E-Book, Englisch, 161 Seiten
Changing Role of the Human Resource Profession in the Asia Pacific Region
E-Book, Englisch, 161 Seiten
ISBN: 978-0-85709-476-6
Verlag: Elsevier Reference Monographs
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Based on real and contemporary case studies with a focus on six industries (Retail, Tourism, Healthcare, Security, Education and Energy) spread across the Greater AP regionHighlights industry specific key HR challenges and suggests ways forwardRecords recent developments
Jayantee Mukherjee Saha is Director and Principal Consultant of Aei4eiA Pty Ltd. Aei4eiA is a Sydney-based management/policy research and consultancy firm focusing on 'People and Sustainability' matters. She has extensive experience in the fields of business strategies, management/policy research, people management & organisational development. She has held senior positions with professional bodies and academic institutions and works closely with Government/public sector agencies, MNCs/SMEs, global bodies and academic institutions spread across the Asia Pacific and the UK. Jayantee regularly contributes to forums, been invited columnist in leading HR/business magazines in the APAC region and has over 50 publications, including three books, to her credit. She has received many awards and her work has been widely acclaimed by practitioners and scholars alike.
Autoren/Hrsg.
Weitere Infos & Material
1;Front Cover;1
2;The Changing Role of the Human Resource Profession in the Asia Pacific Region;4
3;Copyright Page;5
4;Contents;6
5;Foreword by Dave Ulrich;8
6;Foreword by Peter Cappelli;10
7;Foreword by Prabir Jha;12
8;Acknowledgements;14
9;About the author;16
10;1 Introduction;18
10.1;Introduction;18
10.2;Why focus on the region?;19
10.3;Focus industries and changing role of HR;22
10.3.1;1 Tourism and hospitality;22
10.3.2;2 Retail;22
10.3.3;3 Healthcare;23
10.3.4;4 Security;23
10.3.5;5 Education;24
10.3.6;6 Energy (including oil, gas and renewables);24
10.4;Research and methods;25
10.4.1;Identification of geographical focus;25
10.4.2;Focus industries;25
10.4.3;Industry-level analysis;25
10.4.4;Case study;25
10.5;Structure of the book;26
10.6;Conclusion;27
10.7;Note;27
10.8;References;27
11;2 Six major industries: An overview;30
11.1;Introduction;30
11.2;Tourism and hospitality industry;30
11.2.1;Tourism and hospitality industry: Australia;31
11.2.2;Tourism and hospitality industry: Cambodia;32
11.2.3;Tourism and hospitality industry: China;32
11.2.4;Tourism and hospitality industry: Hong Kong;33
11.2.5;Tourism and hospitality industry: India;34
11.2.6;Tourism and hospitality industry: Indonesia;35
11.2.7;Tourism and hospitality industry: Japan;36
11.2.8;Tourism and hospitality industry: Korea, South;37
11.2.9;Tourism and hospitality industry: Malaysia;38
11.2.10;Tourism and hospitality industry: Myanmar (Burma);39
11.2.11;Tourism and hospitality industry: New Zealand;40
11.2.12;Tourism and hospitality industry: Philippines;41
11.2.13;Tourism and hospitality industry: Singapore;41
11.2.14;Tourism and hospitality industry: Sri Lanka;42
11.2.15;Tourism and hospitality industry: Taiwan;43
11.2.16;Tourism and hospitality industry: Thailand;44
11.2.17;Tourism and hospitality industry: Vietnam;44
11.2.18;Summary;46
11.3;Retail industry;46
11.3.1;Retail industry: Australia;48
11.3.2;Retail industry: Cambodia;48
11.3.3;Retail industry: China;48
11.3.4;Retail industry: Hong Kong;48
11.3.5;Retail industry: India;49
11.3.6;Retail industry: Indonesia;49
11.3.7;Retail industry: Japan;49
11.3.8;Retail industry: South Korea;49
11.3.9;Retail industry: Malaysia;50
11.3.10;Retail industry: Myanmar (Burma);50
11.3.11;Retail industry: New Zealand;50
11.3.12;Retail industry: the Philippines;50
11.3.13;Retail industry: Singapore;51
11.3.14;Retail industry: Sri Lanka;51
11.3.15;Retail industry: Taiwan;51
11.3.16;Retail industry: Thailand;51
11.3.17;Retail industry: Vietnam;52
11.3.18;Summary;52
11.4;Healthcare industry;52
11.4.1;Healthcare industry: Australia;54
11.4.2;Healthcare industry: Cambodia;54
11.4.3;Healthcare industry: China;54
11.4.4;Healthcare industry: Hong Kong;54
11.4.5;Healthcare industry: India;55
11.4.6;Healthcare industry: Indonesia;55
11.4.7;Healthcare industry: Japan;55
11.4.8;Healthcare industry: South Korea;55
11.4.9;Healthcare industry: Malaysia;56
11.4.10;Healthcare industry: Myanmar (Burma);56
11.4.11;Healthcare industry: New Zealand;56
11.4.12;Healthcare industry: the Philippines;56
11.4.13;Healthcare industry: Singapore;57
11.4.14;Healthcare industry: Sri Lanka;57
11.4.15;Healthcare industry: Taiwan;57
11.4.16;Healthcare industry: Thailand;57
11.4.17;Healthcare industry: Vietnam;58
11.4.18;Summary;58
11.5;Education industry;58
11.5.1;Education industry: Australia;58
11.5.2;Education industry: Cambodia;59
11.5.3;Education industry: China;60
11.5.4;Education industry: Hong Kong;60
11.5.5;Education industry: India;61
11.5.6;Education industry: Indonesia;61
11.5.7;Education industry: Japan;61
11.5.8;Education industry: South Korea;62
11.5.9;Education industry: Malaysia;62
11.5.10;Education industry: Myanmar (Burma);62
11.5.11;Education industry: New Zealand;62
11.5.12;Education industry: the Philippines;63
11.5.13;Education industry: Singapore;63
11.5.14;Education industry: Sri Lanka;64
11.5.15;Education industry: Taiwan;64
11.5.16;Education industry: Thailand;64
11.5.17;Education industry: Vietnam;64
11.5.18;Summary;65
11.6;Security industry;65
11.6.1;Security industry: Australia;67
11.6.2;Security industry: Cambodia;68
11.6.3;Security industry: China;68
11.6.4;Security industry: Hong Kong;68
11.6.5;Security industry: India;68
11.6.6;Security industry: Indonesia;69
11.6.7;Security industry: Japan;69
11.6.8;Security industry: South Korea;69
11.6.9;Security industry: Malaysia;70
11.6.10;Security industry: Myanmar (Burma);70
11.6.11;Security industry: New Zealand;70
11.6.12;Security industry: the Philippines;70
11.6.13;Security industry: Singapore;71
11.6.14;Security industry: Sri Lanka;71
11.6.15;Security industry: Taiwan;71
11.6.16;Security industry: Thailand;72
11.6.17;Security industry: Vietnam;72
11.6.18;Summary;72
11.7;Energy industry;72
11.7.1;Energy industry: Australia;73
11.7.2;Energy industry: China;73
11.7.3;Energy industry: Hong Kong;73
11.7.4;Energy industry: India;75
11.7.5;Energy industry: Indonesia;75
11.7.6;Energy industry: Japan;75
11.7.7;Energy industry: South Korea;75
11.7.8;Energy industry: Malaysia;76
11.7.9;Energy industry: Myanmar (Burma);76
11.7.10;Energy industry: New Zealand;76
11.7.11;Energy industry: the Philippines;76
11.7.12;Energy industry: Singapore;77
11.7.13;Energy industry: Sri Lanka;77
11.7.14;Energy industry: Taiwan;77
11.7.15;Energy industry: Thailand;77
11.7.16;Energy industry: Vietnam;78
11.7.17;Summary;78
11.8;Conclusion;78
11.9;Notes;78
11.10;References;79
12;3 Changing HR landscapes across the region;90
12.1;Introduction;90
12.2;Labour market efficiency in a knowledge-based economy and the role HR plays;90
12.3;Like it or loathe it: HR landscapes are changing across the region;96
12.3.1;Australia (n=10);96
12.3.2;Cambodia (n=10);98
12.3.3;China (n=10);98
12.3.4;Hong Kong (n=10);98
12.3.5;India (n=10);98
12.3.6;Indonesia (n=10);99
12.3.7;Japan (n=10);99
12.3.8;Korea, South (n=10);99
12.3.9;Malaysia (n=10);99
12.3.10;Myanmar (Burma) (n=10);100
12.3.11;New Zealand (n=10);100
12.3.12;The Philippines (n=10);100
12.3.13;Singapore (n=10);101
12.3.14;Sri Lanka (n=10);101
12.3.15;Taiwan (n=10);101
12.3.16;Thailand (n=10);101
12.3.17;Vietnam (n=10);102
12.4;Conclusion;102
12.5;Note;102
12.6;References;102
13;4 Best HR practices: Insider view;104
13.1;Introduction;104
13.2;Tourism and hospitality industry;104
13.2.1;Case Study 4.1 India Tourism (Sydney): ‘Cheerfully Welcoming All to Incredible India!’;105
13.2.2;Case Study 4.2 Singgasana Hotels and Resorts: ‘a Majestic Presence with a Promise of Superior Services’;109
13.2.3;Case Study 4.3 Grand Hotel (New Delhi): ‘Providing Comfort to Customers’;110
13.3;Retail industry;111
13.3.1;Case study 4.4 Officeworks: ‘Big ideas. Lowest Prices’;111
13.3.2;Case Study 4.5 Unilever Sri Lanka: ‘Winning with People’;113
13.3.3;Case Study 4.6 Nokia India: ‘Connecting People through Innovation and Adapting to Change’;118
13.4;Healthcare industry;119
13.4.1;Case Study 4.7 GSK China: ‘Helping People to Do More, Feel Better and Live Longer’;119
13.5;Education;121
13.5.1;Case study 4.8 Tata Group: ‘Bridging Heritage and Innovation in the Education Sector’;123
13.6;Energy;126
13.6.1;Case Study 4.9 AMR India: ‘Growing with Confidence’;126
13.6.2;Case Study 4.10 JK Organisation: cementing its century-old ‘Caring for People’ tradition;128
13.7;Conclusion;132
13.8;Notes;132
13.9;References;136
14;5 The role of human resources in sustaining the growth of industries;140
14.1;Introduction;140
14.2;How are our focus industries faring in the face of key HR challenges?;141
14.2.1;Tourism and hospitality;141
14.2.2;Retail;142
14.2.3;Healthcare;142
14.2.4;Security;142
14.2.5;Education;143
14.2.6;Energy;143
14.2.7;Summary;143
14.3;Can HR be a game changer in sustaining industry growth?;143
14.4;PROACT to sustain;148
14.5;Conclusion;149
14.6;Notes;149
14.7;References;149
15;6 Conclusion;152
15.1;Introduction;152
15.2;Content overview;152
15.3;Discussion;153
15.4;Conclusion;154
15.5;References;154
16;Index;156
2 Six major industries
An overview
This chapter provides in-depth analysis of the six focus industries – tourism and hospitality, retail, healthcare, education, security and energy (including oil, gas and renewables) – operating across the region. The business dynamism and complexity of each particular industry are reviewed, as are competitive advantages and their significance for the region’s economies and the rest of the world (ROW). Keywords
Asia Pacific; tourism and hospitality; retail; healthcare; education; security and energy Introduction
In Chapter 1 we discussed the significance of the region. In this chapter we take a closer look at the six focus industries: tourism and hospitality, retail, healthcare, education, security and energy (including oil, gas and renewables). The 17 regional economies we consider are Australia, Cambodia, China, Hong Kong, India, Indonesia, Japan, South Korea, Malaysia, Myanmar (Burma), New Zealand, the Philippines, Singapore, Sri Lanka, Taiwan, Thailand and Vietnam. The business dynamism and complexity of each particular industry along with competitive advantages and their significance on the region’s economies and the rest of the world (ROW) are reviewed in the following sections. Tourism and hospitality industry
According to the United Nation’s World Tourism Organization (WTO), ‘Tourism comprises the activities of persons traveling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business and other purposes’ (WTO, 1993). Tourism is one of the most important industries in the world and is growing at a rapid pace. In 2012 the industry recorded one billion international tourist arrivals for the first time in history. WTO records indicate that tourism contributes 9 per cent to world GDP and US$1.3 trillion to exports. One in eleven jobs globally is in tourism. Interestingly, the region is one of the fastest growing in the world in terms of tourism, recording 16 million more tourists in 2012 (WTO, 2013). Tourism is a highly resource base-dependent industry and environmental quality is of utmost significance when tourists choose a destination. Fennell (1999) describes sustainable tourism development as needing to: (i) develop greater awareness and understanding of tourism’s significant contributions to the environment and the economy; (ii) promote equity and development; (iii) improve host communities’ quality of life; (iv) provide high-quality experience for visitors; (v) maintain environmental quality. Apart from briefly describing country-specific issues and challenges, we provide four broad parameters of the total contribution made by the industry over time (2009–13): (a) employment, the number of jobs generated directly plus indirect and induced contributions; (b) GDP, that generated directly plus indirect and induced contributions including capital investment spending; (c) capital investment, spending by all sectors directly involved in the industry and investment spending by other industries on specific tourism assets such as visitor accommodation and leisure facilities; (d) domestic spending, as carried out within a country by its residents for both business and leisure trips. Tourism and hospitality industry: Australia
In Australia, tourism ranks among the most significant industries and contributes heavily to the economy. Natural landscapes, the indigenous culture and heritage make Australia an interesting tourist destination. ‘There’s nothing like Australia’ is Tourism Australia’s (the Australian government agency responsible for promotion of the industry) global consumer marketing campaign. Recent records note that every dollar spent on tourism generates an additional 91 cents in other parts of the economy. In 2013 the industry contributed over US$150 billion to GDP. With almost 280,000 enterprises operating within the industry, it is a major creator of jobs (Table 2.1). Tourism is also the largest service export industry. However, high Australian dollar rates and competition from other global markets are two key challenges. Table 2.1 Travel and tourism total contribution: Australia Travel and tourism total contribution to GDP (in the past 5 years: 2009–13; USD bn) 95.138 125.59 144.524 151.771 153.406 Travel and tourism total contribution to employment (in the past 5 years: 2009–13 in ‘000) 1315 1398.3 1373.9 1378.6 1431.4 Travel and tourism total contribution to capital investment (in the past 5 years: 2009–13; USD bn) 12.509 21.932 23.031 24.95 25.767 Travel and tourism total contribution to domestic spending (in the past 5 years: 2009–13; USD bn) 47.97 58.322 70.094 74.113 73.748 Source: WTTC, 2014a. To cope with these challenges and sustain growth, Tourism Australia has recently devised a strategy called ‘Tourism 2020’. It is a whole government approach to improving the industry’s productive capacity and is devised to increase the return from the industry. It has identified six strategic areas that need to be focussed on: (i) growing demand from Asia; (ii) building competitive digital capability; (iii) encouraging investment and implementing the regulatory reform agenda; (iv) ensuring the environmental impact of tourism transport supports growth; (v) increasing the supply of labour, skills and indigenous participation (currently the industry has a labour shortage of 36,000); (vi) building industry resilience, productivity and quality (Tourism Australia, 2011; WTTC, 2014a). Tourism and hospitality industry: Cambodia
Tourism is Cambodia’s third largest industry. Known for its decades of civil war and armed conflicts, the country is regaining its past glory in terms of travel and tourism (Table 2.2). Promoted by its Tourism Department as the ‘Kingdom of Wonder’, Cambodia is home to over 1800 ancient temples, including one built in the twelfth century. It is a destination for ecological and cultural tourism. With improving flight connectivity, visa exemptions and brand promotion, international tourist arrivals have increased remarkably from 118,183 in 1993 to 2,015,128 in 2007 to 4,200,000 in 2013. Vietnam, China, South Korea, Laos and Thailand are the main sources of tourists. Despite generating US$2.6 billion in revenues in 2013, the OECD (2013, p. 9) notes that there is plenty of room for improvement in certain areas to ensure sustainable tourism. These areas include tourism infrastructure, accommodation, and financial facilities such as automated teller machines (ATMs) that accept Visa cards (Cambodia Herald, 2014; Chheang, 2008, 2009; Rodas, 2012). Table 2.2 Travel and tourism total contribution: Cambodia Travel and tourism total contribution to GDP (in the past 5 years: 2009–13; USD bn) 2.437 2.628 3.318 3.638 4.073 Travel and tourism total contribution to employment (in the past 5 years: 2009–13 in ’000) 1485.3 1541.3 1772.8 1805.4 1917.6 Travel and tourism total contribution to capital investment (in the past 5 years: 2009–13; USD bn) 0.242 0.249 0.265 0.325 0.365 Travel and tourism total contribution to domestic spending (in the past 5 years: 2009–13; USD bn) 0.465 0.542 0.695 0.773 0.843 Source: WTTC, 2014a. Tourism and hospitality industry: China
Owing to China’s rapidly growing economy, increases in disposable income and consequent growth in domestic tourism, the World Travel and Tourism Council (WTTC) predicts that China is poised to become the world’s second largest travel and tourism economy in the world by 2015. The WTO estimates that 100 million Chinese tourists will travel abroad by 2016. In 2012, Chinese tourists became the world’s top international tourism spenders. Recent trend analysis notes that while most Chinese used to travel for shopping now they travel abroad to discover other cultures and learn more about them (Radio Australia, 2014). Known for its contrast between the ancient and modern, China also attracts huge numbers of tourists, with arrivals in 2011 reaching 57.6 million (WTTC, 2014a; Worldwatch Institute, 2013). Chinese tourists are not just going abroad, many are travelling within their own country. Recent records indicate a huge swell in domestic tourism in China. It has reached a point where tourist destinations are experiencing such high inflows – especially during holiday seasons – that they run the risk of becoming uncontrollable, disrupting essential services and having negative impacts on the natural environment, as evidenced by overcrowded tourist spots (Table...
