Accelerating SME Competitiveness And Performance Through Human Resource Management: The Case of PT Rehobat

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Simanjuntak, Hilman and Agus, Lydia and Widyantoro, Tjatur and Wahyuni, Wiwik (2015) Accelerating SME Competitiveness And Performance Through Human Resource Management: The Case of PT Rehobat. Project Report. Sekolah Tinggi Manajemen IPMI, Jakarta Selatan. (Unpublished)

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We decided to engage with PT Rehobat for our Group Final Project (GFP) due to its development ambitions and due to the interesting tranformative process the company is going through in the hand-over to second generation. GFP is an opportunity for us to assist a company through an academic project addressing strategic considerations for senior management. We believe our GFP result will have significant impact for a family business which is still in their early stage rather than for a more sophisticated company who already has very well established systems and processes in place. In order to create stronger sustainability in their business, PT Rehobat intend to expand their business into food industry and looking at all possibilities to increase their production volume. The company realize that to do the expansion and operate in a more wide area of competition, they needed to transform into a more professionally managed company. We decided to focus our GFP on PT Rehobats Human Resouce Management based on senior managements strategic focus on this and the fact that the company seems to have challenges and problems in implementing successful and effective HRM policies and practices. One illustrative statement from one of the family members was “One of the Company’s important resource is the people. Most of the employees have been with the Company for quite long period, and they all have appropriate knowledge of chicken poultry within each department. However they are lacking of desire to do more and drive improvement.” A qualitative methodology has been applied to our research. The intention has been to use semi-structured interviews across functions and hierarchies of the company, in combination with analysis of relevant documentation provided by the x company and validation discussions with key actors in the company. This approach for case studies is recommended for its triangulation of perspectives and data that then can be synthesized in the analysis as well as its actionable potential with key actors being actively involved in the synthesis work (Adler et al 2004). The semistructured interviews have been organized based on a classification system of HRM practices developed by Fischer et al. (1988). Within this system, three classes of HRM practices are distinguished: practices pertaining to flow of employees into and out of the organization, control procedures, and development activities (e.g. training and career development).

Item Type: Monograph (Project Report)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Library > GFP (Group Field Project)
Depositing User: Latifah Latifah
Date Deposited: 18 Jan 2020 03:43
Last Modified: 18 Jan 2020 03:43

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