HUBUNGAN STRATEGI ORGANISASI DAN STRATEGI MANAJEMEN SUMBER DAYA MANUSIA TERHADAP KINERJA ORGANISASI: STUDI PADA PERUSAHAAN TERBAIK (TOP COMPANIES) DI INDONESIA

Abstract

The research of Delery and Dotty (1996) concluded that the relationship between HRM strategy and organizational performance were not simple but complicated. The purpose of this research is to reexamine the relationship between HRM strategy and organizational performance by using organizational strategy as a contingent factor in that relationship. Respondents of the research were FIRM managers of 81 companies which part of the Top Companies and Big Group in Indonesia, 7th Edition published by Compassindo. The big companies were considered to perform their FIRM as a strategic partner (Nurhayati, 2001). The concepts of FIRM strategy used in this research based on Bae and Lawler formulation (2000) and the organization& strategy based on Porter (1980). The result of this research shows, there is only one hypothesis supported (HI) of five dimensions of HAM strategy, namely fit between extensive training and differentiation strategy is highly correlated to its organizational performance (r = -0.401, significant of p — 0.01). On the other hand, hypothesis H2, 113, H4, and 115 are not supported. It means that differentiation strategy do not moderrate the relationship between empowering, staffing, performance based pay, broad design and organizational performance. There is only one of five HRM strategy dimensions which is supporting contingency theory in FIRM strategic literature, states that the relationship between FIRM strategy and organizational performance is depend on the contextual factor, namely organizational strategy. The concept of fit between HRM strategy and organizational strategy will have a superior performance (Jackson & Sculer, 1995) needs to be explored in the future. Penelitian, yang dilakukan oleh Delery dan Doty (1996) menyimpulkan bahwa hubungan antara strategi MSDM dengan kinerja organisasi tidak sederhana tetapi sangat kompleks. Penelitian ini ingin membuktikan pola hubungan strategi MSDM dan kinerja organisasi dengan menempatkan strategi organisasi sebagai faktor contingent dalam hubungaq kedua yariabel tersebut. Penelitian ini dilakukan terhadap manajer SDM dari 81 perusahaan yang termasuk dalam Top Companies & Big Group In Indonesia Edisi 7 terbitan Kompassindo dengan didasarkan pada pertimbangan bahwa perusahaan besar di Indonesia sudah melaksanakan fungsi-fungsi MSDMdiantaranya sebagai mitra strategik (Nurhayati, 2001). Strategi MSDM yang digunakan dalam penelitian ini adalah formulasi Bae & Lawler (2000) sedangkan strategi organisasinya adalah strategi generik menurut Porter (1980). Hasil penelitian menunjukkan bahwa dari lima dimensi strategi MSDM hanya satu hipotesis yang didukung (H1) yaitu kesesuaian (fit) antara extensive training dan strategi diferensiasi berhubungan cat dengan kinerja tinggi (r = -0.401, sigmifikan pada p = 0.01). Sedangkan pada hipotesis lainnya, 112, H3, H4, dan H5 tidak terdukung, artinya, strategi diferensiasi tidak memoderasi hubungan antara dimensi empowerment, highly staffing staffing, performance based pay dan broad job design dengan kinerja. Dart 5 dimensi strategi MSDM, hanya satu dimensi yang mendukung teori contingency seperti terdapat dalam literatur strategic human resource management yang menyatakan bahwa hubungan antara strategi MSDM dan kinerja organisasi sangat tergantung pada contextual factor yaitu strategi organisasi. Konsep yang menyatakan bahwa fit antara strategi MSDM dengan strategi organisasi akan menghasiIkan kinerja uuggul (superior) (Jackson dan Schuler, 1995) perlu mendapatkan pengkajian lebih lanjut.