Practices of Management Development: A Malaysian Case Study

Law, Kian Aun

doi:10.5539/ies.v1n2p76

Cited by 1 publication

(2 citation statements)

References 27 publications

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“…Stewart (1991) posits that executive development program (in-house) will help to develop potential. This view is supported by Hollenbeck (1991) and 196 JMD 34,2 Law (2008). Executive development programs provide a more systematic method and evaluation techniques to further develop potential.…”

Section: Discussion Of Findingsmentioning

confidence: 96%

“…One cannot deny the fact that formal education is still relevant because the employees who have participated in the program reported that they learned to widen their perspectives on business issues, problem solving and decision making (Hollenbeck, 1991). MAA International Assurance, a large insurance company in Malaysia, used extensive formal training programs in its effort to manage and develop its managers and high potential executives (Law, 2008). However, according to Peters and Smith (1996), the formal education program has to be coupled with on-the-job experience that gives the high potential employees opportunities to feel and experience the challenges.…”

Section: Developing High Potential Employeesmentioning

confidence: 99%

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Employers’ experience in managing high potential employees in Malaysia

Juhdi

Pa'wan²,

Hansaram³

2015

Journal of Management Development

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Purpose – The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage such employees and finally to identify problems encountered in the development programs. Design/methodology/approach – The respondents of the study were HR practitioners. Convenient sampling was used and the respondents answered survey forms that were sent out using regular mails and e-mails. As a result, 237 forms were generated and used for analyses. In order to test construct validity, factor analyses were performed and mean values of each variable were also used for interpretations. Findings – Employers put highest emphasis on employees who were customer service oriented. Three major competences were identified – results-oriented character, interpersonal competence and technical competence/flexibility. The most common method to identify potential was performance appraisal by immediate superiors. The most common method to develop high potential employees was job enlargement and the most common problem in the development programs was in dealing with those who had personal and work-life balance. Practical implications – Performance appraisal done by immediate supervisor may not be the best method to gauge future performance and should be coupled with performance review or discussion with the superiors. Job experience is still effective in developing potential. Specific policies that help employees to balance personal and work life are important in development programs. Originality/value – The responses from the HR practitioners shed some lights on what major competences are important in identifying potential that can be used in talent management.

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Section: Discussion Of Findingsmentioning

confidence: 96%

Section: Developing High Potential Employeesmentioning

confidence: 99%