The Transition From Personnel Administration To Strategic Human Resource Management Practices In Large Indonesian Companies

The case companies were very involved in day-to-day human resource activities and they did not indicate an awareness of their transitional movements towards strategic human resource management Additionally, the adaptive quality central to the complex adaptive system schema was unrecognised. To some extent, the latent nature of the modified complex adaptive system meant that the companies could not formally include adaptation into their strategies and procedures. A future research agenda was established to broaden the research by positivist study. It also suggested a focused study from the manager perspective. Finally, the human resource management context in Indonesia would benefit from a deep penetrating research into the areas connected to the productivity cycle. These are performance, reward, and training and development In particular, those organisations that were in transition towards strategic human resource management applied a competency framework.