Human Resource Management

in HeaIth Care Setting

Andreasta Meliala
andremeliala@yahoo.de
ew Paradigm in Health Care
- Patient Loyalty
- Patient Satisfaction
- Patient Safety
$ervice
excellent/
!erformance
Corporate &
Clinical
governance
Accuracy
Speed
Integration
Effectiveness
Comfort
HR
Competent
rganizational $ystem Analysis
Man
Money
Material
Method
Machine
organization
rganization
Life Cycle
Culture &
-0,;47
Clinical
Management
Business
Administration
!erformance
Competitive Advantage
and Human Resource
"The only way we can beat the competition
is with people, said Robert J. Eaton, chief
executive officer (CE Chrysler
Corporation
Human Resource is an Asset
$M bukanlah beban dan tanggung jawab, melainkan
sumber daya, sumber penghasilan dan aset organisasi
(rumah sakit
Pengelolaan $M dimulai dari perencanaan sampai
dengan pelepasan
Pemanfaatan $M dimulai dengan komunikasi, melalui
proses komunikasi dan diakhiri dengan komunikasi
(Peter F. rucker
!atient !atient
!arking man !arking man
Security Security
Front Office Front Office
Doctor Doctor
Cashier Cashier
Nurses Nurses
Rontgent Operator Rontgent Operator
!harmacist !harmacist
Lab. Lab.
Human Resource n Hospital
n Hospital $etting
M, s, Mv, utritionist, etc
1
MR
3
irector, nspector,
$upervisor, etc
-
2
Finance, Law, T, etc
4
HR Medic HR non-Medic
TechnicaI
Administration
ith specific conditions
-High authority
-o intervention
-Low authority
- Hard to penetrate
- High Authority High intervention
- Low authority
HR Medic HR non-Medic
TechnicaI
Administration
Career
M, s, Mv, utritionist, etc
1
MR
3
irector, nspector,
$upervisor, etc
-
2
Finance, Law, T, etc
4
HR Medic HR non-Medic
TechnicaI
Administration
NANACERS NANACERS
Nurses Nurses
Nedical Doctor Nedical Doctor
'P
K
K
K
??
Culture and $ub Culture
AII professionaI has its own cuIture and
sub cuIture
MedicaI doctor
G!
SpeciaIist
Sub SpeciaIist
Nurse
Ward nurse
ICU
OT
Managers
ndividual
character
ndividual
Knowledge
ndividual
Attitude
ndividual
$kills
Group
character
Group
Knowledge
Group
Attitude
Group
$kills
orking
Culture
orking
$ystem
PUT
PRCE$$
HRM
HR-pIanning
Initiation-
Orientation
attraction
T&D
!erformance
AppraisaI
Reward-
!unishment
seIection
Career
DeveIop-
ment
Lay-off
Turnover
Job security &
Comfort abiIity
Strategic vision and mission to create QWL
Komitmen dan
Kepemimpinan
Perenca
naan
Strategis
Peningkatan
Kinerja RS
dalam
rerangka
Balanced
Scorecard
Manajemen
Operasional
Perancangan Sistem
Pengembangan
SDM
Perancangan
Sistem Keuangan
Rekomendasi
Perencanaan
fisik RS
(Diambil dari
Bernard J Horak,
Strategic Planning in
Health care,1999)
HUBUNGAN RENSTRA DENGAN MANA1EMEN SDM
'isi &
Misi
Release
R-principles in HRM
Retention Recruitment
ntegrated
ORGANIZATION STRUCTURE OF HOS!ITAL
(Mintzberg, 1990
"PERAT!NC C"RE "PERAT!NC C"RE
((!nstalasi !nstalasi, , Staf Staf Nedis Nedis Fungsional Fungsional, , Staf Staf Paramedis Paramedis Fungsional Fungsional))
TECHNO TECHNO
STRUCTURE STRUCTURE
Komite Nedik, Komite Nedik,
Komite Komite
Keperawatan Keperawatan
SUPPORT SUPPORT
STAFF STAFF
Administrasi, Administrasi,
Keuangan, Keuangan,
Personalia, Personalia,
!PSRS, Laundry, !PSRS, Laundry,
CS, CN, S!N CS, CN, S!N
PKNRS, Farmasi, PKNRS, Farmasi,
Cizi, Diklat Cizi, Diklat
T"P NANACER T"P NANACER
D!RECTOR D!RECTOR
N!D NANACER N!D NANACER
Wadir Wadir
Subbid Subbid, ,
Subbag Subbag
Competency Mapping
"PERAT!NC C"RE "PERAT!NC C"RE
Kompetensi Teknis Nedis/Teknis Keperawatan, Kepribadian, dll Kompetensi Teknis Nedis/Teknis Keperawatan, Kepribadian, dll
TECHNO TECHNO
STRUCTURE STRUCTURE
Leadership, Leadership,
Kompetensi Teknis Kompetensi Teknis
SUPPORT SUPPORT
STAFF STAFF
Technical Competence Technical Competence
Finance, Finance,
Accounting Accounting
Administration, Administration,
House keeping, House keeping,
FB, FB, dll dll
T"P NANACER T"P NANACER
((Effective Effective Leadership, Leadership, ! !ntrapreneurship ntrapreneurship", ", Corporate Strategic Nanagement) Corporate Strategic Nanagement)
NANACER NANACER
NADYA NADYA
Leadership Leadership
Operational Ngt Operational Ngt
Strategic Ngt Strategic Ngt
Agreement on GAT$ 2008
ME 1 ( across a border
jasa yg dikonsumsi tanpa perlu datang ke negara penghasil jasa tsb
contoh telemedicine
ME 2 ( through consumption abroad
jasa yg untuk mengkonsumsinya harus datang ke negara penghasil
jasa tsb
Contoh berobat ke L.
ME 3 ( through commercial precense
jasa / layanan sarana asing di negara berkembang
contoh berdirinya R$ asing di ndonesia
ME 4 ( through the presence of who are service provider
jasa kes yg diselenggarakan oleh naker asing yg bekerja di st negara
contoh bekerjanya dr / drg A di ndonesia
Thank You