Technical training in the MNCs in Malaysia: a case study analysis of the petrochemical industry

Purpose The aim of this paper is to gain insight into some of the types of training and development practices that are carried out in the chemical industry for technical workers. A salient focus of the study is to make a comparative analysis of four MNCs, which were selected based on equity ownership, to ascertain whether T&D practices are similar regardless of equity ownership. Design/methodology/approach Specifically, four MNCs in the chemical industry were analysed to ascertain the types and intensity of T&D practices in these MNCs in Malaysia. In‐depth interviews were conducted with some of the HR practitioners in each organisation. Findings Regardless of ownership, T&D practices of technical workers in the chemical industry in Malaysia are rather similar, though it differs in terms of intensity. On the whole, European MNCs place more importance on T&D, but it cannot be concluded that European‐owned MNCs have better T&D practices than Asian‐owned MNCs. Research limitations/implications Similar research could be conducted on a larger sample, incorporating MNCs of different equity ownership to determine how T&D policies of globalised MNCs affect employee performance. Further research could be extended to different regions and sectors. Practical implications It provides an insight of desirable T&D practices that HR practitioners could develop to create competitive advantage through their human resources. Originality/value In addition to identifying the relevant T&D practices, commentary is provided of current knowledge in terms of best T&D practices that could be emulated by local organisations as well as other institutions in the Asia Pacific region.