegawaian/>
Performance Appraisal, accessed 19 March 2017,
<http://www.managementstudyguide.com/performance-appraisal.htm>
55
Shodhganga, 2016. Performance/ Employees Productivity Management, accessed 19 March
2017, <http://shodhganga.inflibnet.ac.in/bitstream/10603/3705/13/13_chapter%203.pdf>
Types of Training, accessed 22 March 2017,
<http://open.lib.umn.edu/humanresourcemanagement/chapter/8-2-types-of-training-2/>
56
ATTACHMENTS
Figure 1 Job Analysis Questionare of Manager Page 1
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58
59
Figure 4 Job Analysis Questionare of Unit Leader Page 1
60
61
62
Figure 7 Job Analysis Questionare of Staff Page 1
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64
65
Figure 10 Performance Appraisal of Unit Leader Page 1
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Figure 11 Performance Appraisal of Unit Leader Page 2
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Figure 12 Performance Appraisal of Manager Page 1
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Figure 13 Performance Appraisal of Manager Page 2
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Figure 14 Performance Appraisal of Staff Page 1
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Figure 15 Performance Appraisal of Staff Page 2
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PREFACE

Surabaya, May 2017

Table 5. 1 1st Performance Appraisal ................................................................................... 33

Figure 1. 1 Alignment Framework ............................................................................................. 1

Organizational Human Resources

1.2 Problem Identification

1.5 Limitations and Assumptions

2.1 Profile and History of Company

Figure 2. 1 Logo of Rumah Sakit Islam Jemursari

2.2 Vision, Mission, and Strategy of Company

2.3 Organization Structure

2.4 Work Program

In this chapter, the definition of organization and human resource management,

3.1 Human Resource Management

3.1.1 Definition of Human Resource Management

3.1.2 Eight Pillars of Human Resources Management

3.1.3 PDCA and Human Resource Management

Figure 3. 1 PDCA Diagram

The explanation of each elements are as follows:

3.2 Organization Structure

3.2.2 Types of Organization Structures

Sales & Human

Figure 3. 2 Functional Organization Structure

Vegetables Baked Product

Figure 3. 3 Divisional Organization Structure

Figure 3. 4 Matrix Organization Structure

3.2.3 Characteristic of Organization Structures

3.3 Job Analysis

3.3.2 Overview of Job Description, Job Competence, and Job Specification

3.3.3 Method in Constructing Job Analysis

3.4 Performance Appraisal

Many advantages that can be obtained by having a performance appraisal in a

3.5.2 Types of Training

3.5.3 Application of Training for Employee

4.1 Flowchart of Methodology

Figure 4. 1 Flowchart of Methodology

4.2 Explanation of Flowchart

5.1 Data Collection

5.1.1 Job Analysis Questionnare

Job Position : Manager Date : 21 April 2017

1. What is the purpose of respondent’s job?

2. Give checklist on the activities that is part of job obligation of respondent:

3. Explain type and scope of respondent’s authorities!

5. Do respondent do an obligation that is considered as not necessary? If yes,please give

6. Do respondedent do an obligation that is not incluuded in job description? If yes,please

9. Give checklist on the location of respondent’s job

16. Explain the completion or final result of respondednt’s job.

Job Position : Unit Leader Date : 25 April 2017

1. What is the purpose of respondent’s job?

2.Give checklist on the activities that is part of job obligation of respondent:

3. Explain type and scope of respondent’s authorities!

5. Do respondent do an obligation that is considered as not necessary? If yes,please give

6. Do respondedent do an obligation that is not incluuded in job description? If yes,please

9. Give checklist on the location of respondent’s job

16. Explain the completion or final result of respondednt’s job.

Job Position : Staff Date : 25 April 2017

1. What is the purpose of respondent’s job?

2.Give checklist on the activities that is part of job obligation of respondent:

3. Explain type and scope of respondent’s authorities!

5. Do respondent do an obligation that is considered as not necessary? If yes,please give

6. Do respondedent do an obligation that is not incluuded in job description? If yes,please

9. Give checklist on the location of respondent’s job

16. Explain the completion or final result of respondednt’s job.