Perceived Barriers for Career Advancement Opportunities Among Local Managers in Japanese Subsidiaries in the Klang Valley
This research empirically examines the extent to which perceived barriers to career advancement of local managers exists in Japanese subsidiaries in the Klang Valley. Japanese subsidiaries have a unique quality of high degree of centralization and this creates challenges when operating in a forei...
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| Format: | Thesis |
| Language: | English English |
| Published: |
2003
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| Subjects: | |
| Online Access: | http://psasir.upm.edu.my/id/eprint/8180/1/GSM_2003_10_ir.pdf http://psasir.upm.edu.my/id/eprint/8180/ |
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| Summary: | This research empirically examines the extent to which perceived barriers to career
advancement of local managers exists in Japanese subsidiaries in the Klang Valley.
Japanese subsidiaries have a unique quality of high degree of centralization and this
creates challenges when operating in a foreign country like Malaysia. These challenges
create perceived barriers. Since these challenges are related to management directly, the
local managers in Japanese subsidiaries are vulnerable to its influence.
The perceived barriers in this study were examined through an analysis of 317 local
managers working in 41 Japanese subsidiaries in the Klang Valley. Six main perceived
barriers were tested: 1 ) Access to power and decision making authority 2) Opportunities
for Promotion 3) Benefits and Wages 4) Performance Appraisal 5) Feedback and 6)
Stereotype and Discrimination.
The investigation was based on a quantitative method of data collection using a
validated questionnaire. All the subsidiaries involved were from the manufacturing and non-manufacturing sector from the Klang Valley.
Overall findings suggest that perceived barriers, as described in most literature, does
indeed exist in Japanese subsidiaries in Malaysia and this hinders local managers career
advancement opportunities. There is dualism between Japanese managers and local
managers in terms of the way they are treated. Local managers' chances of promotion to
higher positions are limited. This is due to an unofficial ceiling on promotion,
preventing local managers from climbing to upper-level positions.
By confirming many of the findings of research on perceived barriers of Japanese
subsidiaries, especially in developing countries, this study demonstrates that while local
managers are in the Japanese subsidiary, they have to work harder than their Japanese
counterparts, to overcome the stereotype that local managers are too inferior to hold
higher management positions. |
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