The adoption of Japanese
recruitment practices in Malaysia
Lai Wan Hooi
Centre for Technology Policy and International Studies,
Universiti Teknologi Malaysia, Kuala Lumpur, Malaysia
Abstract
Purpose – The objective of this research is to examine to what extent Japanese recruitment practices
are introduced and practiced in the auto manufacturing companies in Malaysia, since the
implementation of the Look East Policy.
Design/methodology/approach – The process involves the gathering of both primary and
secondary data, but the main method is a primary data survey. The approach is to target local
enterprises as much as possible in the collection of primary data through a set of questionnaires, as
well as in-depth interviews with the human resource (HR) directors and some employees of each
company.
Findings – It appears that the Malaysian manufacturing companies have not designed their
recruitment practices after those of the Japanese. There is no one single model of recruitment practices
operating in Malaysia, either among Japanese joint ventures or local enterprises. However, the findings
do suggest the existence of some consistent sets of recruitment behavior among the companies, though
it cannot be said with much confidence that these patterns are indeed representative of Malaysian
recruitment behavior.
Research limitations/implications – Research has been limited to the manufacturing industry
only.
Practical implications – HR practitioners can use the outcome of the study to gauge the
adaptability of certain elements of Japanese recruitment practices to the Malaysian workplace.
Originality/value – This paper offers an insight into the applicability of Japanese recruitment
practices and offers practical help to HR practitioners embarking on new recruitment policies.
Keywords Recruitment, Manufacturing industries, Japan, Malaysia
Paper type Research paper
Introduction
Considering the fact that more than 20 years have passed since the implementation of
the Look East Policy (LEP)[1], the extent of Japanese-style management introduced and
practiced in Malaysian companies should be reflected in the management policies of
Malaysian companies. The objective of this research is to examine whether Japanese
recruitment practices are introduced and practiced in the manufacturing companies in
Malaysia, since the implementation of the LEP. This paper gives an insight into
Japanese recruitment practices during the period of continuous business growth and
the adoption of these practices by some of the manufacturing companies in Malaysia. It
offers practical guidance to human capital (HC) practitioners embarking on new
recruitment policies. Japanese recruitment practices have made it possible for
companies to carry out their other human capital management (HCM) policies, such as
comprehensive HC development, internal and seniority-based promotion,
mentor-mentee system, kaizen and job rotation. With Malaysia’s efforts towards
The current issue and full text archive of this journal is available at
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IJM
29,4
362
Received 21 December 2006
Revised 26 April 2007
Accepted 26 June 2007
International Journal of Manpower
Vol. 29 No. 4, 2008
pp. 362-378
q Emerald Group Publishing Limited
0143-7720
DOI 10.1108/01437720810884764