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Assignment Letter/Surat Tugas

No. AL/ARCS/220/XII/2016 Date December 2^nd, 2016 Page 1 of 1

Doc.

Type Main Document/Dokumen Utama

Dr.Nila Krisnawati Hidayat, SE., MM

Activity Assignment Penugasan Kegiatan

Director of Academic Research and Community Services Direktur Lembaga Penelitian Akademik dan Pengabdian kepada Masyarakat

In consideration of: Mengingat:

Her appointment as Director of Academic Research and Community Services of Swiss German University under Decree nr.

SK/036/HR/XII/14, dated December 01^st, 2014

Pengangkatannya sebagai Direktur Lembaga Penelitian Akademik dan Pengabdian kepada Masyarakat dengan SK pengangkatan no. SK/036/HR/XII/14, tertanggal 01 Desember 2014

Herewith gives the task to: Dengan ini menugaskan kepada:

Name : Dr.Nila Krisnawati Hidayat, SE., MM.

Position : Head of Research Center Business &

Entrepreneurship Employee ID : 23120453

Name : Dr.Nila Krisnawati Hidayat, SE., MM.

Position : Kepala Pusat Bisnis Riset dan Kewirausahaan

NIK : 23120453

To follow the activity below: Untuk berpartisipasi pada kegiatan berikut ini:

Nr. Activity/Kegiatan Organizer/

Penyelenggara Day & Date/

Hari & Tanggal Venue/

Tempat 1. Presentation of Paper Bangkok Annual Business and

Social Science

Research Conference 2016

03-12-2016 Ambassador Hotel, Bangkok, Thailand

The appointed shall accomplish the task in responsible ways in line

with the related guidelines and other regulations given by SGU. Pihak yang bersangkutan harus melaksanakan tugas dan tanggung jawab sebaik-baiknya, sesuai dengan petunjuk dan peraturan dari SGU.

Assignor/Pemberi Tugas:

Dr.-Ing Evita H. Legowo

Director of Academic Research and Community Services Direktur Lembaga Penelitian dan Pengabdian kepada Masyarakat

D R . N I L A K R I S N AW AT I , D R . R A C H M A N S J A R I E F, R U D Y T O B I N G , M B A .

COMPETITIVENESS DEVELOPMENT OF TOURISM HUMAN RESOURCES FACING THE ASEAN ECONOMIC COMMUNITY (AEC) IN 2015 (A CASE STUDY ON HOTEL HUMAN RESOURCES

IN JAKARTA AND BALI)

Bangkok Annual Business and Social Science Research Conference (BABSRC) 2016

3-4 December 2016 , Ambassador Hotel, Bangkok, Thailand

Organized by :

INTRODUCTION

•  This study was supported by Indonesian Higher Education Government Grant in 2016.

•  The Objective is to assist the government in identifying the potential requirement of the human resources development, particularly in hotel sector facing the AEC. The second objective is to identify f a c t o r ( s ) i n f l u e n c i n g h u m a n r e s o u r c e s competitiveness in hotel sector.

•  The unit observation of this research were the human resources directors/managers of stars hotel in Jakarta and Bali (as potential destination based on the number of tourists visit)

BABSSRC, December 2017 2

(7 good sectors, 5 service sectors)

Agro-based products Air travel

Automotive E-ASEAN Electronics

Fisheries Healthcare

Rubber-based products Textiles & apparels

Tourism

Wood-based products Logistics Services (2013)

The working opportunity in Indonesia’s tourism sector is increasing, with

the growth on this sector shows very positive (8,3% per year) higher than

the global growth (<5%) from 2005-2012.

BRIEF BACKGROUND

Especially for human resources, Indonesia is still at the rank of 61, with

a score of 4.9.

(2015)

BABSSRC, December 2017 4

INDONESIAN TOURIST DESTINANTION BASED ON TOURISTS VISIT (2015)

Source : Statistical Bureau, 2014

Figure 1. Indonesian Destination Based on The Tourists Visit

N umb e r o f V isi to rs p e r mi o

RESEARCH GAP

•  There are many factors that influencing competitiveness of human resources. Chan & Katau (2007) claimed that hotel performance has positive relationship with HR system, however it did not explore the HR competitiveness yet.

•  The organization must apply an effective concept and model to improve their quality products and resources, since it will contribute significantly to their business performance and sustainability. (Cuc, 2009).

•  While, Wang (2013) stated some factors related to technological at Small Medium Enterprises are living condition analysis and evaluation indexes.

•  Those findings did not represent specifically on the HR competitiveness at hotel industry, yet. Therefore, It is necessary to conduct a study to perform the HR competitiveness model as valuable benefit for the hotel.

BABSSRC, December 2017 6

LITERATURE REVIEW

The Role of Human Resources in Tourism

•  The quality of service becomes an important part that must be considered by the each individual including the hospitality workforce.

In the tourism industry, the quality of service is a key indicator that shows the level of his all-professional. (Nandi 2008).

•  It becomes a strong indicator that the practice of human resources is an important parameter influencing the attitude of the staff / employees of the hotel to guests. (Tsaura and Lin, 2004).

•  Especially in service-based organizations, HR role as a key factor in achieving successful performance (Evans et al., 2003).

•  That role, among others, can be achieved through a few things

(Ardahaey & Nabilou, 2012), namely: preparing a standard service

standard to improve satisfaction for guests.

LITERATURE REVIEW

Tourism HR competitiveness hospitality field

•  Altarawneh and Aldehayyat (2011) states that the service industry is an industry that is very significant in absorbing labor, where it takes a special skill of the workers, as well as hard work, commitment and attitude and good behavior, so the role of human resource is very vital in the industry this.

•  The challenge in the development of competitiveness is how to attract recruitment of competent and had the capability to contribute to achieving the company's goals. (Beardwell et al., 2004;

Xiao, 2010).

BABSSRC, December 2017 8

CONCEPTUAL FRAMEWORK

•  Based on detailed survey evidence in 2012, The Organization for Economic Co-operation and Development (OECD) countries also largely agree on the key elements to be considered in a tourism competitiveness assessment (Dupeyras, 2012).

•  The parameter utilized by OECD are including skills,

education and training, labour productivity, tourism

training centres. However, the other parameters

used at the WEF are education, eextent of staff

training and Treatment of customers.

METHODOLOGIES

•  The research is and empirical study used descriptive qualitative. We conducted two times Focus Group Discussion (FGD) and in depth interview with seven HR corporote leaders in Jakarta and Bali.

•  The participants of the FGD were from stars hotels in Jakarta and Bali which alligned with the Indonesia Hotel Human Resources Manager Association (Indonesia-HHRMA).

•  Those activities were conducted in July and August 2016 .

BABSSRC, December 2017 10

THE FGD QUESTIONS

•  The human resources classification

•  The strength and weaknesses of the current human resources

•  The requirements to support the weaknesses and to improve the strengths

•  The HR current challenges facing the AEC

•  The strategy for mulation to increase the

competitiveness facing the AEC

THE FOCUS GROUP DISCUSSION PARTICIPANTS IN JAKARTA AND BALI

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

HR Leaders Government Tourism Education

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

General

Manager HR Leaders Government Tourism Education

Jakarta, July 2016

Bali, August 2016

BABSSRC, December 2017 12

RESEARCH FINDINGS

•  The result shown that beside competency, there are other influencing factors including Emotional Intelligent, local wisdom and education level which influencing HR competitiveness for hotel industry in Jakarta and Bali.

HR Hotel COMPETI- TIVENESS

Compe- tency

Local Wisdom

Emotional Intelligent Education

Level

Figure 4 : HR Competitiveness

Model for Hotel

THE PROPOSED STRATEGIES

The proposed Strategic Human Resource Development in Hospitality may include:

1.  Re-design the training programs and development 2.  Improve the current career development programs 3.  Extending the Competency Certification,

4.  Increase the collaboration with stakeholders such as higher education institutions, government and relevant professional associations such as Hotel Human Resources Manager (HHRMA).

BABSSRC, December 2017 14

FOCUS GROUP DISCUSSION WITH THE TOURISM MINISTRY

ON THE HUMAN RESOURCES COMPETENCY, JUNE 2016

FGD IN JAKARTA AND BALI

Jakarta, July 2016

Bali, August 2016

BABSSRC, December 2017 16

INDEPTH INTERVIEW DI BALI, 5&6 Agustus 2016

Ibu Vira, Alila Group Bapak Webi,

Courtyard, Mariot

CEO Rhadana Group, Rainier H Daulay

Kajian Terhadap Strategi Pengembangan Daya Saing Sumber Daya Manusia Pariwisata Pada Era Masyarakat Ekonomi Asean (Studi Empiris Pada SDM sektor Perhotelan Di Jakarta dan Bali BABSSRC, December 2017 ) 17

IN DEPTH INTERVIEW WITH HR LEADERS

BABSSRC, December 2017 18