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Management Custom Essays Samples
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|  Japanese Management |
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| Placement and advancement of Japanese workers is heavily based on educational background. Students who do not gain admission to the most highly rated colleges only rarely have the chance to work for a large company. Instead, they have to seek positions in small and medium-sized firms that can not offer comparable benefits and prestige. The quality of one's education and, more important, the college attended, play decisive roles in a person's career.
Few Japanese attend graduate school, and graduate training in business per se is rare. There are only a few business school programs in Japan. Companies provide their own training and show a strong preference for young men who can be trained in the company way. Interest in a person whose attitudes and work habits are shaped outside the company is low. When young men are preparing to graduate from college, they begin the search for a suitable employer. This process is very difficult: there are only a few positions in the best government ministries, and quite often entry into a good firm is determined by competitive examination. The situation is becoming somewhat less competitive, however, with a gradual decrease in the number of candidates. New workers enter their companies as a group on April 1 each year.
Another unique aspect of Japanese management is the system of promotion and reward. An important criterion is seniority. Seniority is determined by the year an employee's class enters the company. Career progression is highly predictable, regulated, and automatic. Compensation for young workers is quite low, but they accept low pay with the understanding that their pay will increase in regular increments and be quite high by retirement. Compensation consists of a wide range of tangible and intangible benefits, including housing assistance, inexpensive vacations, good recreational facilities, and the crucial availability of low-cost loans for such expenses as housing and a new automobile. Regular pay is often augmented by generous semiannual bonuses. Members of the same graduating class usually start with similar salaries, and raises and promotions each year are generally uniform. The purpose is to maintain harmony and avoid stress and jealousy within the group. |
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| Role and Practice of HRM |
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| It seems timely to move the debate on by examining what is happening in practice across different sectors in terms of people management and the roles that the HR function may play in order to support these practices. The first important insight from our research was the diversity both in terms of HR in practice and the role of the HR function in supporting that practice. Furthermore there were anomalies in HR practice that existing models could not sufficiently explain. The second important insight was that an understanding of the influence of both the internal and external context and the stages of organizational transition is vital for understanding that diversity. This chapter concentrates on examining inner contextual factors. It does not devalue the relevance and importance of external influences, but for the purposes of presenting detailed empirical data we have chosen to emphasize internal issues.
The conclusions that we draw are first, that the path of development for both the function and practice of HR may not be linear in nature, as implied by much of the literature, but cyclical instead, and second, that if one chooses to define 'best practice' in terms of meeting the contextual needs of the organization rather than matching universalistic or 'HR professional' notions of what the function should do, then best practice may require the function to operate at a level other than strategic. Thirdly, we conclude that there need not be a match in practice between three related aspects of managing people within organizations: the role of the HR function, the management practice of the HR function, and the people management practice of the organization.
The recognition of this complexity is important. The indiscriminate application of universalistic models, accompanied by insufficient appreciation of differing contexts, can result in the implementation of inappropriate HR strategies and processes and incongruent role posturing by the HR function. The result is that an HR function may fail to deliver a service that meets the needs of its employing organization. |
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