Human resource management in Indonesia

Bennington, Lynne; Habir, Ahmad D.

doi:10.1016/s1053-4822(03)00041-x

Cited by 38 publications

(33 citation statements)

References 15 publications

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“…McLeod (2006) advocates the adoption of private sector HRM practices to overcome the 'demonstrably poor' performance of the public sector. Modern HRM practices in fact may have only limited penetration in the Indonesian private sector, but they remain largely unknown and untried in the public sector (Bennington and Habir 2003).…”

Section: Downloaded By [University Of Regina] At 14:24 30 September 2015mentioning

confidence: 99%

Human resource management: the forgotten dimension of decentralisation in Indonesia

Turner

Imbaruddin

Sutiyono

2009

Bulletin of Indonesian Economic Studies

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Indonesia has introduced radical decentralisation measures, transferring many functions and much finance to democratically elected sub-national governments. However, human resource management (HRM) has largely been overlooked. Using data obtained from central personnel agencies and nine sub-national governments, this article examines the major elements of HRM at sub-national level: recruitment and selection; promotion and advancement; training and development; remuneration; and performance management. The structure and operation of these elements are compared with those advocated in Strategic HRM, the dominant paradigm of contemporary HRM. The findings are that a centralised, bureaucratised system of HRM remains in place in Indonesia, with many practices retained from the pre-decentralisation period. The HRM system is only minimally linked to strategic concerns and organisational goal achievement. Reforms are essential, but an incremental approach is recommended, keeping the basic framework centralised but creating incentives for reform by making local governments more accountable for personnel costs and performance.

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Section: Downloaded By [University Of Regina] At 14:24 30 September 2015mentioning

confidence: 99%

Human resource management: the forgotten dimension of decentralisation in Indonesia

Turner

Imbaruddin

Sutiyono

2009

Bulletin of Indonesian Economic Studies

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“…Indonesia's capital and most important business hub is Jakarta, with 9.1 million inhabitants (CIA, 2013). But while business hubs such as Jakarta exist and keep growing, the vast majority of Indonesia's inhabitants (70%) live in rural areas (Bennington & Habir, 2003). Today, Indonesia has a GDP of $1.212 trillion and is a member of the G20.…”

Section: Research Settingmentioning

confidence: 99%

“…Thirdly, the same potential that is present for the adoption of IT innovations appears to be present for HRM in general. While HRM did not enjoy a particularly positive image in Indonesia before the Asian financial crisis (Bennington & Habir, 2003), the recognition of HR roles in companies is steadily rising (Habir & Rajendran, 2007). Traditionally, HR roles in Indonesian companies have been considered administrative in nature (Habir & Larasati, 1999), and the educational background of HR managers has not been HR-related in most companies (Bennington & Habir, 2003).…”

Section: Research Settingmentioning

confidence: 99%

eHRM adoption in emerging economies: The case of subsidiaries of multinational corporations in Indonesia

2016

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Electronic HRM (eHRM) is assumed to strengthen the position of HRM as a business partner by promising strategic benefits. Empirical support for this assumption, however, mostly comes from studies conducted in developed economies. Yet eHRM adoption in the emerging economy context remains poorly understood as is how eHRM can result in strategic benefits. We argue that the difference between an emerging economy compared to that of a developed economy affects the adoption of eHRM in multinational corporation (MNC) subsidiaries. In order to investigate which extrinsic factors of a firm in an emerging economy context play a role in the adoption of eHRM, we conducted semistructured interviews in 11 subsidiaries in Indonesia. We found that headquarters' influence and the available resources have a strong influence on eHRM adoption in Indonesia. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.Keywords: electronic human resource management, diffusion of innovations, eHRM adoption, multinational companies, Indonesia, qualitative research Résumé Selon une hypothèse bien connue, la gestion électronique des ressources humaines (GERH) affermit le statut de la GRH en tant que partenaire d'affaires, en promettant des avantages stratégiques. Toutefois, cette hypothèse trouve son fondement théorique surtout dans les études menées sur les économies développées. L'adoption de la GERH dans le contexte des économies émergentes et les mécanismes lui permettant de produire des avantages stratégiques restent peu ou mal connus. Dans cet article, nous soutenons l'idée que l'adoption de la GERH dans les succursales des entreprises multinationales ne se fait pas de la même façon selon qu'on a affaire à une économie émergente ou à une économie développée. Pour dé-terminer les facteurs extrinsèques qui, au sein d'une entreprise évoluant dans une économie émergente, influencent l'adoption de la GERH, nous avons mené des entrevues semi-structurées auprès de onze succursales de multinationales basées en Indonésie. Les résultats indiquent que l'influence du siège social et les ressources disponibles ont un grand impact sur l'adoption de la GERH en Indonésie.

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“…Until recently, sparse research focused on business and human resource management under the impact of terrorism in the Asia Pacific region (Bennington & Habir, 2003). Interest in Asian countries has grown in the wake of the major political and economic Asian crisis in mid-1997 and the two bombing events in Bali, Indonesia.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Human resources planning on terrorism and crises in the Asia Pacific region: Cross‐national challenge, reconsideration, and proposition from western experiences

Liou

Lin

2008

Human Resource Management

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Since the 9/11 attacks in the United States (2001) and the two bombing events in Bali (2002Bali ( , 2005, there has been renewed interest in emergency prevention policies in many organizations around the world. Functional terrorism preparedness requires changes in organizational thinking about external environmental threats. This shift in organizational thinking could be led by human resource departments. In order to achieve this goal, HR departments must redefine their role in terms of crisis management, and then four key planning measures for insuring postemergency operations should be observed. Using system dynamics (SD) methodology, this article examines the causes of states in which organizations operate after terrorist attacks. Based on the qualitative analytic approach of causal loops, this article explores the major challenges for HR development prompted by terrorism. Specifically, we focus on changes both to organizational communication and to workforce planning and succession. These activities are a tremendous challenge immediately following a disaster. A functional HR plan must include elements for proactive alertness, the ability to dispatch inventory, evacuation plans, and record preservation coupled with dissemination to employees and explicit employee training and cross-cultural management.

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Human resource management in Indonesia

Cited by 38 publications

References 15 publications

Human resource management: the forgotten dimension of decentralisation in Indonesia

Human resource management: the forgotten dimension of decentralisation in Indonesia

eHRM adoption in emerging economies: The case of subsidiaries of multinational corporations in Indonesia

Human resources planning on terrorism and crises in the Asia Pacific region: Cross‐national challenge, reconsideration, and proposition from western experiences

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