Pengantar Manajemen Sumber Daya Manusia

Disiplin sebagaimana ia benar-benar berperilaku di perusahaan 30 orang

HR in a 30-person company is not a department, it is six recurring transactions the owner already does badly, and the discipline is just doing them on purpose.

Human Resource Management as a discipline was codified around organisations large enough to need a department for it. The textbooks inherited that scale. But ninety percent of employers in any economy are too small for the textbook to fit, and the founder still has to recruit, onboard, pay, develop, discipline, and separate people. This book takes the discipline apart at the joints and rebuilds it at SME scale, where one person wears every hat and every HR decision is visible from the shop floor. The argument is that the six core functions are unavoidable, the strategic-business-partner abstraction layer is optional, and conflating the two is what makes founders avoid HR until it bites them. Operator framing throughout: this is the book the author wishes someone had handed him before his first hire.

Audiences:

• First-time SME founder — Just hired employee number five or fifteen. No HR background. Reads textbooks that talk about talent acquisition funnels and competency frameworks while he is trying to figure out how to write a payslip that does not get him sued.
• Newly-promoted office manager — Got handed HR duties on top of admin work because the company is too small for a real HR person. Has been told to set up performance reviews without anyone explaining what they are for. Googling produces enterprise SaaS demos.
• MBA-track student — Coursework treats HR as a strategic function with seats at the executive table. Has never seen what HR looks like when there is no executive table, only the founder, the bookkeeper, and a WhatsApp group. Worried the textbook view will not survive contact with a real small company.