Professional Localization—The Development of Papua New Guinean Employees in Australian Tertiary Institutions

Professional Localization—The Development of Papua New Guinean Employees in Australian Tertiary... Professional Localization—The Development of Papua New Guinean Employees in Australian Tertiary Institutions PT. Alan Harrison Kaltim Prima Coal, Indonesia This paper examines two different approaches to the professional development of Papua New Guinean employees of a major mining company. The objective in each case was to enable the replacement of expatriate professionals with Papua New Guineans. The factors that determined the way in which an eventually successful program evolved reflects the complex interaction of cultural, organizational and selection considerations. The lack of an indigenous skill base is equal only to the lack of access to capital as a determinant of socio-economic development in Less Developed Countries (LDC). It is therefore not surprising that a major expectation that LDCs have of foreign-based business organizations is to contribute to the building of an occupational skills base. Also because the cost of indigenous labour is less than expensive expatriate imports, cultivating indigenous skills can be both politically and commercially attractive. (See Harrison (1991) for a report on a specialist technical program designed to meet these objectives.) Prior to 1985 one mining company, which will be the focus of this paper, had operated two programs aimed at providing a source of high http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Asia Pacific Journal of Human Resources Wiley

Professional Localization—The Development of Papua New Guinean Employees in Australian Tertiary Institutions

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Publisher
Wiley
Copyright
1993 Australian Human Resources Institute (AHRI)
ISSN
1038-4111
eISSN
1744-7941
DOI
10.1177/103841119303100211
Publisher site
See Article on Publisher Site

Abstract

Professional Localization—The Development of Papua New Guinean Employees in Australian Tertiary Institutions PT. Alan Harrison Kaltim Prima Coal, Indonesia This paper examines two different approaches to the professional development of Papua New Guinean employees of a major mining company. The objective in each case was to enable the replacement of expatriate professionals with Papua New Guineans. The factors that determined the way in which an eventually successful program evolved reflects the complex interaction of cultural, organizational and selection considerations. The lack of an indigenous skill base is equal only to the lack of access to capital as a determinant of socio-economic development in Less Developed Countries (LDC). It is therefore not surprising that a major expectation that LDCs have of foreign-based business organizations is to contribute to the building of an occupational skills base. Also because the cost of indigenous labour is less than expensive expatriate imports, cultivating indigenous skills can be both politically and commercially attractive. (See Harrison (1991) for a report on a specialist technical program designed to meet these objectives.) Prior to 1985 one mining company, which will be the focus of this paper, had operated two programs aimed at providing a source of high

Journal

Asia Pacific Journal of Human ResourcesWiley

Published: Dec 1, 1993

References

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