Suchergebnisse

A soft Brexit scenario will include an implementation period from the day the UK formally leaves the EU to 31 December 2020. During the implementation period, the UK will continue to be functionally treated as an EU member state and remain a party to EU international agreement. Associated with the ASEAN single market, should be considered the readiness of Indonesian regulations and legislations that in sectorial concerns at least three aforementioned legal instruments to be harmonized with the laws of the ASEAN countries. Important findings were shown by the research from the perspectives of business law, especially, capital investment law, intellectual property and international trade law that Brexit has significant impact for the EU itself, Indonesia and also AEC.

This study addresses the two-fold question of whether the integration-liberalization process of ASEAN is headed towards the creation of a single production base region, and how ASEAN links with other trade blocks. It looks into the degree of intra-ASEAN and extra-ASEAN vertical integration vis-à-vis North America, East Asia, and the European Union through the measurement of value-added creation-absorption in global value chains (GVC) and by locating ASEAN within vertical structures. The study employs an international input-output database and breaks up gross exports into different components of value-added using data from 1997, 2004, and 2012. ASEAN has made significant gains in integrating with East Asia. However, ASEAN as a single production region has gained little, and even lost share in value-added trade with NAFTA and Europe. The truth is that ASEAN has a stronger role across the GVC as a supplier of intermediate goods (33%) than as a supplier of final goods (30%). Vertical structures represent more than 43% of ASEAN gross exports, but it still depends on foreign parts and components (35%) to produce its exports. It may be argued that ASEAN + 6, which entails a wider scope of integration, might offer larger benefits to the ASEAN project.

This paper examines the recruitment and retention activities implemented by worker unionsin companies. With the purpose of revealing the process of recruitment and retention of members, qualitative method with case study approach was employed to the Pengurus Unit Kerja (PUK) under Federasi Serikat Pekerja Tekstil, Sandang, Kulit Serikat Pekerja Seluruh Indonesia (FSP TSK SPSI) in Surabaya.This paper reveals practices of recruitment and retention done by leader of PUKs and employers' attitude perceived by the leader of PUKs and other affecting factor of PUKs relevant to recruitment and retention activities. This paper benefits for the other subsequent relevant researches as diverse findings concerning methods, environment, and resulting in recruiting and retenting done by leaders of PUKs. This will also help union leaders, employer, employee relations researchers, and government in doing their activities pertinent to the relevant roles and duties. Moreover, the implementation of recruitment and retention process in PUKs is valuable for the development of the discipline of human resource management.