Page 270 - DMGT548_GLOBAL_HRM

Unit 14: Indian HRM

Japanese system of human resource management reflects these principles and provides a more Notes
systematic appreciation of the connections between the various factors involved; strategies to
internalise the labour market are based on the environment factors of relative stability including
an ageing workforce as well as technological innovation.
The main features of the Japanese Human Resource management are community orientation,
seniority-based promotion and salary system, class egalitarianism groupism, information sharing
and employee participation, employment security and flexible job behaviour. Factors that are
transferable to overseas subsidiaries are: community orientation, class egalitarianism, job security,
and worker participation. Factors that are difficult to transfer are: group-orientation behaviour,
wage and promotion seniority system.
Japanese are more anxiety-prone and have a high job stress. Employees place high premium on
job security, career planning, and health insurance and retirement beliefs. They are more
entrepreneurial, innovative and exhibit less emotional resistance to change. Japan has a high
muscularity index and so it places a great importance on earnings, recognitions and challenges.
They have a good orientation towards human nature. They focus on self-control. They follow an
indirect style of communication and agreements between the members tend to be spoken rather
than written.
Japanese methods and principles of people management focus on gaining mutual commitment
of people and the corporation. The corporation is seen as a family that looks after its own.
Motivation should be seen within the whole context of mutual loyalty and commitment. The
way performance is both conceived and rewarded in western organisations by performance-
related rewards, payment by seniority in Japanese organisations is valued as a way of rewarding
commitment to the corporation.
Japanese managers are highly pragmatic, lay strong emphasis on growth and size. They value
competence, achievement, dedication and loyalty.

14.3.4 Human Resource Practices in U.K.

The main features of UK human resource are summed up as follows:

1. A valuing of personal psychological privacy;
2. Denigration of emotional outbursts; being reserved;
3. Friendliness and sincerity;

4. Orderliness, patience and seeing a task through; well defined status and roles (class
distinctions); little mobility and a preference not to make changes for the sake of change;
5. Making the best of things and playing the game right, not necessarily to win, but to ensure
fairplay;
6. Love of humour, often as a device to lighten the occasion;
7. Politeness and modesty, as well as indirectness;

8. Regard for pragmatism and common sense in the work situation rather than precise rules,
but a strong sense of order and tradition means rules that are spelt out will be obeyed;
9. Element of formality in the workplace between different levels;

10. Preference for well defined job functions;
11. Meetings are important and managers are expected to be good communicators;

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