This study examines the way multinational corporations (MNCs) in Myanmar conceive, implement, and assess training and development programs for employees under the framework of a culturally and economically complex environment. Leveraging Institutional Theory, Human Capital Theory, and Expectancy Theory, the research investigates the configuration between the global training approaches and local needs for workforce. The study was an interpreted qualitative case study with 13 semi-structured interviews with anonymized MNC HR/ Training and Development Representatives and employees as well as an analysis of internal training documents and annual plans.
Seven major themes were accomplished in thematic analysis namely, organized planning, different forms of training, mixed delivery approaches, involvement patterns, forms of assessment, effectiveness of training, and difficulties implementing. Results show that while the training programs are for the most part well organized and liked, they differ in relevance, motivational effects and years of experiences in employees’ positions and their roles in the organization, and the departmental dynamics. Localization efforts like translating content or adjusting it to local culture help improve participation, but they are often weak due to limited technology and poor planning.
The study provides both theoretical and practical implications for MNCs wanting to improve capability and retention of employees in emerging economies by placing HRM frameworks in a developing economy. It refers to the requirement of adaptive, inclusive and lifecycle-responsive training models which cater to both the organizational goals and the development of employees in Myanmar’s changing labor market.