IOSR-JBM   Volume-10 ~ Issue-4 ~ May-Jun-2013

Paper Type	:	Research Paper
Title	:	The Management of the Village Fund Allocation as an Instrument towards Economic Independence Village (Case Studies in 2 villages in Siak Regency, Province Riau)
Country	:	Indonesia
Authors	:	Fauzi Asni, Maryunani, Sasongko, Dwi Budi
	:	10.9790/487X-1040109

Abstract: National and regional development is inseparable part of village development activities, given the concentration of population is still dominant in the village; considering the concentration of the population still dominant located in the village, so that the village is the power base of the social economic and political need to get serious attention from the government. Construction of the village is realized in one of the forms of allocation of funds for the village. The allocation of funds village is funds given to the village of financial equalization funds of the central government and regions. This research was carried out in Siak Regenciy, Riau Province, Indonesia with two villages selected the village of Rawang White Water Bay and the villages of Siak District Merbau Dayun Subdistrict. This type of research was designed using the format verification and qualitative design approach of phenomenology (Burhan Bungin, 2007). The process of implementation of the program the allocation of funds for the village is divided into four main lines: The Process of Allocation Planning of Village funds, The process of the Allocation Management of Funds Village, The Process of Administering the Program ADD, The Process of Reporting Allocation Program of Funds Village.

[1]. Anonymous. UU No. 32 tahun 2004 tentang Pemerintahan Daerah, Departemen Dalam Negeri Republik Indonesia, Jakarta.
[2]. Anonymous. UU No. 33 tahun 2004 tentang Perimbangan Keuangan antara Pusat dan Daerah, Departemen Dalam Negeri Republik Indonesia, Jakarta.
[3]. Anonymous. PP No. 72 tahun 2005 tentang Desa, Departemen Dalam Negeri Republik Indonesia, Jakarta.
[4]. Anonymous. 2006. Urgensi dan Relevansi ADD Dalam Konteks Pengembagan Kapasitas Desa di Tuban Dalam Mengelola Pemerintahan dan Pembangunan. FPPD: Jakarta. Dipublikasikan.
[5]. Mankiw, N. Gregory, (1999). Teori Makro Ekonomi, Edisi Keempat. Erlangga: Jakarta.
[6]. Mardiasmo. 2002b.Otonomi dan Manajemen Keuangan Daerah: Serial Otonomi Daerah. Penerbit ANDI Yogjakarta: Yogjakarta.
[7]. Phillips, Kerk. L., dan Garry Woller. 1997.Does Fiscal Decentralization Lead to Economic Growth?, Working Paper, Number 97-7, September, 1-13
[8]. Sutopo, Hery. 2005. Kesiapan Aparatur Pemerintah DesaDalam PelaksanaanOtonomi DaerahDi Desa Karangsambung Kecamatan Kalibawang, Kabupaten Wonosobo. Unness: Semarang. Dipublikasikan.
[9]. Thubany, Syamsul Hadi, Muhimuddin, Ismail Amir. 2006. Desentralisasi Keuangan; Pandang Kebijakan Pemda Kepada Masyarakat Desa. Bina Swagiri-FITRA Tuban. Nuansa Aksara: Yogyakarta.
[10]. Tjokroamidjojo, Bintoro, 2000, Good Governance (Paradigma Baru ManajemenPembangunan), UI Press, Jakarta.

Paper Type	:	Research Paper
Title	:	The Role Of Non Market Capability Moderation In The Relationship Between Environment, Strategies, And Performance: A Study On "Pdam" (Water Supplier Companies) In Sulawesi
Country	:	Indonesia
Authors	:	Mursalim
	:	10.9790/487X-1041016

Abstract: This study aims to: 1) explain the influence of government involvement and resources on the efficiency and performance of Water Supplier Companies; 2) explain the role of non market capability moderation in the relationship between environment, strategies, and the performance of Water Supplier Companies. The data were collected by using a survey on 60 Water Supplier Companies in Sulawesi. From those companies, 54 gave consent to participate in this study, but only 50 questionnaires can be analysed by using PLS. This reserach reveals that: 1) financial support from the local government was on time, and the water production capacity and distribution wereon optimal level; 2) the financial supportwas strengthened by the ability of the Water Supplier Companies to communicate with local government; and 3) the availability of resources - including pipe networks, machines, and pumps – suited the necessity.

Keywords: Government involvement, Resources, Non market capability, Efficiency, and Performance.

[1] Gavrea ,Corina, Ilieş, Liviu and stegerean, Roxana. 2011. Determinants of organizational performance: the case of romania, Management & Marketing Challenges for the Knowledge Society Vol. 6, No. 2, pp. 285-300.

[2] Mavondo, Felix dan Farrel, Mark. 2003. Cultural Orientation; Its relationships with Market Orientation, Innovation and Organizational Performance. Management Decision. 41/3 pp 241 – 249.

[3] Tian, G. 2001. Government Shareholding and the Value of China's Modern Firm. Working Paper.

[4] Chen, Xuan, Weide Chun dan Xiaoning Zhu. 2005.Government Controlling and Firm Performance: An Empirical Study on China's Listed Companies. Chinese Business Review. Vol 4 No.7.

[5] Sun, Q dan W. Tong. 2003. China Share Issue Privatization: The Extent of Its Success. Journal of Financial Economics. Vol. 70 (2) p 183 – 222.

[6] Vong, Anna P. I. and Lin, Y.J. 2005. Ownership Structure and Corporate Performance of China's Privatized Enterprises. University of Macau. Source: umir.umac.mo/.../3971_0_TConference2008.

[7] Baron, David P. 2003. Business and Its Environment. Fourth Edition. Prentice Hall. USA.

[8] Hillman, A., Schuler, D., and Keim, G. 2004. Corporate political activity: A review and research agenda. Journal of Management30: 837–857.

[9] William P. Wan. 2005. Country resource environments, firm capabilities, and corporate diversification strategies. Journal of Management Studies 42: 1.

[10] Li, Haiyang. 2001. How does new venture strategy matter in the environment–performance relationship? The journal of high technology management research 12 (2001) 183–204.

Paper Type	:	Research Paper
Title	:	Human Resource Management in Hospitality Multinational Enterprises: An Empirical Analysis
Country	:	India
Authors	:	Dr. Mohinder Chand
	:	10.9790/487X-1041728

Abstract: The increasing liberalisation, privatisation and globalisation (LPG) combined with an ever increasing shortage of professional manpower and advances in technology has resulted in large scale changes to human resource management practices throughout the world and Asia-Pacific region firms are unlikely to be immune from these challenges. An exploratory study was conducted with hospitality multinational enterprises (MNEs), based in India to assess their human resource management practices and comparing these practices with foreign multinational enterprises (MNEs) operating in India. A key aim of the study was to establish if the human resource management practices of MNEs that operate in the important hospitality industry, are aligned with global practices. Using data collected from hospitality multinational enterprises located in India, we compare the two groups on specific HRM practices. The aim is to show how HRM practices of Indian MNEs differ from those of foreign MNEs and examine the extent and the way these HRM practices reflect firm specific factors such as nationality, age (years), number of employees and industry sector.
Key words: Human Resource Management, India, Multinational Enterprises, Hospitality industry.

[1]. Birkinshaw, J. M.; Hood, N. and Jonsson, S. (1998) Building firm-specific advantages in multinational corporations: The role of subsidiary initiative, Strategic Management Journal, 19, 221-241.
[2]. Bjorkman, I. (2004) Transfer of HRM to MNC affiliates in Asia Pacific. In P. Budhwar (Ed.) Managing Human Resources in Asia-Pacific. London: Routledge.
[3]. Bjorkman, I., Budhwar, P., Smale, A., & Sumelius, J. (2008). Human resource management in foreign owned subsidiaries: China versus India. International Journal of Human Resource Management, 19(5), 964–978.
[4]. Björkman, I., Fey, C.F., & P ark, H. J. (2007). Institutional theory and MNC subsidiariy HRM practices: evidence from a three-country study. Journal of International Business Studies, 38: 430-446.
[5]. Brewster, C. (2006). Comparing HRM policies and practices across international borders. In G. Stahl & I. Björkman (eds), Handbook of international human resource management (pp. 68-90). Cheltenham, UK: Edward Elgar Fenton-O‟Creevy, M., Gooderman, P., & Ohldnordbaug, O. (2008). Human resource management in US subsidiaries in Europe and Australia, Journal of International Business Studies, 39: 151-166.
[6]. Brewster, C., Tregaskis, O., Hegewisch, A. and Mayne, L. (2000). "Comparative Research in Human Resource Management: A Review and an Example." In Brewster, C., Mayrhofer, W., and Morley, M. (eds.), New Challenges for European Human Resource Managemen. London: Macmillan, pp. 324–48.
[7]. Buckley, P. J. and Casson, M. C. (1976). The Future of the Multinational Enterprise.London: Macmillan.
[8]. Budhwar P.S. and Sparrow P.R.(2002) An integrative framework for understanding cross-national human resource management practices, Human Resource Management Review ,12,PP. 377–403.
[9]. Budhwar, P. (2004) Introduction: HRM in the Asia-Pacific Context. In P. Budhwar (Ed.) Managing Human Resources in Asia-Pacific. London: Routledge, 1-15.
[10]. Budhwar, P., & Khatri, N. (2001). Comparative human resource management in Britain and India: an empirical study. International Journal of Human Resource Management, 13(5), 800–826.