Ambar Teguh Sulistiyani, Novi Paramita Dewi. Kristi Yuliani,
Titis Dewi Anggalini
Universitas Gadjah Mada, Yogyakarta, Indonesia
*Corresponding Author: atsulis@yahoo.co.id
Abstract. Analysis in the context of human resources management is important to be conducted so that the organization can obtain optimal benefits. However, the human resources must be respected optimally too. According to Sulistiyani (2011), Human Resources Management is an approach towards human in the relationship with the organization. From the result of workload analysis of DPKM, it can be concluded that (1) still there are 6 mutation employees in which their administrations are not done yet, (2) the type of DPKM job is the job type in annual time unit. This certainly has risk on small workload, (3) the type of the main job which is ready in each unit is extremely limited, until the job management and its distribution frequently overlapping, (4) the secretariate is too fat, until there are many staffs run additional job from other units, (5) there are only few daily or weekly jobs, until the staffs experience administrative difficulty related to ABK, (6) in general, they have overload workload, either if seen per unit or accumulatively in the Directorate level of each work unit. Even though there is one staff who has underload workload, however it can be covered by the over work of the staff in the same unit or accumulatively in the directorate level, (7) in onload position, DPKM supposes to have 4298 workload/hour/year is 4362,85, until if converted witn the staffs need is 3,11 rounded to 3 people, (8) from the accumulative calculation, the number of staffs needs is 35,11 (35 people) fufilled 32 people, this shows that DPKM is overload with the efficiency level of the officer is A (1,11), (9) the real calculation of staffs is in accordance with position nomencature at the position map, it is known that one person with position nomenclature processes the administration with position class 6. Some strategic steps that are needed to be taken by DPKM are (1) completing the mutation administration of 6 staffs to Human Resources Directorate, (2) doing control of structure by overcoming the fat structure existed in the secretariate, so that some can be mutated to sub-directorate KKN and Community Empowerment and financial management, (3) doing control of main tasks in order to make it more compared to the additional task by enriching daily task description, (4) optimizing the arrangement of daily and weekly task compared to the monthly and annual task, (5) proposing addition of employees to Human Resources Directorate, in the amount of 1 official to process the administration that can be fulfilled in 2019, (6) proposing 3 officials of data and statistic process as the fulfillment of organization development especially in providing the data and recommendation of taking decision. These three officials are fulfilled step by step in 2019-2021, (7) conducting up-grade towards some staffs with the purpose to follow the develoopment, Indonesian character, and experience capacity improvement.
Keywords: Workload Analysis, DPKM, Human Resources
