HR ARCHITECTURE IN DIRECTORATE OF PRODUCTION PT. DIRGANTARA INDONESIA

• Main Author: Rohma Widhasari, Yusmiar
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/57094
• Institution: Institut Teknologi Bandung

PT. Dirgantara Indonesia (Persero) is a company that established as a part of strategic effort of Indonesia state in air dimension. To support and survive in existing businesses, company needs to have competitive advantages, including those obtained from their human resources. The existing human resources owned are expected to contribute in achieving of company targets, increasing business, and generating profits. In PT.DI, human resources is one of cost that generate company’s profit and loss. However, the contribution of each job does not give the same value to the company. So, it is necessary to consider which job that contributes and require to develop from each area. This affects the manpower allocation plan, investment in human resource development and the pattern of developing employee-company relations. Therefore, we need a model of human resources that is aligned between the business and the strategy implementation. The implementation of human resource management in this research is through the HR Architecture model. With this model, using a matrix of HR characteristics, companies can assess jobs that provide value to the company by paying attention to the described quadrant. Thus, the focus of development, investment and competency improvement is will get more focused. Through Analytical Hierarchy Process (AHP) to weight in each segment and measurement criteria, there are 90 jobs to be evaluated in Directorate of Production PT. Dirgantara Indonesia. Through assessment process, there are 16 jobs in quadrant 1 or 18% out of total jobs, 38 jobs in quadrant 2, 32 jobs in quadrant 3, and 4 jobs in quadrant 4. Based on this, in accordance to HR Architecture model for each quadrant, it is expected that the company will be able to adjust the employee relationship model, determine sustainable investment in human resources and focus on work that increases value and becomes a competitive advantage for the company.