The Management of Human Resources in Malaysia: Locally-owned Companies and Multinational Companies

Rowley, Chris; Abdul-Rahman, Saaidah

doi:10.5771/0935-9915-2007-4-427

Cited by 24 publications

(25 citation statements)

References 54 publications

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“…In other words, they concentrate more on developing, changing and maintaining their internal practices, to enhance effectiveness, rather than putting in the effort to link the internal activities to the firm's strategic necessities. This is consistent with Rowley and Saaidah's (2007) findings which noted that the management of people in Malaysian locally owned companies had not shifted far from the "personnel" management approach towards the "human resource" management approach. According to Kaplan (1992), incorporating business perspectives is equally important for building the internal capability's effectiveness.…”

Section: Discussion Implications and Future Research Directionssupporting

confidence: 90%

Unveiling the Incidence of Interfirm Collaboration: Evidence from Research and Development Companies in Malaysia

Adnan

Johari

Abdullah

et al. 2017

GADJAH MADA INT. J. BUS.

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Nowadays, interfirm collaboration has become an increasingly popular strategy among many organizations in various industries, in order to remain competitive. Based on the contingency theory, this paper examines the moderating effect of interfirm collaboration on the relationship between Human Resource Management (HRM) practices and organizational performance. Interfirm collaboration refers to the collaboration strategies undertaken by R&D companies, with other companies in similar or diverse functional areas, including R&D, marketing, or manufacturing, to enhance performance. Using data from 64 R&D companies, the hierarchical regression analyses showed that only collaboration in R&D and functional collaboration in manufacturing significantly moderated the relationship between HRM practices and organizational performance. Overall, the results provided partial support in the domain of the contingency theory. These results, however, are limited by the small sample size, which might have produced non-significant findings. Therefore, the generalization should be taken cautiously. Future research with a larger sample size is needed to confirm the findings.

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Section: Discussion Implications and Future Research Directionssupporting

confidence: 90%

Unveiling the Incidence of Interfirm Collaboration: Evidence from Research and Development Companies in Malaysia

Adnan

Johari

Abdullah

et al. 2017

GADJAH MADA INT. J. BUS.

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“…Gringore, 2008;Bau & Dowling, 2007;Ukenna et al, 2010;Daud, 2006;Hemdi, 2005;Osman, Ho, & Galang, 2011b;Othman, 2009;Othman et al, 2001;Rowley & Abdul-Rahman, 2007). There is dearth of research on HRM-SMEs relationship, most especially in the context of Nigeria (Ojukuku, 2012).…”

Section: Hpws-smes Performance Nexus In the Context Of Smesmentioning

confidence: 99%

Filling up the HRM ‘Black Box’; do creativity and management philosophy matter?

Ismail¹,

Majid²,

Joarder³

2017

10.5267/j.msl

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Although mediating variables are of importance in the HPWS-Performance nexus, identification of the fitting intervening variable(s) that mediates between the nexuses is a crucial issue, and the number of the mediating variable(s) which would unravel the so called "black box" remains unresolved and the most burning theoretical and empirical challenge in the Strategic HRM research field. Likewise, moderating variables do have impacts on the HPWS-Performance nexus since the context within which firm operates and the strategic orientations of firms have bearing on the application of HR practices and its effect on the firm's performance. Given this, this work proposed a model which is theorized based on the far-reaching survey of the extant literature. The model theorizes the mediating role of employee creativity and potential moderating role of management philosophy in the HPWS-performance nexus via extensive theoretical and logical argument and exposition. Also, as established by the extant research, HPWS measurement in the context of SME should be employee-oriented, therefore, this work measured HPWS with eight employee-oriented HR architectures, and performance is measured with financial and nonfinancial performance, for being a widespread adopted measurement in many fields of study.

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“…The adoption and development of HRM in Malaysian corporate sector has been slow as compared with multinational companies (MNCs) operating in Malaysia (Chiah-Law et al, 2003). This statement is ascertained by Rowley and Abdul Rahman (2007). Rowley and Abdul Rahman (2007) in their study compared the adoption of HR practices of a Malaysian Organisation with a MNC operating in Malaysia.…”

Section: Introductionmentioning

confidence: 99%

“…This statement is ascertained by Rowley and Abdul Rahman (2007). Rowley and Abdul Rahman (2007) in their study compared the adoption of HR practices of a Malaysian Organisation with a MNC operating in Malaysia. The study reported that locally owned Malaysian organisations do not place a great importance on HR practices as compared with MNCs.…”

Section: Introductionmentioning

confidence: 99%

Are Human Resource Departments Really Important? An Empirical Study on Malaysian Small and Medium Enterprises (SMEs) in the Service Sector

Osman¹,

Cf²,

Galang³

2011

IJBM

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The intention of this study is to examine the significant differences in terms of employees' job satisfaction and firms' performance for Malaysian SMEs that has their own Human Resource (HR) department against organisations who doesn't have their own HR department. Besides that, this study provides more insight towards Malaysia's Human Resource Management practices based on 43 SMEs in the service sector. FindingsThe finding of the study reveals that there are significant differences between organisations with HR department and organisations without HR department in terms of employees' training and development, performance appraisal, employee relations and communication and also in terms of employees' job satisfaction.Methodology: SPSS, Sample 43, Self-administered questionnaire.

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The Management of Human Resources in Malaysia: Locally-owned Companies and Multinational Companies

Cited by 24 publications

References 54 publications

Unveiling the Incidence of Interfirm Collaboration: Evidence from Research and Development Companies in Malaysia

Unveiling the Incidence of Interfirm Collaboration: Evidence from Research and Development Companies in Malaysia

Filling up the HRM ‘Black Box’; do creativity and management philosophy matter?

Are Human Resource Departments Really Important? An Empirical Study on Malaysian Small and Medium Enterprises (SMEs) in the Service Sector

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