Commitment, this word must not foreign to you. Within the framework of the organization, it is something that top management is expected of all managers and employees (HR). This is understandable, because the organization is able to develop its human resource commitment also will be able to utilize their full employment potential. As stated Yoash Wiener: highly committed HR would very much concerned and willing to do anything to advance the organization's shelter and working place.
Talk commitments HR, Thomas Becker's study shows it is multidimensional. That is, can not simply be viewed as a commitment to the organization as a whole, but also to work units, top management and immediate supervisor. Study results also showed that four dimensions are positively correlated with each other. In other words, commitment to one dimension influence the other dimensions. For example, a commitment to the direct supervisor determines commitment to the work unit, the top management and organization.
However, a positive correlation between commitment to the work unit and to the organization's top management and not too strong. That is, do not always lead to commitment. No strong correlation indicates the necessity of synchronization and harmonization between work units and organizations in order to move them both into hand in hand, so the commitment to the work unit to develop into the entire organization.
Synchronization and harmonization is a task of top management. Powerful way that can be applied here is a * strategic planning (strategic planning) * combines the following, which could accommodate intermediate planning * (intermediate planning *) and operational * (operational planning) *, each of which have been prepared by management of middle and lower management.
Thus, top management is very important to really stay away from top-down approach * * when formulating strategic planning. Section, such an approach would only impose the will without regard to the aspirations of the grassroots * (grass root) *. If this happens, the result, not only ketakharmonisan that will grow and develop, but, furthermore, the resistance (opposition) of the middle managers, lower managers and employees. This is where the commitment can be the wrong direction: a commitment to the work unit did not progress to the entire organization, so it will be little progress achieved by the organization.
The recommended approach is bottom-up * *, more precisely, * * management by objectives (MBO), strategic planning have been prepared under the coordination of top management, but with the active participation of the entire organization. In this case, strategic planning can not only accommodate the intermediate and operational planning, but also keep open the opportunity for middle managers, lower managers and employees to provide input during the formulation of intermediate and operational planning may have not been recovered.
To reduce the complexity of the formulation of strategic planning, MBO recommended are implemented during the preparation of middle level and operational planning. The goal, so that any input from below can be accommodated as much as possible, so that seepage input into strategic planning can be minimal. In other words, the purpose is to make planning more representative of middle and lower (reflecting the aspirations of the bottom). Management theory called MBO MBO hierarkikal this model.
In large-scale organizations (organizations with a lot of human resources and / or the area of operation spread across the country or the world), MBO hierarkikal effective implementation requires a systematic pattern. Pattern functions provide a framework and directions how to process bottom-up planning * * the run.
The key to success lies in a systematic pattern of coordination. Top management commissioned one of them to coordinate the implementation of MBO from bottom to top, so that planning at lower levels can support top-level planning. It should be noted that the emphasis is not on duty of the coordinator of planning materials, but on the planning process with the MBO method hierarkikal.
Is the coordinator of the task force is also to develop human resources participation, because without their participation, MBO will not work effectively. These efforts should be directed to develop human resources by Douglas McGregor classified as people who hold Theory X, which is a passive and just waiting for orders from superiors.
Because of the centralized cultural influences, especially under the Soeharto regime, no doubt quite a lot of human resource organizations in Indonesia that adheres to Theory X. So, I guess, the first homework for coordinating the implementation of MBO hierarkikal is to change the mentality. Certainly not to the extreme, so that human attitudes and behavior do not necessarily become militant, and difficult to control the top management.
MBO Implementation hierarkikal gradual and limited (from the lowest level first) is one of the tactics of fostering participation slowly and under control. Such implementation can also become a kind of training to enhance human resource initiatives and participation with them to transform the mentality of the adherents of Theory X to Theory Y.
The actual size of the two power not only important for the effective implementation of MBO hierarkikal, but also for the growth and development of innovation in organizations. We all probably already know that in a situation that completely uncertain environment and competitive environment, innovation is the key to organizational success. Just like what Peter Drucker once delivered, * "Innovation endows resources with a new capacity to create wealth." *
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