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HRM Strategies: Comparing the Chinese and Japanese Systems - Essay Example

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Generally, Chinese employees are more individualistic because they favor a contribution-based or performance-based Human Resources Management (HRM) system, whereby personal recognition and promotion depend much on personal leadership. As long as these evaluation systems are adequate and complete, Chinese managers welcome these with open arms…
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HRM Strategies: Comparing the Chinese and Japanese Systems
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Download file to see previous pages In fact, there is indirect evidence that shows how Japanese businesses do not put more value on extra opportunity because they are more willing to minimize risks. Expectedly, the problematic Japanese HRM strategies fail to retain their in-pats, as compared to their Chinese counterparts who increasingly prefer US-based employers for superior promotion, flexibility, and self-actualization opportunities. However, the existence of a major gap between their risk-taking profiles (or risk aversions) could not be easily bridged by any HRM strategy, other than a major convergence of cultures. As a rough rule of thumb, the distinctive 'frictions' behind both Chinese and Japanese systems rely on their cultures, as well as flipsides of their morale systems, as expounded by the issue of 'envy' versus the 'distrust',
Most probably, an effective training system should appeal to the Chinese working ethics while motivating the morale from the outset. A training program will inevitably reflect the implied culture and HRM system, as the Chinese managerial trainees should be able to appreciate the adequacy in both. This is in realization of how implied culture and HRM system are believed to be systematic, complete, conducive, and incentives-compatible. Of course, there will be a self-selection rule at work, so those willing to comply will stay and likely measure up. In any event, the HRM system and training program should not be perceived as a set of constraints only, instead these should appeal to reason and be open to discussion. In fact, only an effective (fully transparent) culture can motivate critical thinkers to "look in the same direction," and consequently this could be reflected using a functional training program. If Chinese managers are sensitive to a leadership system at large, they become more sensitive to a fair and transparent mechanism of compensation and promotion.
In discussing the strategic problems and opportunities in detail, this paper aims to have a clearer understanding of the problems that both systems will generate, when asked with additional, more specific questions and concerns. As we attained a proper vision of Mabuchi's case, this suggests important tradeoffs between opportunities and problems, rather than treating these as stand-alones that is often seen in conventional SWOT analysis.
Strategic Problems & Opportunities
Like any diversifying company, managers will not settle on just any opportunity which simply adds value or reduces the risks. This candidate 'theme' or line of business should fit just squarely into the core competencies or comparative advantage, while also proving its liquidity as feasible. In other words, the proactive and entrepreneurial management will surely stand as a look-out for new opportunities and geographies. Yet, it is preferable that the investment portfolio could expand in a natural fashion, whereby the original core concept spawns into a host of derivative or complementary solutions. For instance, Mabuchi did a wise move of rejecting Braun's offer of switching to non-steel core motors for its razors. As the counteroffer was for Braun to consider the benefits of Mabuchi's steel-core, obvious solutions are allowed for ...Download file to see next pagesRead More
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