EXPLORING HUMAN RESOURCE MANAGEMENT PRACTICES IN INDEPENDENT SMALL AND MEDIUM-SIZED RESTAURANTS IN KLANG VALLEY
DOI:
https://doi.org/10.55197/qjssh.v6si1.932Keywords:
recruitment strategies, employee training practices, retention strategies, small and medium-sized restaurant, SMEAbstract
Independent small and medium-sized restaurants in Malaysia face persistent challenges in managing human resources, particularly in recruitment, training, and employee retention. This study explores human resource management (HRM) practices in Klang Valley-based independent small and medium-sized restaurants using a qualitative design. Semi-structured interviews were conducted with nine employees who had worked for at least six months in such establishments. Thematic analysis, supported by expert intercoder agreement, ensured the rigour of data interpretation. In recruitment, employers commonly relied on informal platforms like WhatsApp, social media, peer referrals, and posters. The hiring process often involved walk-ins, casual interviews, and basic Standard Operating Procedure (SOP) briefings, while hiring requirements prioritised personality and hygiene over formal qualifications. Learning and development practices included in-house training, job rotation, and occasional off-site training, focusing on enhancing professionalism and continuous growth. Retention strategies were driven by non-monetary rewards such as praise, skill development, and a flexible, friendly working environment, supplemented by modest benefits like transport allowances, medical claims, and festive gifts. These findings offer grounded insights into how resource-constrained restaurants adopt adaptive human resource management strategies. The study contributes to HRM literature and supports owners, managers, and academics in strengthening workforce stability within independent small and medium-sized restaurants.
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