Practices and Outcomes of Participative Management in Japanese Subsidiary Companies in Malaysia.
This study explores the link between participative management practices (PMP) and participative management outcomes (PMO) in Japanese Subsidiary Companies in Malaysia. One hundred and forty managers from 140 Japanese Subsidiary Companies in Malaysia had completed the questionnaires covering part...
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| Format: | Thesis |
| Language: | English English |
| Published: |
2005
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| Subjects: | |
| Online Access: | http://psasir.upm.edu.my/id/eprint/6445/1/FPP_2005_12.pdf |
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| Summary: | This study explores the link between participative management practices
(PMP) and participative management outcomes (PMO) in Japanese
Subsidiary Companies in Malaysia. One hundred and forty managers from
140 Japanese Subsidiary Companies in Malaysia had completed the
questionnaires covering participative management practice (PMP) and four
participative management practices outcomes (readiness to accept change,
productivity, teamwork effectiveness and customer service quality).
Descriptive statistics were used to describe the profile of the subjects in this
study and the nature of participative-management-practice programmes.
The research utilised F-test (analysis of variance), factor analysis, correlation
analysis, and multiple regression analysis to analyse the data.The research found that 65.7 percent of the respondents indicated that the
level of participative management practices in the studied Japanese
Subsidiary Companies in Malaysia was at medium level. With regard to the
type of participative-management-practice programmes, the result
indicated that programmes, such as total quality management (TQM),
quality control circles (QCC), suggestion scheme and small group activity
(SGA) were more frequently practiced in these companies, while, the
discussion group, team working, matrix/project management and task
forces programmes were regularly practiced in these companies. The other
programmes such as morning prayer, company magazine, video
presentation and collective bargaining, were less regularly practiced in
these companies.
From the factor analysis, five factors; consisting of organizational culture,
organizational climate, employee empowerment, total employee
involvement and leadership; were identified as elements of participative
management practices in this study. Statistically significant relationships
were found between participative management practices and readiness to
accept change, productivity, teamwork effectiveness, and customer service
quality. These findings indicate that participative management practices
tend to increase productivity, readiness to accept change, customer service quality and teamwork effectiveness. The influence of participative
management practices on the participative management outcomes is a clear
signal to managers to realize the importance and effectiveness of
participative management practices.
Overall, this study found that the participative management practices were
correlated with the selected participative management outcomes in
Japanese Subsidiary Companies in Malaysia. It is recommended that the
participative management practices in Japanese Subsidiary Companies be
adopted by local firm in Malaysia |
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