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Malaysia as model

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  • Willy McCourt
  • Lee Meng Foon

Abstract

This article uses a case study of public human resource management (HRM) in Malaysia to explore policy ‘transferability’, proposed as a refinement of Dolowitz and Marsh's policy transfer framework. HRM in the Malaysian civil service is found to be relatively performance-orientated, though that is qualified by the Government's affirmative action policies. Malaysia's approach is attributed to factors that have their roots in Malaysia's history: the pervasive respect for authority, the ethnic mix, its Anglo-Saxon orientation, the successful economy, the National Development Policy of 1990 and the personal role of former Prime Minister Mahathir Mohamed. These factors suggest that public management is both shaped and constrained by its historical roots. The case suggests that successful policy transfer requires an understanding of those roots, especially when there is a significant distance in cultural, political, economic or linguistic terms between the countries transferred from and to.

Suggested Citation

  • Willy McCourt & Lee Meng Foon, 2007. "Malaysia as model," Public Management Review, Taylor & Francis Journals, vol. 9(2), pages 211-229, June.
    • Handle: RePEc:taf:pubmgr:v:9:y:2007:i:2:p:211-229
    DOI: 10.1080/14719030701340358
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    Cited by:

    1. Roziah Mohd Rasdi & Thomas N. Garavan & Maimunah Ismail, 2011. "Understanding Proactive Behaviours and Career Success: Evidence from an Emerging Economy," Organizations and Markets in Emerging Economies, Faculty of Economics, Vilnius University, vol. 2(2).
    2. Mccourt, Willy, 2012. "Can Top-Down and Bottom-Up be Reconciled? Electoral Competition and Service Delivery in Malaysia," World Development, Elsevier, vol. 40(11), pages 2329-2341.

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