Indonesia, with over 240 million people and rich of natural resources and abundant human resources, is very attractive for investors operating in wide array of industries. Many reports on Human Resource Management (HRM) and the English journals have written about the developing countries in Europe, Africa, and Asia (countries such as Hong Kong, China, and India), but surprisingly, writing on HRM issues in Indonesia has been rare and mainly limited to labor economics and macro-level Human Resources Development. Therefore, this thesis intends to make a contribution to literatures of HRM issues in Indonesia, with the example for German companies which are establishing their subsidiaries in Indonesia. This book examines Human Resource Management Issues in Indonesia from environment context such as political, economical, socio-cultural, technological, environmental and legal perspective (PESTEL Analysis); culture dimension difference between Indonesia and Germany; and the current issues of managing human resources in Indonesia by firms, especially for multinational companies, such as issues of general condition of labors, recruitment and selection process, compensation appraisal, performance management, trade unions and gender. Regarding HRM issues, the study has also shown that foreign companies have many threats, if they establish their subsidiaries in Indonesia. But on the other hand, Indonesia has some strengths and already improved some essential sectors that should be considered as opportunities for foreign companies, such as abundance in labors, rich natural resources, good international relationships, increasing foreign trades and FDI, growing telecommunication development, and starts improving national education and health. As conclusion, the HRM issues for foreign companies establishing a subsidiary in Indonesia are very complex, especially due to environment aspects and culture dimension difference. However, through understanding culture dimension of Indonesian societies, use the opportunities and minimize the risks, managing people in Indonesia is not an impossible mission.

'There is considerable rigour behind the work and the contexts are well positioned. The books have excellent HR data for not only businesses, but employees considering a transfer to an international location. In addition to the primary authors cadres of industry advisors were assembled of considerable status and representing mainstream organisations and unions. The countries covered total twenty one and, in addition, there is a summary chapter in volume two on issues, trends and implications. Obviously there are other reference points available on single countries and indeed dual country comparisons, but this work is timely, highly relevant and extremely valuable. It is recommended most highly.' – Geoffrey N. De Lacy, Australian Human Resource Institute Journal 'A very welcome and valuable addition to the literature, this two-volume handbook covers current HRM policies and practices in all 21 APEC (Asia-Pacific Economic Cooperation) member economies. For the first time, we have single-source access to a codified set of macro-level HRM profiles for APEC membership economies . . . this project helps fill the need for systematic and accurate HRM data in a very large geographic area, including four continents divided by the Pacific Ocean . . . this is an impressive compilation and will benefit government and business organizations when formulating strategy for employment relations. It will also assist those in the academic sector with the research and teaching of cross-cultural management issues. It should be a welcome addition to most academic and special libraries with interests in the Asia and the Pacific.' – David A. Flynn, Business Information Alert It is becoming increasingly recognised that the way in which human resources are managed is a key source of sustainable competitive advantage for business. Nowhere, Michael Zanko argues, is this seen to be more relevant than in the Asia-Pacific region. The aim of the Handbook and its systematically codified economy human resource management (HRM) profiles is to improve knowledge and understanding of HRM policy and practices in the Asia-Pacific region. It serves as a practical guide to predominantly macro-level HRM policies and practices in ten APEC economies, covering Australia, Chinese Taipei (Taiwan), Hong Kong, Indonesia, Japan, Korea, Malaysia, People's Republic of China, Thailand and the United States of America. The Handbook of Human Resource Management Policies and Practices in Asia-Pacific Economies Volume I will be essential reading for lecturers, researchers, academics and managers concerned with human resource management, international business, management, and cross-cultural studies. The Handbook will also be of great interest to those involved in industrial and employment relations.

This new text treats international, strategic and contemporary issues as central to the study and practice of Human Resource Management. Covering the core curriculum, this book provides all the knowledge and tools you need to get the best possible grades and achieve career success after university. Key Features: Skills and employability focus will help you to develop the key transferable skills valued by graduate employers Debating HRM boxes encourage critical analysis and debate International and cross-cultural cases and discussion will prepare you for the global workplace Contemporary and strategic issues are introduced early on, underpinning the HRM functions Chapters on SMEs and the not-for-profit and voluntary sectors will ensure that your knowledge and skills can be applied in a range of organisational settings Mapped to the CIPD’s learning outcomes but equally suitable for non-specialist students Journal articles, a glossary, podcasts and other resources are available on the book's website at www.sagepub.co.uk/crawshaw

Human Resource Management (HRM) is fundamentally shaped by institutional and cultural factors, such as the different political environments and social philosophies of particular countries and regions. By examining the various organizational aspects of business life and systems of people management in Asia, the study of HRM across the continent can, therefore, give us a greater understanding of Asian societies, as well as the contemporary world of work more generally. This handbook provides an up-to-date and intellectually engaging overview of HRM in the Asian context. Distinctive in its comprehensive coverage of traditional as well as emerging topics of HRM, it analyzes important themes, such as the regulatory framework for work and employment, religiosity, family business, and gender. Using a comparative approach, it also effectively highlights the unique features of each country’s attitudes towards HRM. Covering a range of themes and case studies, sections include: • Institutional and cultural contexts, • Labour regulation and industrial relations, • Thematic and functional HRM, • HRM in selected Asian countries, such as China, Japan, Vietnam, India, and Singapore. Written in a highly accessible style, this book will be useful to students and scholars of Human Resource Management, Asian Business, Economics, and Sociology. Chapter 15 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

In the midst of climate change, responsible business practices and ecological modernization become essential tools for the promotion of sustainability. Due to the current level of demand for eco-friendly products and services, there is a need for green training and green human resource development to support green creativity and eco-innovation for sustainability. By incorporating green initiatives into human resource practices, organizations can maintain a positive impact on the environment. With a full understanding of sustainable business practices, positive impacts on the environmental management field become easier to produce. Human Resource Management Practices for Promoting Sustainability is a pivotal reference source that explores the incorporation of green initiatives into all aspects of human resource management practices in a variety of industries. The book delivers a discussion on green human capital, collective green intelligence, and competencies that are essential to cope with the challenges in Industry 4.0. It also provides a basis for green recruitment and selection processes as a way of promoting pro-environmental behavior in the labor markets. While highlighting a broad range of topics including employee relations, knowledge management, and recruitment, this book is ideally designed for executives, entrepreneurs, human resource managers, academicians, researchers, and students. The book is also suitable for conventional and corporate universities looking to meet sustainable development goals as well as policymakers as it provides a guideline in designing and implementing green creativity and eco-innovation based on a wide range of global issues confronting sustainability in the Fourth Industrial Revolution.

"This book addresses the issues of HRM in SMEs by providing a channel of communication to disseminate knowledge; including management philosophies, culture, and management practices"--Provided by publisher.

Indonesian organizations are facing ever increasing competitive pressure within and between local companies but also from global competitors. Consequently, to defend local markets and indeed exploit growth opportunities in other regions, the management of human capital (the skills, competencies and mindsets of the employeebase) has become a performance imperative for lndonesian organizations. Managing Human Capital in Indonesia: Best Practices in Aligning People with Strategic Goals explains how lndonesian organizations can migrate the management of human capital from a tactical, personnel operation to a strategic capability. In the first instance this requires a substantive overhaul of the human resource function. Based on an analysis of Indonesian, Asian and global best practices in HR management, this book explains how HR functions are being reconfigured as Strategic HR functions. The book's step-by-step practical guidelines shows how HR professionals can gain a firm understanding of the strategic imperatives of the enterprise and use this knowledge to deploy effective HR interventions. Central to such interventions is the providing of strategically critical people goals, measures and targets within a corporate Balanced Scorecard. From this, the HR organization should then build its own dedicated HR scorecard that ensures that the work of all in the function is strategically focused. Using the Balanced Scorecard as an overarching strategy management framework. Managing Human Capital in Indonesia: Best Practices in Aligning People with Strategic Goals helps the reader master those HR interventions that are most critical to the success of the enterprise. The book describes how to build and deploy a robust process for identifying, nurturing and retaining talent–a urning platform for organizations across the globe–and how to implement best practice competency, training and coaching frameworks. Providing both a helicopter view of improving enterprise performance as well as coming on developing that of the individual, the book shows how to ensure that people capabilities are hardwired to strategic goals through the shaping of individual Balanced Scorecards–from executive to front-line levels–that serve as the only appraisal system and that drive the application of appropriate bonus systems. The book also describes how lndonesian organizations can create a cadre of leaders that are capable of leading global enterprises and explains how to build a highperforming corporate culture. Reporting the findings of an exclusive survey of the HR practices of Indonesia-based organizations that was commissioned to support this book, Managing Human Capital in Indonesia: Best Practices in Aligning People with Strategic Goals provides a clear roadmap for readers to follow in the creation of a high-performing HR organization: a function that is seen as a strategic asset of the enterprise.