Strategic integration of human resource management practices
Perspectives of two major Japanese electrical and electronics companies in Malaysia
Bibliographic Data
| ID | 20501457 |
|---|---|
| Authors | Abang Ekhsan Abang Othman (Universiti Malaysia Sarawak, corresponding author) |
| Year | 2009 |
| Volume | 16 |
| Issue | 2 |
| Pages | 197-214 |
| Publication date | 2009-05-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Cross Cultural Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1352-7606 • E-ISSN: 1758-6089 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/13527600910953937 |
| OpenAlex | W1956678019 |
| Language | EN |
| Citations received | 1 |
| References cited | 25 |
Purpose The purpose of this paper is to examine the strategic integration of HRM practices with business/corporate strategy in the context of its applications and processes in two Japanese multinational companies in Malaysia. Design/methodology/approach The research used mixed‐methodology via case studies and questionnaire surveys. Overall 29 questionnaires, 15 from Company A and 14 from Company B were returned and analyzed for a response rate of 58 per cent. In addition, 15 respondents were interviewed, including Executive Director, Head of HR and line managers. Findings Analysis of questionnaire responses and interview findings shows strategic integration of HRM practices has been adopted by both organizations, though their approaches vary slightly. Importantly, the involvement of HR at board level, direct reporting of HR to the CEOs and the organization's supportive culture symbolize the integrative approach to HRM. Additionally, the findings indicate that although company strategies are in place, other factors such as business credibility of the HR manager and the level of commitment and support from CEOs and line management commitment are important determinants of strategic integration of HRM practices. Practical implications The influence of Japanese management practices which has similar characteristics of high performance work system (HPWS) and resource‐based view (RBV) approach that emphasizes participatory decision making and construe employees and HR function not as cost burdens but as sources of competitive advantage are important predictors of higher and effective strategic integration. Originality/value The paper provides some insights into approaches to strategic integration of HRM practices in two Japanese multinational companies in Malaysia
Business · Competitive advantage · Credibility · Human resource management · Human resources · Knowledge management · Line management · Management · Multinational corporation · Operations management · Organizational culture · Originality · Process management · Qualitative research · Sociology · Strategic management · Strategic planning · Corporate Finance and Governance · Engineering · Innovation and Knowledge Management · International Student and Expatriate Challenges · Marketing
The Impact of Human Resource Management Practices on Perceptions of Organizational Performance.
Theoretical Perspectives for Strategic Human Resource Management
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.
Managing Human Assets
Modernization and the Japanese Factory
| Citations per year | 0.14 |
|---|---|
| Citation span | 2019 - 2019 (1) |
| Highly cited | No |