Technical training in the MNCs in Malaysia: a case study analysis of the petrochemical industry

Abstract

Purpose – The aim of this paper is to gain insight into some of the types of training and development practices that are carried out in the chemical industry for technical workers. A salient focus of the study is to make a comparative analysis of four MNCs, which were selected based on equity ownership, to ascertain whether T&D practices are similar regardless of equity ownership. Design/methodology/approach – Specifically, four MNCs in the chemical industry were analysed to ascertain the types and intensity of T&D practices in these MNCs in Malaysia. In-depth interviews were conducted with some of the HR practitioners in each organisation. Findings – Regardless of ownership, T&D practices of technical workers in the chemical industry in Malaysia are rather similar, though it differs in terms of intensity. On the whole, European MNCs place more importance on T&D, but it cannot be concluded that European-owned MNCs have better T&D practices than Asian-owned MNCs. Research limitations/implications – Similar research could be conducted on a larger sample, incorporating MNCs of different equity ownership to determine how T&D policies of globalised MNCs affect employee performance. Further research could be extended to different regions and sectors. Practical implications – It provides an insight of desirable T&D practices that HR practitioners could develop to create competitive advantage through their human resources. Originality/value – In addition to identifying the relevant T&D practices, commentary is provided of current knowledge in terms of best T&D practices that could be emulated by local organisations as well as other institutions in the Asia Pacific region.