Purpose The purpose of this paper is to examine the multidimensionality of total productive maintenance (TPM) and its relationship with manufacturing performance improvement in the Malaysian manufacturing sector. Specifically, this study evaluates the contribution of each TPM success factors in improving manufacturing performance. Design/methodology/approach Data from 89 employees who participated in the survey were used to test the proposed research framework. A structured questionnaire adopted from Ahuja and Khamba (2006) was used to assess the Malaysian context. Findings The analytical results reveal that traditional maintenance initiatives and TPM implementation initiatives significantly affect manufacturing performance, but not top management leadership and maintenance organisation. Top management roles and commitment are critical in the early stage to determine the master plan and initiate the implementation of the whole programme. However, traditional maintenance and TPM implementation initiatives gradually enable engagement, proper planning, right execution and continuous improvement, ultimately improving the manufacturing performance indicators significantly. The findings further unveil that TPM is not sustainable in Malaysia’s manufacturing organisations in the long run. Practical implications This analysis is vital for senior managers of manufacturing organisations that have implemented TPM or are considering introducing TPM in their organisations. Originality/value This study contributes to the literature by examining beyond the introduction and stabilisation phase of TPM to provide an insight of whether TPM is sustainable in the long run.

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PurposeDrawing on the Ability–Motivation–Opportunity (AMO) theory, this study aims to test the effect of green human resource management (G-HRM) on green organizational citizenship behavior (G-OCB) taking into consideration green culture as the mediator and green values as the moderator.Design/methodology/approachValid data from 240 entities collected in Taiwan were analyzed to test the five hypotheses. The valid data were analyzed using confirmatory factor model, correlation analysis, structural equation modeling and bootstrapping analysis.FindingsThe results for all relationships show significant associations. G-HRM is significantly associated with G-OCB and green culture, while green culture is significantly related to G-OCB. The mediating effect of green culture on the G-HRM-G-OCB relationship is significant. The moderating effect of green values on the green culture–G-OCB relationship is significant.Originality/valueThe originality of this study lies in being one of the first study in an advanced emerging economy utilizing the AMO theory.

Previous research indicates that procedural justice in promotion decisions has affected employees' organizational commitment, intent to leave and career satisfaction. The purpose of this study was to examine the effect of procedural justice in promotion decisions on managers' commitment, specifically organizational commitment, intent to leave, career satisfaction and job performance in multinational companies in Malaysia. Data were obtained from a sample of managers with more than 10 years of service in the organization through in-depth interviews. The findings show that perceived procedural injustice in promotion decisions have an unfavourable impact on employee commitment, job performance and career satisfaction. The intent to leave is also higher, especially among young managerial staff.

Purpose – The purpose of this paper is to examine organizational learning (OL) capability as a mediator of the relationship between human resource management (HRM) and performance of Malaysian small and medium enterprises (SMEs). Design/methodology/approach – A cross-sectional design was adopted, where data were collected from a sample of 286 manufacturing and service SMEs, utilizing a survey questionnaire. Hypotheses were tested using structural equation modeling. Findings – Results from a two-stage structural equation modeling analysis suggest that the use of human-capital enhancing HR practices strengthen SMEs’ learning capability. Furthermore, SMEs’ learning capability mediates the effect of the HR practices on firm performance. Research limitations/implications – It uses a cross-sectional design which has prevented the examination of cause and effect relationship between two constructs. It also did not include large organizations in the sample population. It also did not consider other SME contextual variables which may otherwise exert significant impact on OL capability, or moderate the relationship between the constructs under study. Practical implications – A profound understanding of HR practices’ holistic effect on performances would assist organizations to implement strategies to sustain competitive advantage. Company capabilities embedded in employee behavior are less likely to be inimitable and organizations could effectively nurture the needed employee capabilities to achieve the desired performance outcomes. Originality/value – The study advances knowledge on HRM among SMEs by proposing that decisions on selection of HR practices can be guided by the objective of developing the OL capability of the firm.

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PurposeThe aim of this article is to gain insight into some of the human capital development (HCD) policies that enhance employee satisfaction. A salient focus of the study is to assess whether employees in globalised foreign‐owned MNCs are likely to be more satisfied with the HCD policies than with the practices employed by locally owned MNCs.Design/methodology/approachSpecifically, four MNCs in the chemical industry, which were selected based on equity ownership, were analysed to ascertain whether employees in these MNCs in Malaysia are satisfied with the HCD policies by providing an account of the satisfaction level of the employees with the HCD policies in these four Malaysian MNCs.FindingsA main conclusion from the findings of this research is that respondents in European MNCs are generally more satisfied than respondents in Asian‐owned MNCs with the HCD policies of the company. On the whole, European MNCs place more importance in HCD but it cannot be concluded that foreign‐owned MNCs have better HCD policies and hence higher employee satisfaction with the HCD policies compared with locally owned MNCs.Research limitations/implicationsSimilar research could be conducted on a larger sample, incorporating MNCs of different equity ownership, to determine how HCD policies of globalised MNCs affect employee satisfaction. Further research could be extended to different regions and sectors.Practical implicationsIt provides an insight of desirable HCD practices that human capital practitioners could develop to create competitive advantage through their human capital assets.Originality/valueIn addition to identifying the relevant HCD practices, commentary is provided of current knowledge in terms of best HCD practices that could be emulated by local organisations as well as other institutions in the Asia Pacific region.

Purpose The purpose of this paper is to focus on human resource practices contribution to retail SMEs performance through its role in developing organizational learning capability (OLC). Design/methodology/approach A cross-sectional design was adopted, where data were collected from a sample of 214 managers of retail SMEs, utilizing a survey questionnaire. Structural equation modeling was used to test the hypothesized relationships. Findings The results indicate that incentive reward has the strongest significance on firm performance with a stronger influence on economic performance. Performance appraisal has the greatest effect on system perspective, followed by the impact of employee selection on managerial commitment (MC). MC strongly affects firm performance while openness and experimentation influences satisfaction performance. Additionally, OLC fully mediates the relationship between high-performance human resource management (HRM) practices and firm performance. Research limitations/implications It did not include large organizations nor consider other SME contextual variables which may otherwise exert significant impact on OLC. Practical implications A profound understanding of distinctive high-performance HRM practices effect on firm performance and the needed employee capabilities that would assist organizations to implement strategies to attain sustainable competitive advantage. Originality/value The study advances knowledge on HRM practices among SMEs by proposing that distinctive high-performance HRM practices can leverage OLC to enhance firm performance.