Japan is one of the countries which promotes global development and enhances overall tendencies in the companies’ performance trends. It is a fact that there are many concepts which companies tend to benchmark from the example of Japanese companies. In addition, many concepts of management came from Japanese practices and revealed essential keys to success, which promote the development of management as a segment of science. Today, many companies are looking for effective benchmarking points and chose Japan as a basement of further developments. Japanese companies represent examples of Japanese culture penetrating business in general. Human Resources Management (HRM) practices are one of the elements, which is aimed at revealing secrets of the success. It is a fact that it is necessary to conduct a deep research in order to evaluate the effectiveness of all actions aimed at bringing the company to success in the prospect of HRM.
Japan is one of the most appropriate examples of the effective system of HRM, which can boost the performance of the company. There are numerous trends all over the world regarding this segment of business activity. However, Japan proves that it is necessary to follow the old pattern of organization behavior adding peculiarities of the contemporary business environment (Pudelko & Harzing, 2009). The research of the information proves that it is possible to distinguish four main tendencies in the development of HRM within Japan. First, Japanese professionals seek for long-term employment. It is a fact that both employees and companies strive to create an effective relationship which will benefit both sides. Long-term employment guarantees that the company will have dedicated employees willing to contribute to the success of the organization. Moreover, long-term relations between top management and its subordinates enhance productive and effective cooperation. The development of the company is impossible with the temporary set of employees. High turn-over rates can seldom be a part of Japanese companies as long as they take care of educating their employees instead of punishing and making them leave willing to find another job. Japanese HRM is a philosophy teaching employees how to grow and develop for both personal and company’s success. Long-term relations allow developing understanding and mutual support between employees and top management. In fact, it results in employees’ desire to stay in the company and contribute to its success. Many companies use it as a recruiting and retention tool, which helps attract employees to the company. Japanese companies strive to establish an appropriate environment both for the sake of company’s development and employee’s career achievements. It is well-known that Japan takes care of its employees, which makes them willing to pay back with outstanding performance and productivity. Many employees are willing to work for the company for more than 30 years. Employees work for the company until retirement period and contribute their skills and work to the company’s welfare and sustainable performance. Companies control their performances using tools, which both enhance experience of the employees and grant them with valuable performance patterns. In addition, outstanding HRM helps establish an effective system of organizational behavior, which remains the same over the years (Lazaridi, 2012). Top-management can influence organizational behavior with peculiarities attained from tendencies in the development of the external business environment. However, long-term employment has a negative aspect. It is hard for new minds enter the labor market and penetrate it with new ideas. In addition, it may become a challenge for the company to fire employees. Japanese companies tend to support old traditions providing its activities with help of experienced employees teaching them how to adhere to the terms and conditions of the external environment.
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Another point in the peculiarity of the Japanese HRM is compensation. Companies tend to grant their employees with appropriate compensations. There is no doubt that salary is one of the most important factors, which attract employees and encourage them to contribute to the overall success of the company. Japanese companies follow the rule of rising salaries according to the age of the employee (Gerhart, 2008). On the one hand, such pattern has a positive impact on the employees’ retention. On the other hand, it may become a challenge to promote young minds to develop and grow. In addition, it may become difficult to grant multi-functional employees with talents and enormous ideas. It is the point where many doubts arise regarding fairness of the company’s compensation system. However, many critics appreciate intention of Japanese companies to support their activities with fair compensation measures. For example, fair compensation promotes productive performance and enhanced efficiency. Employees see the target of their performance and know about the reward waiting for them at the end of all challenges.
Another aspect of the Japanese HRM is training, which helps provide employees with additional knowledge. Moreover, it increases skills and behavioral patterns of employees. As a result, the company receives a team of professionals able to bring the company to the new level of development. The main focus of trainings in Japan concentrates on talents and personal skills. Most companies have a flexible system of trainings, which help employees emphasize their strengths and eliminate weaknesses. The diversity of trainings has an office-based approach or can offer employees distance learning. Regardless of the program’s approach, companies benefit from bringing their employees to the new level of professional growth. Japanese companies tend to stick to the idea that trainings can become an engine of the development as long as employees can improve performance of the company with the help of the improved set of skills. Trainings teach how to adhere to the changeable business environment, follow the company’s organizational patterns, move up the career ladder and fulfill personal aspirations.
The final point among the peculiarities of Japanese HRM is that companies tend to formulate unions. There are different unions on the level of enterprises. Companies tend to enhance team integration in the performance in order to reduce the negative feedback from employees’ experience. In addition, it essentially reduces the number of strikes as long as companies take care of providing its employees with everything they need for personal growth and development. The company’s intention to grow and develop gains support from teams both internal and external. In addition, the company gains access to the world economy integration as long as it starts cooperating with other companies. In the prospect of HRM, Japanese companies tend to enhance cultural and professional exchange between Japan and other countries. It helps provide employees with valuable experience, which can help boost the performance of the whole company. In addition, Japan actively uses labor unions. It is a form of integration intention of Japanese companies regarding compensation and long-term employment. Labor unions formulate the massive segment of the company, which helps enjoy the benefits offered by the company.
In conclusion, it is obvious that Japan can teach the whole world how to operate with enhanced efficiency. Despite the fact that Japanese way of HRM has some negative impact, it is impossible to doubt its importance. The main peculiarities of Japanese HRM reflect national and cultural traits of management principles. An in-depth analysis of the Japanese HRM could become an essential guide towards improvement of the performance.