Thesis (Ph. D.)--University of Hong Kong, 1985.

Thesis (M. Sc.)--University of Hong Kong, 1978.

Thesis (M. Sc.)--University of Hong Kong, 1979.

published_or_final_version / Economics / Master / Master of Social Sciences

Thesis (M.B.A.)--University of Hong Kong, 1991.

by Tang Man-lung, Chow Wai-yiu. / Bibliography: leaves 108-109 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1982

by Teresa Pek-yun Wong. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: leaves 52-54. / Chapter I. --- INTRODUCTION --- p.1 / General Overview --- p.2 / Problems Facing the Electronics Industry --- p.5 / Statement of Problem --- p.6 / Research Methodology --- p.7 / Chapter II. --- AN OVERVIEW OF EACH SECTOR --- p.9 / Audio Visual Industry --- p.9 / Computer Industry --- p.11 / Communication Equipments Industry --- p.12 / Electronic Toys Industry --- p.13 / Electronic Household Appliances --- p.14 / Chapter III. --- PRODUCTION --- p.16 / Audio Visual Industry --- p.16 / Computer Industry --- p.17 / Communication Equipments Industry --- p.17 / Electronic Toys Industry --- p.18 / Electronic Household Appliances --- p.18 / Chapter IV. --- BARRIER TO ENTRY --- p.19 / Capital Requirement --- p.19 / Audio Visual Industry --- p.20 / Computer Industry --- p.21 / Communication Equipments Industry --- p.21 / Electronic Toys Industry --- p.22 / Electronic Household Appliances --- p.22 / Government Regulations --- p.23 / Product Differentiation --- p.24 / Audio Visual Industry --- p.24 / Computer Industry --- p.24 / Communication Equipments Industry --- p.25 / Electronic Toys Industry --- p.25 / Electronic Household Appliances --- p.26 / Switching Cost --- p.26 / Economies of Scale --- p.27 / Chapter V. --- COMPETITION --- p.28 / Audio Visual Industry --- p.28 / Computer Industry --- p.29 / Communication Equipments Industry --- p.29 / Electronic Toys Industry --- p.29 / Electronic Household Appliances --- p.30 / Chapter VI. --- PROFIT MARGIN --- p.31 / Audio Visual Industry --- p.31 / Computer Industry --- p.32 / Communication Equipments Industry --- p.32 / Electronic Toys Industry --- p.33 / Electronic Household Appliances --- p.33 / Chapter VII. --- FUTURE TREND OF INDIVIDUAL INDUSTRY --- p.34 / Audio Visual Industry --- p.34 / Computer Industry --- p.35 / Communication Equipments Industry --- p.36 / Electronic Toys Industry --- p.36 / Electronic Household Appliances --- p.37 / Chapter VIII. --- PROBLEMS FACING INDIVIDUAL SECTORS OF THE ELECTRONICS INDUSTRY --- p.38 / Audio Visual Industry --- p.38 / Computer Industry --- p.39 / Communication Equipments Industry --- p.40 / Electronic Toys Industry --- p.40 / Electronic Household Appliances --- p.41 / Chapter IX. --- DISCUSSION --- p.42 / APPENDIX --- p.45 / BIBLIOGRAPHY --- p.52

This portfolio is concerned with ascertaining the factors which are most important in determining employee turnover of high performing employees in the Electronics industry in Thailand. / Paper One represents the Literature Review on employee turnover. As would be expected, most of the literature is from Western sources and concerns studies undertaken in the West, especially in the USA. There are relatively few studies which are concerned with employee turnover in Thailand. It is interesting to note that virtually all past studies, wherever they have been located, have been concerned with employee turnover as a general phenomenon. No studies were able to be identified, which specifically examined the turnover of identified high performers. / In Paper Two, a case study is presented of the turnover of high performing employees in one Electronics company in Thailand. This is a qualitative research study. Fifty high performing employees, who had left the company over the previous period of five years (1999-2003), for the purposes of this study, were identified and were able to be contacted by telephone for telephone interviews based on a research framework or model of the turnover of high performing employees. In this model, a number of variable likely to singly or jointly cause employee turnover were identified. As indicated, these former high performing employees were interviewed by telephone interviews and their responses tested against the model's components. The results of the information obtained from these interviews were then analysed, summarised and presented in three staffing categories, managerial staff, technical staff and supporting staff. Various measures are then presented as recommendations which could lead to lower turnover levels of performing employees. / Paper Three then performs a further qualitative analysis study of a group of senior managers from the industry, CEOs and Personnel or HR Directors/Managers to test their reactions to the established model and if necessary, to further modify the model, taking these views of senior managers into account. As a result of these interviews, a number of changes were made to the turnover model, even though most of these changes represented 'fine tuning' of the model rather than fundamental disagreements or changes required to the model. The model is seen as relevant especially to the Electronics industry in Thailand but may also serve as an investigatory model for investigating the turnover of high performing employees, in other Thai companies and industries and even possibly for companies and industries located outside Thailand. It represents a substantial study for, as indicated, no other study of the turnover of high performing employees has been identified from the literature. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Outsourcing (defined as having a third-party service provider perform an activity which otherwise would have been performed in-house (Fitz-enz 2000) has become a popular tactic. Functional outsourcing, including HR outsourcing, has been embraced by some companies and seriously considered by others. Advocates of outsourcing have recommended that if companies aspire to be globally competitive, they must practice outsourcing and buy services and supplies from the source that gives them the best value for money (Kotler 1997, ed. Gibson 1997). Although there are risks and downsides involved, the trend of outsourcing appears to be on the rise, especially in the US. / On the other hand, some management authorities, such as Pfeffer (1998), Gratton (2000) and Katzenbach (2000), are convinced that people should be at the heart of a company's strategy, and that people practices have an impact on organizational performance. They are concerned about the adverse effects of short-term management tactics such as outsourcing. They comment that there are often gaps between management rhetoric of valuing people as the most important asset and reality, when management tactics result in the laying-off of large numbers of people. Some see outsourcing, with its consequential downsizing of the organization, as contradicting fundamental values of staff loyalty, employee morale, continuous learning and development of competencies. They also argue that it undermines the employer-employee contract and therefore does not contribute to enhancing human capital in an organization. / Literature has suggested that the factors influencing HR outsourcing are type of role, type of organization, type of CEO, type of HR manager, availability and quality of service provider and HR leadership. Companies which are more likely to participate in HR outsourcing are those with headquarters in the US or in Europe, with developed HR processes, a young CEO and/or an established HR manager operating at a high level within the organization willing to lead HR outsourcing. This has formed the basis of the research questions. / The research tested a theoretical framework, which predicted that HR outsourcing was undertaken to improve the performance and ROI of human capital, and those companies which outsourced HR roles (using Ulrich's model of HR roles) were attempting to achieve this. The research addressed whether this framework was applicable to Singapore. What roles would Singapore companies outsource? What were their stated reasons for outsourcing? How was outsourcing undertaken? Was the experience of HR outsourcing in Singapore MNCs similar to that in the US? Were the arguments for outsourcing similar? Were there service providers who could create a seamless partnership with the companies? / Thesis (PhDManagement)--University of South Australia, 2002.

This portfolio is concerned with ascertaining the factors which are most important in determining employee turnover of high performing employees in the Electronics industry in Thailand. / Paper One represents the Literature Review on employee turnover. As would be expected, most of the literature is from Western sources and concerns studies undertaken in the West, especially in the USA. There are relatively few studies which are concerned with employee turnover in Thailand. It is interesting to note that virtually all past studies, wherever they have been located, have been concerned with employee turnover as a general phenomenon. No studies were able to be identified, which specifically examined the turnover of identified high performers. / In Paper Two, a case study is presented of the turnover of high performing employees in one Electronics company in Thailand. This is a qualitative research study. Fifty high performing employees, who had left the company over the previous period of five years (1999-2003), for the purposes of this study, were identified and were able to be contacted by telephone for telephone interviews based on a research framework or model of the turnover of high performing employees. In this model, a number of variable likely to singly or jointly cause employee turnover were identified. As indicated, these former high performing employees were interviewed by telephone interviews and their responses tested against the model's components. The results of the information obtained from these interviews were then analysed, summarised and presented in three staffing categories, managerial staff, technical staff and supporting staff. Various measures are then presented as recommendations which could lead to lower turnover levels of performing employees. / Paper Three then performs a further qualitative analysis study of a group of senior managers from the industry, CEOs and Personnel or HR Directors/Managers to test their reactions to the established model and if necessary, to further modify the model, taking these views of senior managers into account. As a result of these interviews, a number of changes were made to the turnover model, even though most of these changes represented 'fine tuning' of the model rather than fundamental disagreements or changes required to the model. The model is seen as relevant especially to the Electronics industry in Thailand but may also serve as an investigatory model for investigating the turnover of high performing employees, in other Thai companies and industries and even possibly for companies and industries located outside Thailand. It represents a substantial study for, as indicated, no other study of the turnover of high performing employees has been identified from the literature. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.