Page 269 - DMGT548_GLOBAL_HRM

Global HRM

Notes others have more powers than they do. They are taught that everyone is equal, so they are not
impressed by the important jobs/titles. They are optimistic about the people’s motivation and
capacities.

Americans believe that man has power to control nature and spend huge amount on space
research, biotech, etc. they believe that self-identification is achieved through action and
performance. They are low-context cultured society and ignore the non-verbal behaviour. For
the American managers, the single most important criteria are to have a successful career is
ambition, drive and a pragmatic individualistic achievement-oriented assessment system.

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Caselet HRM Problems

here is one company XYZ in which there are 4 employees Radha (26 yrs/Engaged
to Avinash/working/Ambitious) John (bachelor, 20 yrs old ) Avinash( 30 yrs old/
TEngaged to Radha, Dominating character) Aslam (45 yr old/married and settled in
life/superior in the org)
Avinash doesn’t want Radha to be working at his level. John is a buddy to Radha but still
is jealous of her achievements. Aslam feels women should not be working, kind of having
old mentality.

The management makes a decision to move the supervisor out of the org and make one of
the 4 as the new supervisor. Radha is chosen as the new supervisor. The rest of the guys are
not happy with her promotion.
Scenario – The business make a profit of 10 crores every year. And the last year it was 12
crores. Suddenly management says to her that she should make 10 crores in the next 2
quarters (6 months). Radha doesn’t have any choice since if she doesn’t make it Avinash
will be promoted in her place. And Avinash is so upset with Radha that he will ditch her
if she fails then. Also he is not happy to work under her as he is engaged to her.
Aslam is a senior guy and feels very bad to report to Radha, John is ok to report to Radha
but has no respect for Radha. What would you suggest Radha should she reach out for
help?

Source: http://toostep.com/idea/hr-case-study

14.3.3 Human Resource Practices in Japan

Human practices in Japan are characterised by lifetime employment and seniority-based pay
and promotion. Japanese places a high stress on the security of the job as the basic social factor.
Employees have largely been recruited from school levels or university graduates, rather than
experienced workers trained by other companies. They are started at a lower level of pay. Their
induction programme and training is designed to encourage them to conform, as well as
developing skills. Regular pay increases and career advancement are provided on the basis of
age and increases and career advancement are provided on the basis of age and length of service
to the company.

Unions based on the enterprises and comprising all employees in the company regardless of job
or occupation have been the dominant form of trade union and reflect the principles of loyalty,
the corporate family and obedience. They are involved in wage bargaining and resolving
workplace problems.

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