...movement has posed a serious challenge for organisations within BIMB-EAGA region to compete and excel in an open market. Talent management is a fundamental factor in responding towards globalization. Retaining and training good employees is important, especially organization within BIMP-EAGA due to brain drain in pursuit to better opportunities. The industry trend of competitiveness enhances the importance of talent management in developing human capital with good leadership and Human Resource Management (HRM) practice for organisations to survive in current globalized economy. The establishment of BIMB-EAGA is indeed a progressive effort to enhance cooperation and to accelerate the socioeconomic development of less developed, marginalized and geographically in the four countries, Brunei, Indonesia, Malaysia and Philippines. However, globalization and inefficient HRM practices pose threat to the achievement of BIMB-EAGA objective. As a results, organization within this region lack competitive advantages. A comparative study on telecommunication companies within BIMP-EAGA highlights the importance of talent management by incorporating good HRM practice. Strategy and approach embarked by the organisations within the same industry gives a clearer picture. The purpose of this paper is to analyse the HRM practices and leadership issues by focusing on talent management approach amongst telecommunication companies within BIMB-EAGA region to face the threat of globalization. Introduction ...
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...pART 1 NEW ECONOMIC MODEL FOR MALAYSIA NEW ECONOMIC MODEL FOR MALAYSIA pART 1 High Income Rakyat Quality of Life Inclusiveness Sustainability NEAC National Economic Advisory Council Level 5 & 11, Menara Usahawan Persiaran Perdana, Precinct 2 Federal Government Administrative Centre 62652 PUTRAJAYA MALAYSIA NATIONAL ECONOMIC ADVISORY COUNCIL NEAC www.neac.gov.my NEAC NATIONAL ECONOMIC ADVISORY COUNCIL CHAPTRE NEW ECONOMIC MODEL F O R M A L AY S I A 1 Part I: Strategic Policy Directions Copyrights Reserved All rights reserved. No part of this publication may be reproduced, stored in retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording and/or otherwise without the prior permission of: Secretary National Economic Advisory Council Level 5 & 11, Menara Usahawan Persiaran Perdana, Precinct 2 Federal Government Administrative Centre 62652 PUTRAJAYA Tel.: 03-8888 6512/ 8888 6513 Fax: 03-8888 4638/ 8888 4177 Email: secretariat.neac@pmo.gov.my www.neac.gov.my Sales copies are obtainable from: Percetakan Nasional Malaysia Berhad Jalan Chan Sow Lin 50554 Kuala Lumpur Tel.: 03-9236 6888 Fax: 03-9222 4773 Email: cservice@printnasional.com.my __________________________________ Cover design and layout by Percetakan Nasional Malaysia Berhad Preface This report is the first of two documents by the National Economic Advisory Council (NEAC) on the New Economic Model (NEM). This report presents...
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...society, concurrently contributing to the nation’s growth, development and prosperity. Continuously adding value to the marketplace and contributing to the development of the industry are considerations that are given priority in the AmBank Group’s products, services and market initiatives. Annual Report 2012 Leading Innovation, Stimulating Market Participation The AmBank Group has closely aligned itself with the country’s efforts at entrenching Malaysia as the world’s leading international hub for Islamic finance. AmInvestment Bank was appointed as one of the Joint Principal Advisers/Joint Lead Arrangers/Joint Lead Managers for the 20-year Sukuk Musharakah Programme of up to RM2.0 billion in nominal value by Westports Malaysia Sdn Bhd on 2 June 2012. It was structured under the widely accepted principle of Musharakah to a wide investor base. AmInvestment Bank was also the Sole Lead Manager for Gulf Investment Corporation GSC, Kuwait’s RM750 million (USD253 million) issuance under its existing 20-year RM3.5 billion (USD1.18 billion) Sukuk Wakalah bi Istithmar Medium Term Notes programme, where AmIslamic Bank was Transaction Agent to facilitate the commodity trading via the Suq Al-Sila’ trading platform on Bursa Malaysia. To enable customers to ride on the growth of commodities, AmIslamic Bank launched two Islamic Negotiable Instruments of Deposit, the AmEnergy NID-i (energy-themed) and AmAdvantage Plus NID-i (oil, corn, copper and cotton). AmFamily Takaful Berhad, a joint venture company...
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...have been possible. My children, Elandre and Jade, for their support and understanding; may this achievement motivate you in your studies and development. My personal mentor and supervisor, Ms Luni Vermeulen, for her highly professional guidance, motivation, continuous support and patience. To all the respondents at the various institutions for their participation and valuable contributions. Thank you very much for your selfless assistance. ii ABSTRACT In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education and Labour, severely hampered the implementation and effective functioning of the Strategy. This study aims to find solutions to the main implementation difficulties experienced with the HRDSA, 2001, in order to ensure increased performance regarding the strategic priorities of the revised HRDSA, 2010 - 2030. An empirical study was conducted to determine potential challenges pertaining to...
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...1 Extracting the best out of employee …………………………………. 6 3.2 Hire the right candidate ……………………………………………… 6 3.3 Flow of information …………………………………………………. 6 3.4 Training and skills development …………………………………….. 7 3.5 Importance of soft skills and personal development ………………… 7 4. Differences between Human Capital Management (HCM) and Human Resource Management (HRM) ……………………………………… 8 4.1 Nature of relationships ……………………………………………….. 8 4.2 Relation of power and management ………………………………….. 9 4.3 Leadership and management role …………………………………….. 9 4.4 Contract of employment ……………………………………………… 9 4.5 Pay policies and job design …………………………………………... 10 – 11 5. Human Capital Management (HCM) drivers …………………………………. 12 – 13 6. Human Capital Management – A global context ……………………………… 14 – 15 7. Human capital in Malaysia – A government effort ……………………………. 16 7.1 Workplace transformation ……………………………………………. 16 – 17 7.2 Workforce transformation ……………………………………………. 17 – 19 8. Conclusion ……………………………………………………………………... 20 9. List of references ………………………………………………………………. 21 10. Appendices …………………………………………………………………… 22 INTRODUCTION Today's business environment requires a complete re-think of the traditional human resource (HR) practices. Over the years, technological innovations have changed a lot in the corporate world. Thus it becomes imperative...
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...model of decision making in which both social costs and benefits are considered along with the traditional economic and technical values. “Corporate social responsibility in the form of corporate philanthropy, or donating to charities, has been practiced since early 1800 at least in the US (Sethi, 1977). It was legitimate in so far that it directly benefited the shareholders, and corporate donations were mostly on the agenda of those companies that could afford it. Today’s concept of corporate social responsibility was developed primarily during the 1960s in the USA with the notion that corporations have responsibilities that go beyond their legal obligations. Different schools of thought on CSR oscillate between two extremes: the free market concept (classical economic theory) (Friedman, 1970) and the socially-oriented approach (Freeman, 1984; Wood, 1991; Smith 1994). Enderle & Tavis (1998) define corporate social...
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...Proceedings of the Fourth International Annual Conference of the Asia Pacific Academy of Business in Society Sustainable Decision-Making in a Time of Crisis Public and Private Perspectives Malcolm McIntosh and Susan Forbes Authors Malcolm McIntosh Director, Asia Pacific Centre for Sustainable Enterprise Susan M Forbes Adjunct Research Fellow, Asia Pacific Centre for Sustainable Enterprise © 2011 Asia Pacific Centre for Sustainable Enterprise Published by Asia Pacific Centre for Sustainable Enterprise Griffith Business School Griffith University, South Bank campus 226 Grey Street, South Brisbane Queensland, 4101 Australia www.griffith.edu.au/business-commerce/sustainable-enterprise All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic or mechanical, photocopying, recording or otherwise without the prior permission of the copyright owner. Copyright rests with the individual authors. ISBN 978-1-921760-45-7 Foreword The conference reflected lessons learnt and being learned from the global financial crisis, from the climate change prognosis and from rethinking global governance. The conference preceded the Asia-Pacific Economic Cooperation (APEC) 2010 Meetings and Summit (7-14 November in Yokohama, Japan) and coincided with the 10th anniversary of the United Nations (UN) Global Compact, and the UN Year of Biodiversity. Given the birth of the G20 group of nations, the...
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...firm, this subfunction also needs to be housed within the corporte communication function where very closely with it. Sustainable development is an idea of ensuring better quality of life which aims to protect environment, enhance social progress, use natural resources prudently and maintain high and stable economic growth. CSR is believed to have a significant influence on corporate sustainability. In the business context, CSR has emerged as a form of sustainability governance with advantages to the economic, environment and social progress. In terms of governance through policy implementation, CSR can be practiced in a strategic manner with better understanding. Policy framework can be designed using a mixture of regulations, economic instruments and communication strategies which significantly affects the environmental and social impacts from corporate activities. This might influence the level of corporate sustainability(Chamhuri Siwar and Siti Haslina Md Harizan,2008). Companies are aware that they can contribute to sustainable development by managing their operations in such a way by enhancing economic growth and increasing competitiveness besidesprotecting environment and committed to social responsibilities. Hence, sustainability in businesscould not be achieved solely by profit maximisation but through responsible behaviour and market orientation. In developing country like...
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...Introduction MBA Course Structure Programme Specifications and Learning Outcomes 23 Course Synopsis 26 21 DOCTOR OF BUSINESS ADMINISTRATION (DBA) Programme Specifications and Learning Outcomes DBA Course Structure 38 41 OTHER INFORMATION REFERENCES UTM IBS Postgraduate Student Society (PGSS) 42 43 3 ACADEMIC GUIDELINES OVERVIEW / BACKGROUND OF UTM The main campus of Universiti Teknologi Malaysia (UTM) is located in a strategic area of 1,177 hectares in the Iskandar Development Region, Johor.UTM has another campus known as the UTM Kuala Lumpur, Jalan Semarak with an area of 18 hectares. The history of UTM began in 1904 as a Treacher Techical School and was later upgraded to a Technical School in 1906. In 1942 the Technical School was upgraded to a TechicalCollege located at High Street (now known as Jalan Bandar) before moving to Jalan Gurney (now known as Jalan Semarak). In 1972 the Technical College became the National Institute of Technology (ITK). On 1 April 1975, it became a university known as Universiti Teknologi Malaysia. PHILOSOPHY OF UTM...
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...rtYTL CORPORATION BERHAD 92647-H www.ytl.com.my www.ytlcommunity.com YTL CORPORATION BERHAD 92647-H 11th Floor Yeoh Tiong Lay Plaza 55 Jalan Bukit Bintang 55100 Kuala Lumpur Malaysia Tel • 603 2117 0088 603 2142 6633 Fax • 603 2141 2703 the journey continues... YTL CORPORATION BERHAD 92647-H sustainability report 2011 sustainability report 2011 This report is printed on environmentally friendly paper. YTL CORPORATION BERHAD 92647-H Table of Contents 2 10 12 20 38 102 114 116 Managing Director’s Review Corporate Responsibility Promotion Of Arts & Culture 14 Starhill Gallery Arts Festival 15 The Kuala Lumpur Performing Arts Centre (KLPac) 17 Singapore Dance Theatre 17 The Actor’s Studio at the Rooftop, Lot 10 17 A Midsummer Nights Feast at Starhill Gallery 18 Feast Village Junior 18 Hutong – A Gourmet Heritage Village at Lot 10 19 YTL Concerts of Celebration Supporting Education & Community Development 22 Education Initiatives 28 Community Support & Development Initiatives 36 Employee Welfare Protection of the Environment 40 The YTL Group’s Environmental Vision 42 Utilities 61 Cement Manufacturing 65 Express Rail Link 68 Property Development & Sustainable Design 85 Hotels & Resorts 87 Carbon Credit Consultancy Services 88 Biodiversity & Nature Conservation Programmes & Collaborations 102 Earth Hour 2011 105 Ongoing Outreach Through Climate Change Week 106 National Geographic Store, Kuala Lumpur 108 The Copenhagen Communiqué on Climate Change...
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...Research Topic: Financial Sustainable Development of Higher Education Institutions in Developing Countries I. Introduction Education is an economically and socially productive investment and in the majority of the both industrialised and developing countries, it is funded mainly by the government (Psacharopoulos, 1986). The expansion of education received by individuals depends both on their and governments’ fiscal resources (Barr, N., 2008). In recent years, however, the world financial-economic crises and adverse macroeconomic conditions have reduced most government’s ability to continue expanding quantity of educational institutions, improving quality of education and widening access, all subject to a fiscal constraint. At the same time, the potential contributions of students and their families are limited by the current financial arrangements (Albrecht & Ziderman, 1995). The result is underinvestment in education, particularly in higher education. However, more investment in human capital will lead to higher economic growth rates and that the rates of return on these investments for both government and private individuals would be very profitable (Steyn and Villiers, 2006). Most empirical studies by several researchers, such as Barr, N. (2008); Johnstone, B. & Marcucci, P. (2010); Psacharpoulos, G. & Partinos, H. A. (2004); and Sam, M. (2011) reveal that higher education has expended significantly in the last quarter century in most of the developing countries...
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...50 major countries This classification is distinguishes between PESTEL mainly contains following points : Political factors Economic factors Social factors Technological factors Environmental factors Legal factors FEATURES OF PESTEL ANALYSIS OF MALAYSIA Get trend and forecast of real GDP growth rate of Malaysia. Get trend of consumption expenditure in percentage of GDP in Malaysia. Research and development factors of Malaysia. Technological factors of Malaysia. Get trend of growth of population rate in Malaysia. Get trend of unemployment rate in Malaysia. Get trend of savings and consumption as well as investment and expenditure in percentage in GDP of Malaysia. BENEFITS OF PESTEL ANALYSIS IN MALAYSIA Political section on Malaysia provides get the information about the whole political system governors indicators and all key figures in the country. From economic section we get all outlines of the economics stories of the country and is provides balanced between assessments on core macro economical issues. In social section of Malaysia country it enables understanding of consumer demographics by the income distribution, rural market and urban market segmentation health care and education scenario in country. Technological section provides all strategies information...
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...INVESTMENT BANKS IN KENYA | NICHOLAS KIPYEGOMEN CHEPKOIWO | FACTORS AFFECTING THE DEVELOPMENT OF EMERGING CAPITAL MARKETS. THE CASE OF NAIROBI STOCK EXCHANGE | KIPKURUI KIMOSOP | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA | OMENDA CHRISTOPHER ODHIAMBO | EFFECT OF STOCK SPLITS ON STOCK LIQUIDITY OF COMPANIES QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF PENSION FUNDS IN KENYA | MARGARET W. GICHANE | ADOPTION OF SOCIAL MARKETING CONCEPT BY PRIVATE HOSPITALS IN NAIROBI. | SHIUNDU OGUNJA MIRRIAM | CHALLENGES OF EMPLOYEE EMPOWERMENT...
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...Industrial Marketing Management 43 (2014) 67–76 Contents lists available at ScienceDirect Industrial Marketing Management The establishment of industrial branding through dyadic logistics partnership success (LPS): The case of the Malaysian automotive and logistics industry Nor Aida Abdul Rahman a,⁎, T.C. Melewar b,1, Amir M. Sharif c a b c Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL MIAT), Lot 2891, Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia The Business School, Middlesex University London, The Burroughs, Hendon, London NW4 4BT, United Kingdom Brunel Business school, Brunel University, Uxbridge, Middlesex, UB8 3PH, United Kingdom a r t i c l e i n f o a b s t r a c t Logistics partnerships across dyadic and triadic relationship networks have been the basis of extensive research in the extant literature. It is well understood that competitive advantage within logistics and distribution and within supply chains are driven by value-adding aspects of not only the core competencies of each tier in the network, but also via tangential supporting factors. It is also well understood that there is a strong relationship between logistics and distribution and marketing functions, particularly in product-based organisations. In addition to deepening our understanding of how successful partnerships throughout the source– make–deliver continuum can be optimised, this research also seeks to identify how a supporting element...
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...Giving life to thought Sri Lanka Telecom PLC Annual Report 2014 Welcome to Sri Lanka Telecom PLC Annual Report 2014 Our Vision All Sri Lankans seamlessly connected with world-class information, communication and entertainment services. Our Mission Your trusted and proven partner for innovative and exciting communication experiences delivered with passion, quality and commitment. Contents SLT at a glance 02 SLT’s year at a glance 05 About this report 07 Letter from the Group Chairman 08 Letter from the Group Chief Executive Officer 10 Board of Directors 12 Leadership team 18 Corporate governance 23 Risk management 34 Management discussion and analysis 38 Financial reports Annual Report of the Board of Directors on the affairs of the Company 86 Statement of Directors in relation to their responsibility for the preparation of financial statements 93 Audit committee report 94 Independent auditors’ report 97 Statement of profit or loss and other comprehensive income 98 Statement of financial position 99 Statement of changes in equity - Group 100 Statement of changes in equity - Company 101 Statement of cash flows 102 Notes to the financial statements 103 Ten year progress - Group 150 Value added statement 151 Investor relations 152 Portfolio of lands 154 Milestones 157 GRI index 158 Abbreviations 161 Notice of meeting 162 Form of proxy Enclosed Corporate information Inner back cover Sri Lanka Telecom...
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