Employee
empowerment is a process of making employees to acquire ability and competency to
work so that they are able to perform their duties using maximum capacity by
their own.
Task
sharing is the basic raw material in the management of human resources in an organization,
where a position is explained and given restrictions. This division of tasks is
outlined in job descriptions. Job descriptions are a written statement
explaining duties, working conditions and other aspects of a particular
position 9. Job
descriptions become the basis for establishing job specifications and job
evaluation for officials who hold the position. Unclear job descriptions would
make an employee uninformed of his duties and responsibilities; accordingly he would
not be able to perform his job well. That is why job descriptions have crucial
role in every organization10.
Herry
(1998) defined competency as the ability to carry out tasks that come from
education and or training. Competency is employee’s ability and skills to
perform his duties and responsibilities. Competency that is in accordance with
the tasks and goals of organization is the initial process of empowering
employees11. An employee
who receives tasks in light of his educational background would be able to
accomplish the tasks well because he has been aware of what he is supposed to
do and of the goals he wants to achieve. By way of contrast, when given tasks incompatible
with his education, an employee would need more time to learn ways to
accomplish the tasks and the results to be achieved. It would take time to get
the employee to know, understand and comprehend his duties so that the results
obtained are not maximal.
Empowering
employees is not to bind but to provide them freedom and flexibility in
performing their duties12. Bureaucratic
systems (governance) filled with rules and threats (punishment) have given
little flexibility for the bureaucrats (PNS) in performing their tasks, career
mobility, and implementation of incentive plans13. The existence
of binding rules and regulations is also the factor that causes rare
participation and involvement of employees in a variety of activities including
the provision of necessary resources needed by hospitals. Participation and
direct involvement of employees in organization programs would increase the
effectiveness of the organization. Employees would fell empowered and increased
their commitment to the organization14. Literature has
revealed that participation would increase satisfaction and participation is
positively as well as significantly linked to performance15,16.
In
Indonesia, culture has put women’s main role as a housewife. Traditionally,
women had a greater responsibility to social conditions of families, so there
was a conflict between family and work interests (work-family conflict)17. Although
work-family conflict is a recognized problem for both men and women,
psychologically working women who have families have additional
responsibilities. A married-female professional who has equal career status
with her husband would still face imbalanced traditional patterns in terms of babysitting
and daily housework tasks18.
Performance
shaper, according to Robbins (1996), is the function of ability, motivation and
opportunity. Clear, transparent, and big chances/opportunities would trigger
employees to work optimally in order to get a satisfying result. Conversely,
small chance would cause employees to work not at their best.
Career
opportunities are part of organizations’ strategies to motivate employees. Humans
are unique creatures that have thoughts, feelings, desires, status, and
educational background brought into the environment of a corporate organization.
Unlike money, machine and materials, they cannot be set fully to support the
achievement of organizational goals.
In
Abraham Maslow’s view, career is one form of self-actualization in the
fulfillment of human basic needs. Meanwhile, according to Hezberg, career is one
form of intrinsic motivation of an employee in the work. Vroom introduced
"expectations theory" and he maintained that career improvement is
one form of recognition and respect expected by employees at work. The present study
found that most employees had a negative perception toward career
opportunities. Such perception emerged might be due to the fact that most of
the employees were civil servants whose work performance was heavily influenced
by the executive political pressure and power. This was consistent with study that
found that there was political penetration in determining structural positions
in bureaucracy 19
Bureaucratic
performance in current autonomy remains public concern. Career opportunities
are little because of political activities and governance systems that still
adopt spoil system (like-dislike, nepotism, fringe benefits). Thus it was still
found many officials who did not meet their job credentials such as skills,
knowledge, social roles, self-image, attitudes or behaviors, and motivations 19,20
"Training helps employee do their current
jobs, the benefits of training may extend throughout a person's Carreer and
help develop that person's for future responsibilities" 9.
In
this study, it was found that there was a discrepancy between job description
and employees’ competency, and that there was lack of training opportunities at
the management of dr. H. Mohamad Rabain. Competency incompatibility (education)
could be addressed and mitigated by having employees take trainings to improve
their knowledge, skills, and attitudes at work.
It
is commonly found in government agencies that trainings are still managed by
the "post office" system and therefore the trainings do not fit the
needs of organization21. Training as
part of employees’ Continuing Professional Development (CPD) has to be managed
properly in order to achieve the desired objectives of the training.
Organization is truly in need of human resources whose competency continues to
expand in order to deal with the changes of various sectors in the current era
of globalization. Various studies have shown a positive and significant
relationship between training and performance22,23
daftar Pustaka
daftar Pustaka
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K. Human Resources And Personnel Management. 628 hal (Mc Graw Hill
series in Management: Pennsylvania State University, 1989).
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Sumber Daya Manusia. (Bumi Aksara: Jakarta, Indonesia, 2007).
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Women of the corporation. 277–324 (Basicbooks: 387 park avenue south, New
York, 1993).at
12. Quinn, R. E. &
Spreitzer, G. M. The Road To Empowerment: Seven Question Every Leader Should
Consider. Organization Dynamic 37–49 (1997).
13. Kimsean, Y. Produktivitas
Kerja Pegawai Pada Birokrasi. Memahami Good Governance Dalam Perspektif
Sumber Daya Manusia 319–350 (2011).
14. Lashley, C. Towards an
understanding of employee empowerment in hospitality services. International
Journal of Contemporary Hospitality Management 7, 27–32 (1995).
15. Nurika Restuningdiah
Pengaruh partisipasi terhadap kepuasan pemakai dalam pengembangan sistem
informasi dengan kompleksitas tugas, kompleksitas sistem, dan pengaruh pemakai
sebagai moderating variable. (1999).
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Pengaruh Komitmen Organisasi, Partisipasi dan Motivasi Terhadap Kinerja
Karyawan Pada PT. Bank LIPPO Kudus. Analisis Manajemen 5, (2011).
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Adaptasi Kebijakan Mengenai Work Family Issue Terhadap Absen Dan Turnoverer. jurnal
manajemen dan kewirausahaan 5, 85–96 (2003).
18. Frone, M. R. Work-family
conflict and employee psychiatric disorder: The national comorbidity survey. Journal
of Applied Psychology 85, 888–895 (2000).
19. Mashuri Penetrasi Politik
Dalam Rekruitmen Elit Birokrasi Studi Kasus Penataan Jabatan Struktural di
kabupaten Kendal. (2007).at
20. Arman, S. Proses
Pengangkatan Pegawai Negeri Sipil Dalam Jabatan Struktural ( Suatu Penelitian
di Dinas Pendidikan Kabupaten Sintang ) ( A study at the Department of
Education Sintang Regency ). Jurnal Ilmiah Imu Sosial dan ilmu politik
Universitas Tanjung Pura 01, 1–23 (2013).
21. Pella, D. A. Membangun
Pelatihan Berbasis Kompetensi. (2011).
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Pengaruh Motivasi Kerja, Disiplin Kerja, Pendidikan dan Pelatihan Terhadap
Kinerja Guru Sekolah Dasar Negeri di Kecamatan Gayungan Kota Surabaya. Ekonomi
manajemen dan Bisnis (EMAS) 2, (2008).
23. Amirullah Pengaruh Motivasi,
Pelatihan dan Kompensasi Terhadap Kinerja Pegawai di Dinas Perindustrian dan
Perdagangan Kabupaten Probolinggo. Dialektika 01, (2009).
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