Recruitment Practices in Malaysian Knowledge Intensive Start-Ups

Maniam Kaliannan, Shanmuga Pillaiyan


This paper investigates Strategic Human Resource Management (SHRM) practices adopted by knowledge intensive start-up companies in Malaysia. SHRM is considered a key to the success of these firms in line with the Resource-Based-View (RBV) of the firm. Particular focus was given to recruitment practices as recruitment is viewed as having the most significant short term impact for start-ups. This paper is based on the case study of three Malaysian knowledge intensive start-ups. The study finds that Malaysian start-ups do not perceive SHRM as critical for their success. Owner-managers of Malaysian start-ups prefer an informal & unstructured SHRM process. Key SHRM areas of recruitment and compensation are ad hoc. These findings are in line with other studies carried out globally. This paper discussed the pros and cons of the SHRM practices at Malaysian Knowledge intensive start-ups and recommends a framework for recruitment in small knowledge intensive start-ups is proposed. 


Strategic human resource management; Recruitment; Start-ups; Compensation; Framework

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