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Research And Practice In Human Resource Management

RESEARCH AND PRACTICE IN HUMAN RESOURCE MANAGEMENT

Chew, Y. T. (2005). Achieving Organisational Prosperity through Employee Motivation and Retention: A Comparative Study of Strategic HRM Practices in Malaysian Institutions, Research and Practice in Human Resource Management, 13(2), 87-104.

Achieving Organisational Prosperity through Employee Motivation and Retention: A Comparative Study of Strategic HRM Practices in Malaysian Institutions Yin Teng Chew

ABSTRACT
A growing concern among companies operating in the Malaysian
labour market with high job mobility is how to maintain a workforce

capable of fulfilling corporate exigencies. This study compares and
contrasts how strategic human resource management activities from
different country origins are implemented in Malaysian companies

to motivate and retain talented cadres. The findings reveal there
were significant differences across the study countries. Moreover,
the study results demonstrate that, while an attractive pay package is
effective in manifesting job motivation, complementary strategic
human resources practices are profoundly important in reducing
staff turnover. These findings are discussed in terms of the other
application aspects of well integrated human resource practices.

INTRODUCTION

Human resources (HR) are the backbone of an organisation (Gerhart & Milkovich 1990, Pfeffer 1998). Moreover, the continuing prosperity of a firm is likely to be enhanced by employees who hold attitudes, value and expectations that are closely aligned with the corporate vision (Borman & Motwidlo 1993, Spector 1997, Cable & Parsons 2001, Feldman 2003). Clearly, hiring capable people is an attractive point of
departure in the process, but building and sustaining a committed workforce is more likely to be facilitated
by the employment of sophisticated human resource management (HRM) infrastructures (Schuler &
Jackson 1987, Beechler, Bird & Raghuram 1993). Arguably, HRM policies and...