It is proved that economic relations should be bound with social – psychological ones, forming a single whole. PERENCANAAN STRATEGI SDM SDM adalah faktor sentral dalam suatu perusahaan apapun bentuk dan tujuan perusahaan. It has been identified that on average it is possible to increase productivity up to 30 % due to the moral factors, not attracting additional investments. The greatest possible value of productivity has been designed at an ideal social - psychological climate on the basis of economic-mathematical model. The main purpose of the research was to study a social - psychological climate of a primary work collective (factors of a psychological climate, general job satisfaction, mutuality, neutrality, potential conflict, concurrence of the formal and informal leader in collective, intensity of potential fluidity, interpersonal compatibility, an evaluation of the master) and its influence on labor productivity. Research has been carried out in copper-smelting factory in the city of Dzhezkazgan. In this research paper the social - psychological climate, its development and influence on productivity are key objects of economic measurement. However in conditions of teamwork moral qualities of each member of labor collective become a component of productive force of all collective. In Kazakhstani market conditions the understanding of the person as productive force has amplified and his personal features are ignored. Yogyakarta: Penerbit ANDI.The main idea of article «The Role of Non-Material Factors in Increasing Labor Productivity » is that social –psychological climate in collective is the major factor of economic - social progress in the country. Manajemen Strategis: Formulasi, Implementasi dan Pengendalian. Analisis SWOT Teknik Membedah Kasus Bisnis, cetakan kedua belas. Analisa dan Desain Sistem Informasi: Pendekatan Terstruktur Teori dan Praktek Aplikasi Bisnis. Universitas Trunojoyo Madura, Fakultas Ekonomi Dan Bisnis.” “Pengaruh Self Efficacy Dan Locus of Control Terhadap Kinerja Karyawan Melalui Locus of Control Sebagai Variabel Intervening Pada Batik Tulis Al-Barokah”. The results of this study indicate that (1) Strengths, weaknesses, opportunities, and threats (SWOT) at the Sumenep Religious Court have been done quite well and correctly by considering the external environment, but there needs to be more serious attention to the internal environment such as there are still employees who are lack of discipline in carrying out the task (2) The Sumenep Religious Court has formulated Strategic HRM very well, including the vision, mission, goals, objectives and policy direction that will be applied in realizing the Sumenep Religious Court in ACTION (Together, Trustful, Creative, Solutive, Inspirational) (3) Implementation of Strategic HRM performance in the Sumenep Religious Court has been very good because it is in accordance with the program, activities, performance indicators, performance targets that have been set (4) Evaluation and control of the performance of the Strategic HRM at the Sumenep Religious Court obtained that the performance results are in the good category but there are 3 achievements of the strategic objectives of money not yet achieved."Īmstrong, dan Kotler. Data were analyzed using qualitative descriptive analysis and Likert measurement scale. The data collection method uses document recording techniques, interviews, and observations. This research is a descriptive qualitative research. This study aims to obtain descriptive findings (1) SWOT at the Sumenep Religious Court (2) Analyzing HRM formulations (3) Implementation of strategic HRM at the Sumenep Religious Court (4) Evaluation and control of strategic HRM performance at the Sumenep Religious Court. Strategic HRM considers the agency strategy implications of the entire human resource system within the agency by translating agency objectives into specific human resource management systems. The Sumenep ” Religion Court requires Strategic human resources management to achieve its goals.