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7/29/2019 Human Resource Thesis
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RECRUITMENT/SELECTION AND TRAINING/DEVELOPMENT
PRACTICES: VALUE-ADDED CONTRIBUTION TOWARDS
ORGANIZATIONAL EFFECTIVENESS
ABANG EKHSAN ABANG OTHMAN*
Abstract : The purpose of this paper is to examine the applications of key human
resource management functions of recruitment/selection and training/development and
explore perceptions on their value-added contribution towards organizational
effectiveness in the context of two major Japanese owned multinational electronics
companies in Malaysia. A mixed-methodological approach via case studies and
questionnaire surveys was used for this study. Overall 29 questionnaires from the two
companies were analyzed. In addition, the views of the Executive Director, Head of HR,
line mangers and engineers were sought regarding their role, involvement, policies/
practices and their perceptions on the value-added contributions of HR towards
organizational effectiveness. Analysis of the questionnaire responses and interviews
shows that there are similarities between their practices and the tenets of traditional
Japanese management system (JMS) with some modifications and adaptations to meet
local context. The overall findings indicate that their recruitment/ selection and
training/development practices are influenced by their JMS which encourages specifichuman capital creation through a well elaborated and integrated HRM practices
linking towards organizational goals. Their systematic and effective management of HR
system lead to an especially important source of competitive advantage, hence,
contributing towards organizational effectiveness. Though by no mean to be conclusive,
the result of this study support the notion that higher strategic HRM effectiveness
correlates positively towards organizational effectiveness. This paper provides some
insights and practical implications to HR practitioners and line managers into
approaches to strategic HRM practices as a source of competitive advantage .
IntroductionIn todays increasingly competitive global environment, human resource
management (HRM) has been recognized as a critical dimension of strategic
The author is currently on study leave pursuing his Doctor of Philosophy degree in Human
Resource Management at Hosei University, Japan. This study is part of his doctoral thesis entitled
Strategic HRM practices: perspectives of Malaysian and Japanese parents companies and
subsidiary companies in Malaysia. The author would like to thank Professor Fujimura Hiroyuki
and Associate Professor Hong Kian Sam for their valuable comments and suggestions on earlier
drafts of this paper and the two anonymous companies for providing access and support.* Faculty of Cognitive Sciences and Human Development, Universiti Malaysia Sarawak,
Malaysia
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management (Beer et al., 1984; Tichy, Fombrun and Devana, 1984). Similarly,
the field of HRM has sought to become integrated into the strategic
management process through the emerging discipline referred to as strategic
human resource management (SHRM) (Wright and McMahan, 1992). The
ongoing interest in SHRM reflects the growing awareness that human resources
are the key component that can help an organization become more effective and
achieve a competitive advantage (Becker and Gerhart, 1996). However, a large
question remains unanswered: Does organizations actually put SHRM into real
practice? If they do, what are the practices like and its value-added contribution
towards organizational effectiveness? Interestingly, Armstrong and Long (1994)
noted that there has indeed been plenty of rhetoric about SHRM. Despite theuncertainties, there was a number of interesting and thorough empirical studies
of HRM/SHRM had been carried out which provides some evidence of the way
it is applied within the organizations (Becker and Gerhart, 1996; Dyer and
Reeves, 1995; Huselid et al., 1995; Khatri, 2000; Pfeffer, 1994) and showing
the effectiveness of SHRM practices. However, there is still little understanding
of the mechanisms through which SHRM practices influence organizational
effectiveness.
Retrospectively, prior to the more recent emphasis on and pleas for
SHRM practices, organizational recruitment/selection and training/development
remained relatively unchanged, having evolved into a relatively standardized
approach frequently labeled as traditional (Storey, 2001). According to
Holbeche (2001) recruitment should not be simply a question of filling gaps butshould focus proactively on bringing into organization the skills and experience
which cannot be built from within. Undeniably, effective recruitment/selection
is critical to success of the organization. Similarly, HR teams are often criticized
for developing training/development strategies which do not match business
priorities. The question that needs to be addressed in the context of training/
development strategies is how to ensure that people are trained and developed to
their full potential and maximum effectiveness in line with organizational
strategies and objectives. Notably, organizational effectiveness is influence by
the existence of systematic HR policy and practices. By effectively managing
the key HRM practices of recruitment/selection and training/ development,
organizations should be able to attract and retain qualified employees who are
motivated to perform, hence, will contribute to organizational effectiveness.Against the above background and in examining the evidence of its reality
in practice, the purpose of this paper is to examine the applications of key
human resource management functions of recruitment/selection and training/
development and explore perceptions on their value-added contribution towards
organizational effectiveness in the context of two major Japanese owned
multinational electronics companies in Malaysia. This study adds to existing
knowledge and contributes to overcoming the dearth of empirical research on
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the importance of strategic HRM practices in Malaysia and hopefully, will
provides some insights and practical implications to HR practitioners and line
managers into approaches to strategic HRM practices as a source of competitive
advantage.
Review of Literature
Recruitment/selection and training/developmentRecruitment/selection and training/development represent two of the four key
functions of HRM necessary and critical to support organizational strategies.
From this perspective, strategic recruitment/selection and strategic training/development occurs when practice is aligned with and into the strategic
planning process of the organizations. Hsu and Leat (2000), noted that there
appears to be some general agreement among a number of leading American
and European researchers (e.g. Beer et al., 1984; Bratton, 1994; Brewster and
Bournois, 1991; Guest, 1989a) that, whatever models and perspective on HRM
are used, they believe that both recruitment/selection and training/development
policies and practices should be done strategically and be perceived as integral.
They emphasized that recruitment/selection and training/development not only
seek to attract, obtain, retain, and retain the human resources the organization
needs to achieve the strategic goals, but may have significant impact upon the
composition of the workforce, the ultimate fit with the organizations needs and
culture, and upon long-range employment stability and human development(cited in Hsu and Leat, (2000).
Todays organization cannot ignore the fact that a key element of an
organizations resource capability is its people and greater attention is being
given to the recruitment/selection process than ever before. Recruitment/
selection is just one of the key human resource (HR) practices that need to be
integrated into a coherent bundle by organizations in order to support the
delivery of business or corporate strategy. Newell and Rice (1999) noted that for
some, recruitment/selection lies at the very centre of human resource practices
in organizations where appointment decisions represent one of the most crucial
ever taken by employers. While the recruitment/selection is typically the
responsibility of the HR Director/Personnel, line managers in all the business
units of an organization also have an important role in the recruitment/selectionprocess.
Redding and Catalanello (1989) noted that the argument is convincing.
Strategy-linked training may be essential to the success of contemporary firms
challenged by increasing global competition, accelerating technological change,
and shifting workforce demographics. In fact, according to Redding and
Catalanello (1989) several leading organizations, including Motorolla, General
Electric, and Hewlett-Packard, credit their business success to training.
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Similarly, Mestre and Stainer (1997) noted that in Japan, all new employees are
perceived as interchangeable and, as such, are almost considered as non-entities
since there is no difference between one individual and another. It is believed
that this approach is such an intrinsic asset in Japanese companies that most are
far more concerned with recruiting people who have the right attitude to
learning than to selecting those with the best existing skills for the job.
Case studies by Dedoussis (1995) on Japanese manufacturing firms
established in Australia found that recruitment practices by Japanese companies
focuses on candidates in the 35-40 age groups who are hired directly according
to demands of each firm. Additionally work experience is highly valued and
little importance is attached to educational qualifications. However, formaleducational qualifications are important in the case for managerial positions in
bigger firms. His findings on recruitment in two larger firms, NEC and Toyota,
differ from this pattern. In these two firms mid-career recruitment is used only
when vacancies cannot be filled internally, while limited scale periodic
recruitment of young graduates had in the past been introduced in anticipation
of further business expansion. Recruitment at NEC focuses on the 25-30 age
group as candidates in this age are considered less likely to leave than younger
employees and yet be adaptable enough to pursue a career with a dynamic
organization.
Another study by Gregory and Jain (1991), on HRM practices of Japanese
and Malaysian Companies found that their Japanese subsidiary companies
followed the recruitment policy of their parent companies. However, thispractice is not as elaborate as that in the parent companies where direct contact
is made with the educational institutions, and the interview may be conducted
on campuses. In the case of Malaysian firms, there is some dissimilarity in their
recruitment practices as compared to Japanese firms practices. Based on
authors observation and experience, HRM practices in Malaysia have shown
that the full time local employees were recruited mainly through newspaper
advertisement and by walk in interview. In some cases recruitment/selection are
based on family and close friend recommendation. On another case study by
Abdullah and Keenoy (1995) on the Japanese managerial practices in the
Malaysian electronics industry noted that available vacancies are first offered to
currently serving employees. Qualified applicants are assessed based on
performance and seniority. With applicants of equal merit, seniority is used asthe decisive criteria. Failing this method, employees are circularized in the hope
that someone among their friends or relatives may be suitable. Only after this
would the post is advertised outside the company. Interestingly, the company
believes this practice helps to enhance the family spirit a view endorsed by
union representatives.
Another important features related to HR development is total employee
participation. To improve continuously the process of quality control, Japanese
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firms have developed various forms of organizational learning mechanisms
such as the suggestion system. According to Zhao (1991) in about 40 years, for
instance, Toyota has received some 20 million ideas for improvement through
the employee suggestion programs. New ideas and suggestions not only provide
inputs and benefits for producing good quality products, but also motivate
workers and keep them highly committed (Yang, 1994). Similarly, the emphasis
on coordination and co-operation across departments makes it imperative for
firms to encourage multifunctional skills so that workers will be able to learn
cross-functional skills and share with one another to accomplish organizational
goals. The continuous practice of job rotation contributes to strong and effective
work teams, which are the key for better product quality and organizationaleffectiveness.
Strategic HRM contributions towards organizational effectivenessThe potential for HRM function to play a significant role in increasing value-
added and achieving competitive advantage may be considerable. A number of
studies have shown positive relationship between HR practices and
organizational effectiveness. For instance, Mac Duffie (1995) found that
bundles of HR practices were related to productivity and quality in his sample
of worldwide auto assembly plants. Delery and Doty (1996) found significant
relationships between HR practices and accounting profits among a sample of
banks. Lepak and Snell (1996), found that among their sample of manufacturing
firms, certain combinations of HR practices were related to operationalperformance indicators. Another study by Guthrie (2001) on corporations in
New Zealand had found that their HR practices were related to turnover and
profitability. Similarly, Huselid (1995) in his comprehensive study of the
relationship between HR practices and firm performance demonstrate that the
confluence or set of HR practices used by firm clearly relates to firm outcomes
of turnover, productivity, and financial performance. In a more cautious view,
Ulrich (1997) noted that although there may be many intervening variables,
however, this type of empirical assessment demonstrates that HR practices do
relate to firm results.
Despite the positive relationship between better HRM/SHRM practices,
the issue of how to measure the contributions of Strategic HRM process has
achieved a great deal of attention in the literature. Often, there are just vaguelyreferred to as improvements in organizational effectiveness (Cook and Ferris,
1986; Devanna et al., 1984), yet as Evans (1986) points out as cited in Truss
and Gratton (1994) the issue of the criteria by which HRM policies should be
evaluated is fundamental since any concept of strategy implies goals and
outcomes. Generally, the existing research seems to suggest a positive
relationship between HR and organizational effectiveness. However, contrary to
Becker and Huselid (1998) claim, this body of research tends to lack sufficient
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methodological rigor to demonstrate that the relationship is actually causal in
the sense that SHRM practices when instituted will lead to organizational
effectiveness. They further noted that little, if any, research has utilize rigorous
designs to test the hypothesis that by employing SHRM practices actually
results in organizational effectiveness in a causal sense.
However, recent theoretical work in business strategy has given a boost to
the prominence of HR in generating sustained competitive advantage.
According to the resource-based view (RBV) of the firm (Barney, 1991; Wright
and McMahan, 1992) believed that firms can develop sustained competitive
advantage only by creating value in way that is rare and difficult for competitors
to imitate. In fact, numerous researchers have noted that HR may be theultimate source of sustainable competitive advantage. Although traditional
sources of competitive advantage such as natural resources, technology,
economies of scale, and so forth, create value, the resource-based argument is
that these sources are increasingly easy to imitate, especially in comparison to a
complex social structure such as employment system. If that is so, HR strategies
may be an especially important source of sustainable competitive advantage
(Pfeffer 1994; Wright and McMahan, 1992). Additionally, Russso and Fouts
(1997) noted that it is the firms ability to employ its organizational capabilities,
its ability to assemble, integrate and manage human resources that matters
because human resources are not inherently productive.
Objectives of the StudyGiven the above review, the general emphasis of this study is to examine the
applications and processes two key HRM functions of recruitment/selection
and training/development and explore the perception on its value-added
contribution towards organizational effectiveness.
The research aims to address the following related questions:1. (i) What are the organizations strategic approaches in recruitment/selection
and training/development practices? And how does it support the
business/corporate strategy?
2. (ii) What are the perceptions on the value-added contribution ofrecruitment/selection and training/development practices towards
organizational effectiveness?
The next sections of the paper provide the methodologies and findings.Finally, some of the key findings and implications for researchers and
practitioners are provided, followed by the discussion and conclusion.
Research Methodology
Research designThe research used a mixed-methodology approach via semi-structured randominterviews and questionnaire surveys supplemented by secondary data on
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companies documents and reports. The main source of data for the case studiesis based on empirical data gathered through on-site interviews. Each plant waspersonally visited on two separate occasions in March and July 2006. A total of31 respondents were interviewed. The samples of respondents interviewed wereGeneral Manager Corporate HR, Executive Director, senior line managers,engineers, executives and operators. Among the questions asked were on thestrategic recruitment/selection and training/development practices and policies,the integration of these key HR functions with the overall strategy. Through theinterview, additional questions and probes arises enable respondents to be askedon a much broader scale on emerging issues pertaining to recruitment/selectionand training/development.
The interviews were conducted in a semi-structured approach. The aim ofthese semi-structured interviews with different parties from the HR and non-HRwas to get a cross-section of view and to give the breadth and depth ofmanagerial opinion. Interviewees were given a set of interview scheduleframework prior to the actual interview. All interviews were tape recorded withthe permission of the interviewees, and the text was transcribed. The transcribedtext then becomes the data that was analyzed in relations to the objectives of thestudy as per research questions.
The result of the study shown in the following tables provides descriptivestatistical information (e.g., frequency counts and percentages, and mean score)for all items with five-point likert scale. The data obtained from the interviewfindings were summarized, discussed and where possible are presented in
verbatim. A total of 50 questionnaires, 25 questionnaires for each companywere sent to the Head of HR/Director of HR and Head/Director ofManufacturing/Line Mangers of both Company A and Company B. Overall 29questionnaires were received and analyzed for a response rate of 58 percent. Ofthe 29 questionnaires received, (n = 15) were returned by Company A and (n =14) were returned by Company B.
InstrumentThe questionnaire was divided into two parts. Part A contained items relating to
personal and organizational profile. Part B (Section 1) contained (i) 10 items
relating to the strategic approaches in recruitment/selection practices and (ii) 7
items pertaining to selection criteria. Part B (Section 2) contained (i) 9 items on
the organizations strategic approaches in training/development practices, and(ii) 12 items on training/development methods. Finally, Part B (Section 3)
contained 8 items on the extent of SHRM practices (recruitment/selection and
training/development) as practiced contribute to organizational effectiveness.
The responses on the items in Part B (Sections 1, 2, and 3) were in the form of a
five-point likert Scale, requiring respondents to choose from 5 given responses
i.e., 1 = Little or No Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = Great
Extent; and 5 = Very Great Extent.
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Questionnaire constructs and measures
The questionnaire and interview questions were designed to test various
propositions derived from the HRM/Strategic HRM literature. The
questionnaire and interview items were identified and adopted from earlier work
of past researchers (Armstrong and Long, 1994; Budhwar and Khatri, 2002;
Dyer and Reeves, 1995; Gregory and Jain 1991; Guest, 1991; Schuler, 1992;
Schuler and Jackson, 1999; Sheehan, 2005; Ulrich, 1997) to suit the needs of
this study. The main reasons for adopting these items was that they came from
established authors who specialized in the field of HRM/SHRM and whose
work which incorporates HRM/SHRM issues has been widely cited.Details of
questionnaire constructs and measures in used to access answers to the researchquestions are presented as follows:
Part A: Personal and organizational profile
This refers to the respondents position in the organization, academic field and
qualifications, participating companys years in operation and whether the
company had a Personnel/HR Department.
Part B (Section 1): Recruitment/selection
This refers to application of key HRM practices in the recruitment/selection
practices. The practices should be aligned with and integrated into the strategic
planning processes of the organization.
Recruitment/selection was measured using the following items:
(i) 10 items relating to the strategic approaches in recruitment/selection
practices: whether recruitment/selection is closely linked with the business/
corporate strategy; whether recruitment/selection needs are based on solid
preparatory work through job analysis; whether recruitment and selection
strategies include developmental and succession plans; whether recruitment and
selection strategies are in place and deliver in line with the goals of the
organization; whether applicants specifications reflect current as well as future
organizational needs; whether appropriate skills are in place to support the
recruitment/selection strategies; whether induction, training/development and
mentoring programs are available to support the recruitment program; whetherHR and line managers are jointly involved in the recruitment/selection process;
and whether job description is used a basis for the interview and
(ii) 7 items on the use of following selection criteria: experience in a related
job; ability to perform the specific job requirement; ability to work in teams;
match/fit with companys values; academic qualifications as required;
competencies as required; and belief that the candidate has the right attributes.
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Part B (Section 2): Training/developmentThis refers to the application of key HRM practices in the training/developmentpractices. The practices should be aligned with and integrated into the strategicplanning process of the organization.
Training/development was measured using the following items:(i) 9 items relating to strategic approaches in training/development practices:whether training/development is closely linked with the business/corporatestrategy; whether training and development is an integral part of HR strategy;increasing focus on team building; performance feedback through evaluation;
training/development forms an integral part of performance evaluation;development of all employees to close skill gaps; training to meet future needs;training to meet current needs; and promoting continuous learning and(ii) 12 items on training/development methods for managerial staff: orientationprogram; job rotation; on the job training; off the job training; multi-skilling;external training; special projects; competency based training; specialized skilltraining; cross function training; coaching/mentoring; and soft skills training.
Part C (Section 3): Value-added contributions towards organizationaleffectivenessThis refers to the value-added contribution of the of the two key SHRMpractices of recruitment/selection and training/development towardsorganizational effectiveness.
Value-added contribution of SHRM practices was measured using the followingitems:(i) Organizational effectiveness adopts two types of measurement: operationaloutcomes and financial outcomes as proposed by Dyer and Reeves (1995) basedon eight items. Operational performance will be measured in terms of employeeturnover; absenteeism rate; skill development; employee productivity andproduct quality; and financial performance will be measured in terms oforganizational growth, return of investment and profitability. Despite thisqualitative and descriptive measurement on organizational effectiveness,nevertheless, the strength of the data collected through in-depth interviews andcross-section of views with key informants and key stakeholders. Additionally,the semi-structured interviews with probes will be used to deepen the responseto a question, therefore, increasing the richness and depth of responses. In thesubsequent sections the empirical results are presented and key findings andimplications, discussions and conclusions will be presented.
Profile of case study organizationCompany A was established in Malaysia in 1973 is a subsidiary of a leadingJapanese manufacturer of bipolar integrated circuits, MOS-integrated circuit
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and discrete equipment for the application of telecommunications, audio,television, facsimiles, printers, DVD and other applications. Company B wasprincipally engaged in the manufacturing of room air-conditioners. It wasestablished in Malaysia in 1972 to specialize in the manufacture, sales andservice of air-conditioners.
Empirical FindingsThe findings from the questionnaire survey and case studies are detailed andillustrated below with tables supplemented by some excerpts of interviews fromthe interview records of the researcher, to give clearer views of intervieweescomments.
Profile of respondentsThe majority of the respondents participating in the questionnaire survey fromCompany A and Company B were HR Director, Executive Director, linemanagers from production, engineering and managers and assistant managersfrom HR departments. Similarly, the majority of the respondents from bothcompanies had graduated with bachelors degrees in various academic fieldsincluding engineering, business studies, social sciences, economics and humanresource management. Thus the respondents were highly educated andqualified. This could possibly reinforce the accuracy and relevancy of thestudys findings. The two companies reported having a HR department. Bothcompanies had been established in Malaysia for more than 20 years.
Recruitment/selection practicesThe findings on the overall mean score on key features of strategic recruitment/selection practices for Company A and Company B as shown in Table 1 was(3.51) and (3.66) respectively, indicating a slight difference of overall meanscore. Both companies have used the key features of recruitment/selectionpractices to varying degrees for attracting potential applicants into theirorganization. The top three highest mean score for items on key features ofstrategic recruitment/selection practices for Company A include: (i) recruitment/selection are linked with business or corporate strategy (4.07), (ii) recruitment/selection process are integral part of HR strategy (4.00), and (iii) HR and linemanagement jointly involved in the recruitment/selection process (3.67).
For Company B, the top three highest mean score was: (i)recruitment/selection are linked with business/corporate strategy (4.00, (ii)recruitment/selection process are integral part of HR strategy (4.00), and (iii)appropriate skills are in place to support the strategies (3.86). Comparatively,the first two items with the highest mean score for the two companies wassimilar. Both companies indicating their recruitment/selections were tailoredto the demands of the overall business/corporate strategy. The results indicatethat both companies employed a strategic recruitment/selection practices.
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Table 1.
Strategic approaches in recruitment/selection
Company A
(N = 15)
Company B
(N =14)Item
Mean SD Mean SD
a.Recruitment/selection are linked with
business/corporate strategy4.07 0.70 4.00 0.68
b.Recruitment/selection based on job
analysis3.27 0.59 3.63 0.50
c.Recruitment/selection process are
integral part of HR strategy
4.00 0.53 4.00 0.56
d.Recruitment/selection include
developmental and succession plans3.20 0.77 3.64 0.74
e.Recruitment/selection deliver against the
goals of the organization3.40 0.51 3.57 0.76
f.Applications specifications reflect current
as well as future needs3.27 0.59 3.57 0.51
g.Appropriate skills are in place to support
the strategies3.40 0.74 3.86 0.53
h.Induction, training/development and
mentoring programs available3.47 0.74 3.43 0.85
i.HR and LM jointly involved in
recruitment/selection process3.67 0.82 3.79 0.43
j. Job description is used as the basis forinterview
3.40 0.83 3.14 0.95
Average Mean Score 3.51 3.66
Notes: 1 = Little or No Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = GreatExtent; 5 = Very Great Extent
Table 2.
Selection criteria
Company A(N = 15)
Company B(N = 14)Item
Mean SD Mean SD
a. Experience on the related job 3.27 1.03 3.79 0.89
b.Ability to perform the specific job
requirement
4.07 0.80 3.86 0.66
c. Ability to work in teams 4.07 0.80 3.79 0.80d. Right match/fit with companys values 4.00 0.65 3.71 0.61e. Right academic qualifications are required 4.20 0.68 3.64 0.84f. Right competencies are required 4.00 0.53 4.00 0.55
g.Belief that the candidates has the rightattitude
4.07 0.70 3.93 0.83
Average Mean Score 3.95 3.82
Notes: 1 = Little or No Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = GreatExtent; 5 = Very Great Extent
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Similarly, the results on selection criteria as shown in Table 2 show there
is elements of strategic practices in their selection criteria process. The overall
mean score on selection criteria for Company A and Company B were
moderately high with (3.64) and (3.62) respectively. Generally, both companies
used wide selection criteria i.e., experience on the related job, ability to perform
the specific job requirement, ability to work in teams, right match/fit with
companys values, right academic qualifications and right competencies are
required and the belief that the candidates has the right attitude were all
important criteria for selection. Gregory and Jain (1991), asserted that while it
has been noted widely in the literature that the Japanese companies practice
hiring of fresh high school, college and university graduates, however, there aresome modifications concerning recruitment/selection practices by their
subsidiaries companies in the host country, perhaps to suit the requirement of
the local requirement.
Interview findings: Company AOn the recruitment/selection practices, every department will do their own
manpower requirement. However, HR is responsible for the overall planning of
manpower with inputs from the respective departments. After finalizing their
manpower requirement, the respective departments will submit their requisition
to HR for GMs and MDs approval. For instance, in 2008, the company is
planning to produce new product in Malaysia which will be transferred from
Japan. Hence, as part of their manpower planning and development programstheir Manufacturing Department will have to send two of their existing
engineers to Japan for one year training. The manpower planning is a
continuous process and for this purpose it was done much earlier, about a year
prior to deployment to Japan for training. When the two of them leave, the
departments will get replacement either through internal promotion or
recruitment from outside. Administratively, the Manufacturing Department will
discuss with HR but for identifying and selecting of staff to be trained to Japan
or to be promoted will be have to be done by the Manufacturing Department
through what can be called as a delegated responsibility an understanding
between HR and the line management because they felt that the respective
department is more appropriate and know better who to send and to be trained.
The advertisement and announcement of vacancies and the short listing ofcandidates will be done by HR Administrative Services Department. However,the interviewing process will be with the involvement of the respectivedepartments on a collective responsibility depending on the positions. Oncompanys policy on selections criteria, the company emphasized on thesuitability of candidate. They give priorities to candidates with positiveattributes and characteristics e.g., responsible, disciplined, versatile and teamplayer and expect them to assimilate to the organizational objectives. Undertheir Global Recruitment Program, the Companys HR is working with
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universities through the Deans and lecturers for their recommendations onsourcing of potential graduates. On the external recruitment, the companysrecruit either fresh graduates or in some case they recruit those with experienceparticularly on higher and critical positions. Additionally, they also recruitpotential Malaysian graduates to be who are studying in their final year inuniversities in Japan. These potential applicants are directly recruited by theirHR team in Malaysia with cooperation from their parents company.
In answering to the questions related to strategic recruitment/selection
practices, the following explanations were made by the executives:
Normally, we have the 3 year mid-term planning. However, it changes depending
on the market in the next 3 years and also the planning by our Headquarters. Forexample, on the transfer of product that is currently produced in Japan to
Malaysia, HQs will notify us at least one year prior to the transfer of production.
Therefore, we still have enough time to plan for our manpower. In the case of
short-term requirement e.g., we have two terms in a year. So in this short-term
there will certainly be ups and down.
Internally, we will have transfer of manpower depending on where it is much
needed. Unless, if the total volume is significantly increasing, than we will need
to recruit our manpower. Basically, it depends whether we will recruit or deploy.
For our direct manpower staff (operators), the recruitment will depend on the
volume. The increased in production will also lead to the increase in our
manpower. Our basis of calculating our manpower requirement will be based on
key performance per manpower. We will benchmark and use it as ourproductivity record (Senior HR Manager, Administrative Services Department).
In the case of engineers, their jobs are different. E.g., in one line we only have
one process engineer, whether the line produce 10 or 20 million pieces we still
need one process engineer even when the production is going down. Normally,
even with the increased in the production, we will not be increasing the number
of engineers, except when theres transfer of production from our parent
company in Japan to Malaysia. In this case, we need to start recruiting new
engineers to prepare them for the new production that was transferred here.
However, our increase of engineers is not normally parallel with our production
quantity (Senior Section Manager, IC Department).
On the requisition of manpower by the respective departments, HR will calculate
the labor cost and come up with the structure. We will present it to themanagement. The purpose is to see whether an increase in production line,
production amount and quantity are in line with the increase of manpower and
labor cost.During the low production time, there are times that certain times the
lines are producing at low capacity (HR Manager, Administrative Services
Department).
When asked on how do they deploy their staff during the low capacity period?
The HR Manager, Administrative Services Department explains:
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Considering at this moment, we do have around 20 percent of temporary
operators. We seldom terminate their contract even though production was
down. We normally look at the next six months whether the trend are still good or
is it a temporary production down. If it is just temporary production down, we
will send them for training on our management innovation project to improve our
productivity.
Our factory operators have various skills and they are multi skilled. Our workers
not only specialize on processing but these workers have been trained to do all
other process or products. For instance, when the demand for one particular
product is low, then these workers can be mobilized elsewhere according to their
skills.
The following is some of the replies by Department Manager, Manufacturing
Department which illustrates on the line involvement in the recruitment/
selection practices.
We will do our own manpower planning. My line managers will do the planningin accordance with our production requirement either on a long-term or short-term. In order to determine our manpower need, we will calculate our manpowerrequirement based on the number of machine and also by looking at ourefficiency rate of our current and past manpower. Another consideration is bylooking at the demand and supply. We recruit and select based on our jobdescription requirements.
We are involved directly on the recruitment/selection of operators, technicians,and engineers. In fact, we will determine the candidates that we want to employbecause HR cannot really understand our manpower needs, its too technicalsometimes. However, we work closely with HR. As for our selection criteria, a
part from their academic result, we also look at their attitude through ourprobing. Normally, through the interviewing process, we will be able to seewhether they can fit in or not. Another important criteria is their ability to worktogether as a team.
Interview findings: Company BThe respective departments will do their own manpower planning and they will
send their manpower need to Corporate HR for overall manpower planning. The
request for the new manpower need will be made by requisition to Corporate
HR for consideration. HR will then evaluate their request by assessing on themanpower needs, and to ensure whether it had been accounted earlier in their
business plan. Additionally, the respective departments have to justify on their
manpower requirement e.g., request of manpower due to meeting additional
business requirement or due to resignation. As part of their strategic
recruitment/selection practices, the Assistant Manager Recruitment and
Selection stressed that HR is not order takers when it comes to requisition of
manpower. Importantly, HR will have to assess and match it with the
organizational requirement prior making decision on the manpower request.
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The Assistant Manager, Recruitment and Selection further describe their
strategic recruitment/selection practices as follows:
HR will also discuss with the line managers on their manpower needs.Sometimes, if it is not a highly skill requirement, HR will propose for internaltransfer. HR has to play a strategic role in order to be a business partner withtheir line managers. Finally, we have to justify to our Managing Director beforewe can actually recruit. Our MD will decide whether theres a need to recruit ornot. Generally, he knows because he joined the meeting together with theFactory, HR, Finance and Sales.
We advertised for vacant positions either internally, in the Job Street, through
our website and also in newspapers. Our panel of interviewer involved HR andthe respective manager from the departments that request the manpower.Generally, we have either one or two stages of interview depending on the
position. For much higher position, our GM and MD will also be involved. Forjunior engineers, we normally take fresh candidates and some with one or twoyears experience. We also need an experienced staff for a quick fix request.
For our direct staffing, we usually have 3 months manpower forecast. When theyhave confirmed the numbers, we will start the recruitment/ selection process. The
factory representative will also be involved in the interviewing process. Theselection process is not that critical because they are just unskilled workers andwill be trained later in the factory. We will try to get the one with the goodcharacter and will also give them mathematical test. The factory representativewill do the competence checking whether the candidates are fit to do the job or
not. Once accepted they will report and will have to attend the 3 days orientationprior being deployed to the factory.
Another explanation on the strategic recruitment/selection practices was made
by Manager, Manufacturing Engineering, he says:
Under our production strategy we will plan our manpower based on our processflowchart. Once this was done, we will discuss with the line supervisors on thenumber of manpower we required. Once the number has been determined, wewill send our requisition to Corporate HR for advertisement and announcement.Our usual practice is we normally shortlist candidates with Cumulative GradePoint Average (CGPA) of 3 above with strong mathematics and science forengineering position.
Sometimes we do conduct behavioral kind of interviewing system for our indirectstaff though not fully implemented. For example, we asked question like, today
you have a very important function, and however you are required to stayovertime, what is your respond? Generally, from the way they respond we wouldbe able to gauge their character. We also have some standard questions andbased on the answer we know the type of character ones is having. (Manager,
Manufacturing Engineering)
Generally, both companies are adapting flexible employment as their HR
strategy. Their recruitment/selection of engineers focus on core talent with
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skills required to match with the companys needs. They also embarked on
contingent employment management through fixed term and contract staff
depending on companys production requirements. Their manpower planning
processes typically addresses future needs as well as current needs. Engineers
and other executives positions are filled either internally or externally identified
in advance. As noted they place great emphasis on the personality trait and
characteristics of potential applicants that have the right match with the
organizational need. Strategically, both companies emphasize that the potential
candidates must have the ability to learn new skills and adapting to the cross
functional activities, hence, in their selection they look for applicants who can
be developed to meet their production and organizational need.
Training/development practicesThe result on strategic approaches in training/development practices in Table 3indicate the overall average mean score for Company A and B was (3.31) and(3.80) respectively, indicating that the overall response was above the mid-point score of between Moderate Extent and Great Extent. The mean scoreresults also indicate both companies show higher means score on training anddevelopment linked with business/corporate strategy, training/development arean integral part of HR strategy, and training to meet future needs and currentneeds. These indicate that both Company A and Company B employedelements of strategic training/development process. Generally, interview
evidence demonstrates companys emphasis given to the continuousimprovement of individual talents through job related training, internal andexternal training, assignments under different manager, special projects. Theseare to ensure that the required skills are available to meet the changing businessrequirements and companys competitive advantage.
On methods of training/development as shown in Table 4 shows theaverage mean score for Company A and B was (2.96) and (3.65) respectively.The top three highest mean score for items on methods of training/developmentpractices of Company A include: (i) orientation program (3.40), (ii) on the jobtraining (3.79), and (iii) specialized skill training (3.67). For Company B, thetop three highest mean score was: (i) orientation program (4.07), (ii) on the jobtraining (4.00), and (iii) specialized projects (3.79). Both companies shows
higher mean score on orientation program and on the job training. The resultsindicate a wide and varying degree of training/development methods was usedby both companies. The varying degrees could possibly be due to the nature ofproduction whereby Company B is very much labor intensive as compared toCompany A which is a semi-conductor company. Although productionautomation and mechanization are considerably important, however, overallproduction still depends on the quality and productivity of their humanresources. Hence, the need for a continuous training as emphasized by bothcompanies.
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Table 3.
Strategic approaches in training/development
Company A(N = 15)
Company B(N =14)Item
Mean SD Mean SD
a.Training/development are linked withbusiness/corporate strategy
3.530.74
3.93 0.47
b.Training/development are an integralpart of HR strategy
3.930.59
3.86 0.53
c. Increasing focus on team building 3.13 0.83 3.17 0.61
d.Performance feedback through
evaluation
3.200.86
3.64 0.84
e.Training/development an integral part ofperformance evaluation
2.870.92
3.86 0.53
f.Development of all employees to closeskill gap
3.070.70
4.00 0.56
g. Training to meet future needs 3.20 0.77 3.86 0.36h. Training to meet current needs 3.73 0.59 3.93 0.73i. Promotes continuous learning 3.13 0.83 3.93 0.89
Average Mean Score 3.31 3.80
Notes: 1 = Little or No Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = Great
Extent; 5 = Very Great Extent
Table 4.Methods of training/development
Company A(N = 15)
Company B(N =14)Item
Mean SD Mean SD
a. Orientation program 3.40 1.12 4.07 0.92b. Job rotation 2.80 1.08 3.43 0.64c. On the job training 3.79 0.97 4.00 0.55d. Off the job training 2.79 1.18 3.50 0.76e. Multi-skilling 2.13 0.83 3.57 0.65f. External training 2.73 1.16 3.57 0.65g. Special projects 3.13 1.13 3.79 0.80
h. Competency-based training 2.93 0.83 3.64 0.84i. Specialized skill training 3.20 0.77 3.50 0.76j. Cross function training 2.93 0.88 3.50 0.76k. Coaching/mentoring 2.87 0.92 3.57 0.76l. Soft skills training 2.79 1.05 3.64 0.63
Average Mean Score 2.96 3.65
Notes: 1 = Little or No Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = Great
Extent; 5 = Very Great Extent
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Interview findings: Company AAfter the companys restructuring in 1999, all training/development functions
of their executives and non-executives was fully devolved to the Strategic
Innovation Department (SMI). They are responsible to provide training/
development for executives, operators and technicians. They work very closely
with other line managers. As required, the respective departments will submit
the list of staff that needs to be trained and SMI will arrange training schedule
and program. This is to ensure that their staffs are multi-skilled. After the
staffs training, SMI also conducts theoretical assessment test and hands-on test
to assess the staff.
The following comments were made by HR Manager, AdministrativeServices Department and the Senior Manager Training and Development
Strategic Innovation Department, describing their training/development process:
Our training programs were based on our organizational strategy. It is top down
because whatever we want to strategize for the next 6 months has to be based on
our overall organizational strategy. We will come up with our training/
development strategy map which has to be integrated with the overall
organizational strategy. For our new automotive production, our Engineering
Department will have to identify what kind of engineer and knowledge they
require. Since automotive production is of high quality, the department will
identify those experienced engineer to be send to Japan for training. A part from
utilizing our current staff, we will have to recruit new engineers to replace the
engineers that were end to Japan.
We will also get the support from our parent company in Japan for their
engineers to come here and assist us with the setting up and training. For new
operators and technicians, they have 5 days of training which is equivalent to 40
hours of training prior sending them to the production lines. Additionally, the
line mangers will have to endorse before they goes to the production line. We
have our yearly training schedule which is compulsory to all the staff of which
everyone will have to fulfill. A part from that, the departments can also request
their staff to be trained. We also keep the data of their training records to ensure
that they comply with the training requirement.
We do our own TNA and work closely with SMI. We have discussion with SMI
and provide training inputs to them. Sometimes we will request training to Japan
e.g., when we have new production lines where we require specific skills whichare not available here. We have to continue training our staff to be multi-skilled,
productive and efficient. We cannot keep on recruiting because we need to
control our labor cost in order to be competitive.
In answering to the questions on the methods of training for executives and
non-executives, The Manager Strategic Management Innovation Department
said:
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We have Off Job and OJT training which is a combination of theory and
practical training. We are now embarking on multi-media and e-training. We
also have individual competency based training. If their performances are low,
we will find out the problems and we will coach and monitor their performance.
Our aim is to create the high potential. Those high potential will be recognized
by promoting them or training them overseas.
I have attended quite a number of training/development programs ever since with
the company. The staffs have better opportunities to be trained either locally or
overseas. Some of our operators and technicians have been trained in Japan. We
attended Off Job and on the job training. As part of our annual training program
we are also required to attend computer training, statistical tools training and
also the motivational and leadership training. When I first joined the company, Ihave to attend our induction program and training programs for operators prior
going to the line. In early years our training program was not systematic.
However, with the establishment of SMI our training/development becomes more
organized and there are more training opportunities for the staff.
Interview findings: Company BIn contrast to Company A having fully devolved their training/development
functions for executives and non-executives to a separate department, Company
B Corporate HR Department handles the training/development for their
executives staff. However, the training/development for non-executives staff
was fully devolved to the HR Manufacturing Department. For the executives
training/development programs, Corporate HR will do the overall trainingneeds analysis (TNA) which is base on the companys mission plan and staff
development plan. From there, Corporate HR will generate the courses for the
year and also through the recommendations from the line managers.
The following comments on the training/development process for the executives
and non-executives were made by Assistant Manager, Training and
Development Corporate HR and Manager, Training and Development
Manufacturing Department respectively. Their comments were as follows:
Apart from the common courses they also design the target base courses e.g.,
mission plan base i.e., the management staffs have to do benchmarking. Now, the
trend is you have to benchmark with others to know where you are. So we have toconduct the course on strategic benchmarking. Let say in their mission plan they
specify that they need to reduce the cost since it is one of the main issue of the
company. So we will have to come up with courses that link to the organizational
goals. Everyone has the chance to be trained. Our plan is to cater for everyone,
depending on what kind of training that is useful to them. Some of the training is
just specific for certain management staffs, e.g., like value engineering, which the
purpose is to make the product cheaper and efficient. In this case it involves
certain group like the research and development (R&D).
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We do our own TNA here and determine the kind of training required for our
staff in particular the non-executives staff i.e., operators and technicians. We
have classroom training, OJT and Off Job training. The staff will also be on
rotation to make them become multi-skilled. After the orientation program
conducted by Corporate HR, the new recruits will be deployed to the factory. At
the factory, they will be trained for two weeks before working on the production
line. They will also be placed on a buddy system. The training is planned
according to schedule. We also have the license system to determine whether a
person is eligible to do such process or not. Depending on what they have been
trained and what skill they posses, that will determine the kind of job they are
going to perform. Only those who are qualified can perform the job
The Executive Director, Manufacturing Department was also asked on the
training/development process of their manpower, he emphasized on the
importance of training/development which indicates his commitment on the
importance of training:
I really emphasized on the importance of developing our manpower. The No.1 is
how to basically skill up our people. Like it or not, we have to continuously to be
competitive. Therefore, we have to reduce defects, loss time due to machine
breakdown, cycle time improvement, improvement on productivity and quality.
We have to constantly improve, so we allocate a lot of training to develop the
skills level of our staff. We also collaborate with our local university to train our
supervisors on a six months course and also we have overseas training program
to Japan.
Company B develops their employees both through internal and external
training. They have OJT, Off JT, job rotation, as well as classroom training to
name a few. They believe these developmental practices as the key to their
better product quality and labor productivity, hence contributing to the overall
organizational effectiveness. As part of their training/development programs,
every year the company send 20 over staffs to Japan for the off the job training.
They include operators, supervisors and leaders specially selected for the 2
months off the job training.
Perceptions on value-added contribution of SHRM towards organizational
effectivenessIn order to measure the perceptions on the value-added contribution,
respondents were asked to indicate to what extend does the combinations of
strategic HRM practices (recruitment/selections and training/development)
contribute to the overall organizational effectiveness. The results on the overall
assessment of perceived organizational effectiveness as shown in Table 5
indicates the average mean score for Company A and Company B was (3.63)
and (4.02) respectively.
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Table 5.Value-added contribution of SHRM towards organizational effectiveness
Company A(N = 15)
Company B(N =14)Item
Mean SD Mean SD
a. Improvement of the turnover rate 3.20 0.94 3.86 0.53b. Improvement in the absenteeism rate 3.67 0.90 4.00 0.39c. Improvement in skill development 3.53 0.83 4.07 0.62d. Improvement in employee productivity 3.37 0.70 4.21 0.42e. Improvement in product quality 3.93 0.80 4.00 0.39f. Improvement in organizational growth 4.07 0.70 4.07 0.47
g. Increase in return on investment 3.67 0.90 3.93 0.27h. Improvement in profit 3.60 1.06 4.00 0.56
Average Mean Score 3.63 4.02
Notes: 1 = Little or No Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = Great
Extent; 5 = Very Great Extent
The top three items with the highest means score for Company A were:
improvement in organizational growth (4.07); improvement in product quality
(3.93); and improvement in absenteeism rate. In contrast, the top three items for
Company B were: improvement in employee productivity (4.21); Improvement
in skill development (4.07); and improvement in organizational growth (4.07).
Generally, the results for both companies could broadly indicate that theirSHRM practices lead to value-added contribution towards organizational
effectiveness.
Interview findings: Company A and Company BAs to strengthen the questionnaire findings and in order to get cross-section
views on the perceived value-added contribution of HR, several executives from
HR and line management from both companies were asked for their comments
on HR contribution towards organizational effectiveness. Their comments were
as follows:
We can measure the value added contribution of our training/development. The
staff will have to apply what they have learned from their training. Everydepartment will come up with their project and from the project they will have to
proof their contribution from their earlier training. At the end of every month we
will be able to see the desired result against what they have achieved. We have
presentation and reflection every six months. We will fine tune and try to achieve
what we have set earlier (Senior HR Manager, Administrative Services
Department).
Personally, I felt our training/development lead to better organizational
effectiveness. You can measure from their competency and the assessment after
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training. Certainly with training/development intervention, productivity and
quality improved, less rejection, lead time becomes better and therefore will
contribute to the bottom line that is profitability of the company (Manager,
Engineering Department).
Undeniably, HR contributes to organizational effectiveness. By having the right
manpower it will lead to productive and efficient workforce which contributes to
the bottom line. Continuous training will help to upgrade the skills of our
manpower. Another important role played by HR is to ensure that the staffs are
motivated, better working environment and reward the staff fairly. Because when
the staffs are not motivated to work it will certainly affect our bottom line.
Resulting in higher absenteeism rate, higher wastage rate hence, will affect our
profitability (Senior Executive, Corporate HR Department).
The interview findings with the Senior Manager, Training and Development of
Company A on the perceived value-added contribution of HR towards
organizational effectiveness assert that before the introduction of Six Sigma
methodologies, they are not able to measure HR value-added contribution.
However, now he believes that HR can quantify their contributions through
their key performance index (KPI) on their HR activities. In addition through
the strategy map they have to come up with projects and activities that will
contribute to the organizations bottom line. E.g., of projects were: staff
attendance, health management, waste management, and training of staff, cost
of poor quality (COPQ) in terms of soft and hard saving due to potential loss.
From these projects they are able to quantify the value-added contribution
though may not be as tangible as the production.
Another notable interview finding on the importance of HR contributions
towards organizational effectiveness were stressed by the Executive Director,
Manufacturing of Company B. He noted that apart from other contributing
factors, all human resource functions contribute. Similarly, he believes strongly
that the recruitment/selection and training/development functions are very
crucial to the organizational effectiveness. He further stressed that they cannot
rely on machine to turnaround the company. In his opinion, if the line managers
say that HR is not important, than he would like to say that he is not fit to be a
line manager. Giving his practical analogy, he asserts even in sports we require
good HR, likewise even in gangsters activities. He strongly believes thateffective recruitment/selection and training/development play a big role in their
companys productivity and skill development. Generally, this study has shown
that strategic recruitment/selection and training/development as practiced by
both companies contribute to overall organizational effectiveness. Their
practices can be characterized by the effective manpower recruitment/selection,
well trained manpower and integration of HR functions with the business/
corporate strategy.
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Summary of Key Findings and ImplicationsSome of the key findings and implications that may provide some insights and
practical implications to HR managers and line managers include:
HRM is practiced as integral to firms strategic processes and viewed asa source contributing to organization profitability as opposed to cost of
production.
HR policies are an important aspect of organizational effectiveness,however numerous other factors must also be taken into consideration.
Recruitment/selection and training/development are integral part of HRstrategy and are linked with the overall business/corporate strategy.
Basis of calculating manpower requirement will depend on keyperformance per manpower.
Strategic HRM practices embedded in the organizations HR systemhave a significant influence on production quality, development of
organizational capabilities and effectiveness.
Organizational effectiveness is influenced by the existence of their HRpolicy which encourages effective selection and continuous internal
development.
Evidently, organizations which better combine their HR practices tocreate and develop strategic human resources have contributed to
overall organizational effectiveness.
The underlying assumption of SHRM is that organizationaleffectiveness is influenced by a set of systematic HR practices.
Strategic HRM effectiveness correlates positively to organizationalperformance.
Discussion and ConclusionsThe questionnaire and interview findings indicated that both Company A and
Company B facilitate the recruitment/selection practices by placing a greater
emphasis on the applicants and organizational fit as crucial criteria in their
selection practices. They consider the importance of personality, versatility, and
characteristics of the candidates that may assimilate with their organizational
policy and culture. The screening of potential applicants will ensure that thesuccessful candidates will be able to adapt in well with the team work values
and culture as practiced by both companies. Evidently, apart from other factors,
the interview findings with managers from both companies believe that product
quality and organizational effectiveness cannot be achieved without the right
manpower, well trained and teamwork among members of the organization
Additionally, they indicate that the potential applicants must have the
ability to learn as generalists in view of the broad job structure, cross-functional
activities and the job rotation assignments at the shop floor which require
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multifunctional sills. Mid-career recruitment among the two companies is used
only when vacancies cannot be filled internally and when they have to source
externally for applicants with working experience especially for higher
managerial and critical positions. To ensure effectiveness of their recruitment/
selection activities, their HR managers work closely with line managers in
selection decisions taking into consideration applicants trainability, required
skills and competency. They believe that recruitment/selections add value and
play a crucial role in ensuring organizational effectiveness because applicants
differ in their characteristics and capabilities in their contribution to the
organization.
On the importance of training/development, both the companies recognizethat by providing formal and informal training/development had contributed to
their overall organizational effectiveness. The interview findings have shown
that managers and line managers viewed training/development as crucial to
organizational competitive advantage, hence, their commitment to investments
in their training/development activities. The companys commitment and
emphasis on continuous training/development is an indication of how the
company values its human resources and ensuring that the organization has
adequate manpower supply that matches with organizational need. Notably,
both companies invest heavily in training/development either for succession
planning or for new product transfer requirement. They conducted HR planning
system, performance appraisal and training need analysis (TNA) on all the staff
to ensure their organization has accurate manpower forecasts and adequatesupply of the required talent to meet current and future organizational needs.
Their employees were trained with the skills required to perform their
work competently and tries to develop employees technical and managerial
capabilities through a variety of on the job training programs or through their
external training programs with their parent company in Japan. For instance, the
training/development attachment in Japan either for replacement or retraining
may take around one month to six months. Other than as part of exposure and
continuous training/development programs, additionally, the training in Japan
will partly depend on product transfer in view of relocation or expansion,
changes or improvements on production methods and also the acquiring of new
technology. The importance and commitment of HR and line managers on
devolution of HR functions to the line lead to effective coordination andimplementation of their training/development programs. They emphasize closer
cooperation across departments to encourage intensive and continuous job
rotation and cross-functional skills. Evidently, this was done systematically and
effectively which enable their staff to learn a wide range of skills and this has
significantly contributed to their overall organizational effectiveness.
Generally, their systematic and comprehensive recruitment/selection and
training/development are an important aspect leading to overall organizational
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effectiveness, however, not discounting other factors that must also be taken
into consideration. Predictably, other distinctive features of Japanese
management system (JMS) i.e., flexibility of organizational structure, employee
empowerment, a broadly defined job, strong employee commitment, strong
team-work, management process, work systems and approaches participative
decision making and the integration of HR strategy with the overall corporate
strategy has contributed significantly to the overall effectiveness of their
organization. One of the key contributions of organizational effectiveness for
these two companies practices leading to better organizational effectiveness is
the strategic integration of their HR practices into strategic decision making at
the corporate level supported by their systematic and comprehensive HRsystems embedded in their overall organizational practices.
Overall, this study benefitted from the mixed-methodology design of
qualitative and quantitative approaches, it is nevertheless vulnerable to some
potential weaknesses. Among the limitations of this study were on the issue of
subjectivity, the relatively short period of time to objectively analyze
organizational effectiveness and the focus of this paper which only examined
two key HRM functions, whereas there are other important factors that were not
addressed in this paper. Hence, the findings on the overall organizational
effectiveness should be treated with caution in view of the other contributing
factors which also contribute to the overall effectiveness. Nevertheless, the
findings have shown that their strategic recruitment/selection and
training/development approaches embedded with its management process andwork system undeniably contributed to the overall effectiveness of the
organization. Though not meant to be conclusive, these findings similarly add to
previous research that has contributed to enhancing the importance of strategic
HRM practices towards organizational effectiveness. In addition, the use of
multiple respondents helped to minimize the self report biased hence enhanced
objectivity of the findings. Significantly, this study can be used as a base for a
more comprehensive study in Malaysia and for further international studies. It is
nevertheless hoped that a more in-depth research in this area particularly
looking at objectivity and quantifiable measure on the cause and effect of
strategic HR practices should be carried out as to contribute to the accumulation
of knowledge in this critical and yet unresolved issues impacting on effective
implementation of SHRM.The overall results of this study have shown similarities with past findings
and support the notion that strategic recruitment/selection and training/
development approaches correlates positively with organizational effectiveness.
Consistent with the past studies and theoretical propositions, this study also
shows that organizations which have systematic management practices of its
HRM practices to create and deliver strategic human resources have shown
value-added contribution towards their organizational effectiveness. Evidently,
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the findings of this study have shown similarities with past findings. This study
provided support for the argument that HR complimentary practices are
important determinants of general perceived organizational effectiveness.
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