This preview shows pages 1–2. Sign up to view the full content.
This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: Human capital development policies: enhancing employees’ satisfaction Hooi Lai Wan Osaka School of International Public Policy, Osaka University, Osaka, Japan Abstract Purpose – The 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/approach – Specifically, 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. Findings – A 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/implications – Similar 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 implications – It provides an insight of desirable HCD practices that human capital practitioners could develop to create competitive advantage through their human capital assets. Originality/value – In 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. Keywords Human capital, Job satisfaction, Multinational companies, Chemical industries, Training, Malaysia Paper type Case study Introduction In today’s global market, companies are surrounded by competitors, regardless of industry. To develop a competitive advantage, it is imperative that companies truly leverage the workforce as a competitive weapon. A strategy for radically improving workforce productivity to drive higher value for the organisation has become an important focus. Companies seek to optimise their workforce through comprehensive development programmes not only to achieve business goals, but also most importantly, survive and thrive for years to come. To accomplish this undertaking, companies will need to invest resources to ensure that employees have the information, skills, and competencies they need to work effectively in a rapidly changing and complex environment. This includes investments in human capital development (HCD)complex environment....
View Full Document
This note was uploaded on 03/16/2011 for the course ECON 101 taught by Professor Dunst during the Spring '08 term at Alabama.
- Spring '08