Global Talent Management in Japan - Essay Example

Global Talent Management in Japan Performance appraisal systems are developed to cater to the distinct needs and requirements of various organizations. The appraisal of the accomplishment of employees differs depending on various factors including the organizational structure, culture, and the objectives or goals within which the performance measurements are designed. The current essay hereby aims to proffer performance appraisal systems in Japanese organizations focusing on the cultural dimensions that impact its design and implementation, such as collectivism, masculinity, and value system of meritocracy.

In an article written by Endo (1998), the author actually differentiated the historical performance appraisal systems between Japan and the USA. Accordingly, the characteristics of performance appraisal systems in Japan could be summarized as follows: (1) use of a rating scale for performance evaluations: (2) the main purpose of the appraisal systems in Japan is for “making wage and salary adjustments and making decisions on promotion, with little attention paid to its possible use as a means of developing communication between supervisors and subordinates” (p. 248); (3) appraisals for rank and file workers are influenced by subjective factors; (4) results of appraisals were reportedly adjusted to fit predefined patterns; (5) no results were provided to employees appraised; (6) appraisal systems are predominantly used and applied in private Japanese organizations and rarely in government offices; and (7) these are intentionally used “ as a means of employment discrimination” (Endo, 1998, p. 248). Collectivism The rationale for the design and implementation of the abovementioned performance appraisal systems that were implemented in Japanese organizations could potentially be influenced by cultural factors (Victor, 2011).

As averred, since the cultural dimension that on collectivism is manifested in Japan, “the Japanese style of managers’ advocates concern for the welfare of the group” (p. 1). As such, since performance was mostly rated on the efforts of the group, managers could not specifically focus on the individual contributions and efforts exerted towards the attainment of identified goals. Value System of Meritocracy This fact was likewise exemplified in the cultural value system of meritocracy, where “it rewards long service and dedication.

In the Japanese management set-up, it is unlikely that a new recruit would quickly advance above dedicated competent workers” (Victor, 2011, p. 2). As such, performance appraisals were more focused on long term experiences and competencies of workers and are not measured on periodic achievements. Masculinity Finally, as expounded in Hofstede’s cultural dimensions, Japanese organizations manifest greater amounts of masculinity and uncertainty avoidance (Azu, 2010). These dimensions explain the fact the managers, as superiors could rate their subordinates depending on their personal interest and desires.

Their avoidance for new and innovative work settings likewise preclude veering away from predetermined patterns. As emphasized by Enzo (1998), the very system and practice that has been generally accepted by workers clearly indicate that “the system does not require informing the employees for their ratings; very few workplaces have a procedure for filing complaints about the ratings and for handling such complaints; and the legal mechanisms for the relief of employees unduly discriminated against are inadequate” (p.260). These cultural and human resource management factors contribute to the kind of performance appraisal systems designed and implemented by Japanese organizations.

Reference List Azu, M. 2010. Hofstede Cultural Dimension of Japan, [Online]. Available at: http://www.docstoc.com/docs/23541900/Hofstede-Cultural-Dimension-of-Japan [Accessed 12 March 2012]. Endo, K. 1998. “‘Japanization’ of a Performance Appraisal System: A Historical Comparison of the American and Japanese Systems.” Social Science Japan Journal. Vol. 1, No. 2, pp. 247-262. Victor, D. 2011. “Differences between American and Japanese management systems.” Helium, [Online]. Available at: http://www.helium.com/items/2150819-differences-between-american-and-japanese-management-systems?

page=2 [Accessed 12 March 2012.