Open Access Open Access  Restricted Access Subscription or Fee Access
Total views : 763

A Case on the HRM Model in One Indian Based Japanese Trading Establishment

Affiliations

  • Research Scholar, Gitam Institute of Management, Gandhi Nagar, Rushikonda, Visakhapatnam-530 045, Andhra Pradesh, India

Abstract


Indian-based Japanese companies tend to concentrate more on providing communications rather than creating a structural human resource management system that incorporates all the essential instruments of effective communication. For a notable progress of any company, human relations are crucial. Proper interpersonal relationships and cross- cultural management are necessary in creating a defined organizational structure. Career development and enlisting of the job requirements are some of the elements that dictate the performance of humans. Similarly, a healthy work environment through a structured human resource model and motivation plays an important role in defining the outcome of productivity. The synergy of all these human resource components is essential in organizational operations and effectiveness. This research paper focused on studying such elements of international management of human resources through a case study of India-based Japanese establishments with their human resource models. On the basis of these findings, recommendations for improving the human resource system and practices are suggested.

Keywords

Human Resources, International Management, Career Development, Organizational Management

JEL Classification : F23, J80, J83

Paper Submission Date : November 20, 2015 ; Paper sent back for Revision : December 21, 2015 ; Paper Acceptance Date : December 26, 2015.


Full Text:

 |  (PDF views: 0)

References


  • Chapagain, D. P. (2009). Japanese style management. Human resource management: Quality for competitiveness. From Signboards and Slogans, 1-8.
  • Cole, M.A., Elliott, R. J.R., & Shimamoto, K. (2006). Globalization, firm-level characteristics and environmental management: A study of Japan. Ecological Economics,59 (3), 312- 323. doi:10.1016/j.ecolecon.2005.10.019
  • Compa, L.(2004). Unfair advantage: Workers' freedom of association in the United States under international human rights standards. A human rights watch book. Ithaca and London: Cornell University Press, ILR Press.
  • Dicken, P., & Miyamachi, Y. (1998). From noodles to satellites: The changing geography of the Japanese sogo shosha. Transactions of Institute of British Geographers , 23 (1), 55-78.
  • Edmond, S. (2002). Exploring the success of expatriates of U.S. multinational firms in Mexico. International Trade Journal, 16 (3), 233- 255. DOI:10.1080/08853900290090773
  • Embassy of Japan in India (JETRO). (2006) & (2015). Japanese business establishments in India. Retrieved from http://www.in.emb-japan.go.jp/PDF/20150105_j_cos_list.pdf
  • Gastin, D. (1999). Japanese trading companies: Their role in Australia's economic development (pp. 9-44). Australia: INSTATE Consultancy.
  • Grill, T. V. (2012). Human resource management of Japanese companies in Hungary. Human Resource Management, 1 (1), 1-50.
  • Gupta, S.C. (2006). International human resource management: Text book of IHRM. New Delhi: McGraw Hill.
  • Harbison, F. (1959). Management in Japan. In F. Harbison and C.A. Myers (eds.), Management in the industrial world: An international analysis. New York : McGraw-Hill.
  • Harzing, A.W. (2001). Who's in charge: An empirical study of executive staffing practices in foreign subsidiaries? Human Resource Management, 40 (2), 139-158. DOI: 10.1002/hrm.1004
  • Harzing, A.W., & Pinnington, A. (2011). International human resource management (3rd edition). London: Sage Publications.
  • JETRO. (2006) & (2015). Embassy of Japan in India. Retrieved from http://www.in.emb-japan.go.jp/PDF/20150105_j_cos_list.pdf
  • Keizer, A. B. (2008). Non- regular employment in Japan: Continued and renewed dualities. Work Employment & Society, 22 (3), 407-425. DOI: 10.1177/0950017008093478
  • Keizer, A.B. (2010). Changes in Japanese employment practices: Beyond the Japanese model (1st edn., Book 4). Routledge : Routledge International Business in Asia.
  • Keizer, A. B. (2011). Flexibility in Japanese internal labour markets: The introduction of performance- related pay. Asia Pacific Journal of Management, 28 (3), 573-594. DOI : 10.1007/s10490-009-9170-3
  • Larke, R., & Davies, K. (2006). Recent changes in the Japanese wholesale system and the importance of the Sogo Shosha. Retrieved from https://dspace.stir.ac.uk/bitstream/1893/1110/1/Larke_and_Davies_Feb_07.pdf
  • Mark, Z. (1985). Dealing with the Japanese. United Kingdom : George Allen & Unwin.
  • Patrick, R. (2013). Sogo Sosha: An insider's perspective. Marubeni Research Institute, pp. 3-9. Retrieved from http://www.marubeni.co.jp/research/index.html
  • Pudelko, M., & Harzing, A.-W. (2010). Japanese human resource management: Inspirations from abroad and current trends of change. In, R. Bebenroth (ed.), International human resource management in Japan. London: Routledge.
  • Reiche, B.S., & Harzing, A.W. (2011). International assignments (3rd edition). London : Sage Publications.
  • Watanabe, T. (2003). Recent trends in Japanese human resource management: The introduction of a system of individual and independent career choice. Asian Business & Management, 2 (1) 111-141. doi:10.1057/palgrave.abm.9200029
  • Welch, D.E., & Welch, L.S. (1997). Pre-expatriation: The role of HR factors in the early stages of internationalization. The International Journal of Human Resource Management, 8 (4), 402-413. DOI:10.1080/095851997341522
  • Willis, H.L. (1984). Selection for employment in developing countries. Personnel INIMM, Administrator, 29 (7), 26-50.

Refbacks

  • There are currently no refbacks.