This research examines the different factors that might be considered by Horizon Education while expanding in the Japanese markets. It focuses on HRM practices, organizational structure, cross-cultural management, compensation packages, training and development, and performance management.
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Running head:HRM PRACTICES HRM PRACTICES Name of the student Name of the university Author note
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1HRM PRACTICES Executive summary The purpose of undertaking the research is o examine the different factors that might be considered by Horizon Education while expanding in the Japanese markets. The research portrayeddifferentactivitiesthatmightbeundertakenbytheHRMoftheconcerned organization while designing the processes in a cross- cultural context. the research also emphasized on identifying the organizational structure that might be appropriate for the overseas operations of the venture. On the other hand, the research also enumerated the cross- cultural management approach that might be utilized by the organization along with the compensation packages,traininganddevelopmentneedsandperformancemanagement.Therefore,the research aimed at developing a comprehensive view on the different activities that might be considered by the organization in order to expand to the Japanese markets.
2HRM PRACTICES Table of Contents 1. Introduction..................................................................................................................................3 2. Choice of the plant manager........................................................................................................3 3. Organisational structure for overseas operations.........................................................................4 4. Cross-cultural management approach..........................................................................................5 5. Compensation package and system.............................................................................................6 6. Training, development and performance management...............................................................7 7. Conclusion...................................................................................................................................8 References........................................................................................................................................9
3HRM PRACTICES 1. Introduction The HRM practices that are undertaken by the organizations are dependent on the needs of the venture in supporting the uninterrupted functioning of the systems. The diverse range of operations that are undertaken by the organizations are dependent on the efficiency of the workforce and the steps that are undertaken by the organization for managing the same (Vaiman and Brewster2015). In this relation, the concerned organization,Horizon Education Inc, has taken steps to expand in the Japanese markets. The major issue that is being faced by the organizational HRM practices are dependent on the selection of the most appropriate candidate for the post of plant manager. On the other hand, the differences in the Japanese corporate culture and the work culture of USA would also affect the capabilities of the concerned organization in maintaining the efficiency of the operations. On the other hand, the discussion will also emphasize on the different aspect s of change that might be considered by the organization relating to training and the compensation packages for enhancing the operations of the same while expanding in Japanese markets. 2. Choice of the plant manager Carina Johansson might be selected as the ideal candidate for the position of a plant manager.The 27-year-old Australian woman is tenured and experienced while operating in the in the high tech industry despite of being a youth. The most obvious reason for choosingCarina Johansson is that she likes to encounter challenges and mitigate the same which will be assisting the concerned organization in upholding the efficiency of the operations and the quality of the offerings while adhering to the common objective of the business. The development of the processes will assist the concerned organization in enhancing the rate of production. On the other
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4HRM PRACTICES hand, the mitigation of the conflicts in the workforce will support the venture in developing the operations for maintaining the corporate sustenance.Huff, Songand Gresch (2014)stated that the expertise of the managers and the collaborative functioning of the same with the employees assist an organization in enhancing the effectiveness of the operations. Therefore, the recruitment of Carina Johansson as the plant manager will support the concerned organization in developing the operations of the same in Japan while mitigating the cross cultural barriers. 3. Organisational structure for overseas operations The organizational structure for the overseas operation of the business will be based on the establishment of strategic business units. The strategic business units assist an organization in developingtheoperationsofthesameinaccordancetothedemandofthecustomers. Grossmann, Huynh and Ellsworth (2016)stated that the assessment of the demand of the customers assists a venture in organizing the propositions and segregating the propositions while adhering to the needs of the target market.In this relation, the concerned organization might adapt strategic business units while operating in Japanese markets in order to organizer their product and service offerings based on the needs of the target audience. The concerned organization might undertake a centralized management structure which will assist the concerned organization in managing the operations in Japan from the head quarters located in US. The centralization of the decision making and management process will assist the concerned organization in minimizing confusions and thereby enhance the processes that are undertaken by the same.Hemmert, Bstieler and Okamuro (2014)stated that the centralization of the organizational management systems assist in maintaining the efficiency of evaluation, monitoring and controlling processeswith the objective of growth in different markets.
5HRM PRACTICES Therefore, in this relation, the concerned organization might facilitate a centralized approach of decision making and management for maintaining the efficiency of the operations. The concerned organization might consider utilizing the geocentric staffing which will assist the same in recruiting skilled personnel from all around the world.Jungand Takeuchi (2014)stated that the recruitment of the skilled and experienced personnel in the organizational operations assists the same in developing the process design and the propositions. Therefore, the concernedorganizationmightundertakenstepstoenhanceetheprocessesthroughthe recruitment of skilled workforce. 4. Cross-cultural management approach The cross cultural management approach is specifically based on the transparency of the operations through communication links between teams and individuals. Inthis relation, the concerned organization might take steps to develop appropriate communication between the JapaneseandUSemployeeswiththeaimofreducingtherateofworkplaceconflicts. Beugelsdijk et al. (2015)stated that efficient communication in an organizational setting assist the same in maintaining the efficiency of the operations inadherence to the common goals of sustenance.Thedifferencesin thelabourlawsbetweenJapanandUSmightaffectthe capabilities of the concerned organization in adapting to the new business environment. It has been noted that Japanese work culture is based on the principles oflong-life employment which clearly portrayed that an entrepreneur cannot fire an employee without suitable legally defensible reason. On the other hand, the working culture of US is based on the principles of “at will” employment. The differences between the working principles and the cultural affinity of the organization might affect the capabilities of the same in reducing the workplace conflicts.
6HRM PRACTICES Therefore, the concerned organization might take steps to develop flexible policies through a suitable combination of Japanese and US culture. The development of the flexible policies will be assisting the concerned organization in maintaining the efficiency of the workforce. Vaiman and Brewster (2015) noted that the development of the appropriate policies by the organizations assist the same in enhancing the rate of employee satisfaction anduninterrupted functioning of the processesof a venture. Therefore, the concerned organization might take steps to develop flexible policies which will assist the same in enhancing the operations of the same. The unbiased management operations assist an organization in enhancing the operations of the same in the cross- cultural context.Farndale, Brewster and Poutsma (2014) stated that biased treatment to the workforce affects the organizational capabilities of encouraging the engagement of the workforcein the different processes. In this relation, the concerned organization must take steps to develop processes and extend unbiased treatments to the US and Japanese workforce. The unbiased treatment will be assisting the concerned organization in maximizing the rate of workforce satisfaction in order to enhance the operations of the venture. The different activities that are undertaken by the organization assist the same in developing the operations in accordance to the demand of the customers. 5. Compensation package and system The compensation package that might be offered by the concerned organization is the Revenue Based Compensation Plans. The revenue based compensation plan will be assisting the concerned organization in inducing the value of profitability of the organization among the employees. Bird and Mendenhall (2016) stated that the Revenue Based Compensation Plans of an organization assist the same in providing salary to the employees based on the profit margin
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7HRM PRACTICES of the same. The profit based salary encourages the involvement of the employees in the processes more diligently which assist an organization in enhancing the productivity of the same. Horizon Education might take steps to develop the revenue based compensation plans for maximizingtherateof profitmarginswhichwillassisttheventureinbuildingon the profitability of the same. However,Almond and Gonzalez Menendez (2014)stated that the Revenue Based Compensation Plans are complex in nature and compliance issues relating to offers on equity or stock. The compliance related issues might affect the capabilities of the concerned organization in developing the processes in adherence to the profitability measures. Therefore, the concerned organization might take steps to conduct audits on the profitability of the venture with the view of developing the efficiency of the compensation packages without compromising the profitability of the venture. 6. Training, development and performance management The training and development programs that might be utilized by organizations are dependent on the assessment of the individual skill related needs of the employees.Ehnert et al. (2016)stated that assessment of the training needs of the employees assist an organization in designingtheprocessesanddeliveringefficienttraininganddevelopmentprogramsfor enhancing the quality of operations of the same. In this relation, the concerned organization might take steps to develop appropriate communication with the employees for identifying the training based needs of the same.Chiang, Lemański and Birtch (2017)stated that the provisions for suitable training to the employees assist an organization in developing and empowering the workforce for continuing with the operations while adhering to the common goal of sustenance. Therefore,HorizonEducationmight take stepsto enhance the professional skillsof the employees with the purpose of enhancing the productivity of the same while operating in
8HRM PRACTICES Japanesemarkets.Sekiguchi,FroeseandIguchi(2016)statedthattheperformance management mechanisms that are adhered by organizations have assisted the same in developing the processes while examining the different flaws in the design. In this relation, the concerned organization might take steps to assess the productivity of the workforce and set a benchmark for the same.Therefore, the performance assessment and the strategies will assist the concerned organization in enhancing the rate of productivity of the same while operating in the overseas markets. 7. Conclusion Therefore, from the above analysis it might be stated that the development of the HRM operations in an organization assist the same in enhancing the process design and the operations of the workforce in the cross- cultural context. The delineation of the different issues that might befacedbyHorizonEducation,inthiscontext,willassisttheHRMindesigningthe organizational structure training and compensation related activities. On the other hand, the delineation of the issues and mitigation of the workforce conflicts will assist the concerned organization in developing their venture in the Japanese markets.
9HRM PRACTICES References Almond, P. and Gonzalez Menendez, M.C., 2014. Cross-national comparative human resource management and the ideational sphere: a critical review.The International Journal of Human Resource Management,25(18), pp.2591-2607. Beugelsdijk, S., Maseland, R., Onrust, M., van Hoorn, A. and Slangen, A., 2015. Cultural distanceininternationalbusinessandmanagement:Frommean-basedtovariance-based measures.The International Journal of Human Resource Management,26(2), pp.165-191. Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership: Evolution and adaptation.Journal of World Business,51(1), pp.115-126. Chiang, F.F., Lemański, M.K. and Birtch, T.A., 2017. The transfer and diffusion of HRM practices within MNCs: lessons learned and future research directions.The International Journal of Human Resource Management,28(1), pp.234-258. Ehnert, I., Parsa, S., Roper, I., Wagner, M. and Muller-Camen, M., 2016. Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies.The International Journal of Human Resource Management,27(1), pp.88- 108. Farndale, E., Brewster, C. and Poutsma, E., 2014. Coordinated vs. liberal market HRM: the impactofinstitutionalizationonmultinationalfirms.InInternationalhumanresource management(pp. 20-39). Routledge.
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10HRM PRACTICES Grossmann, I., Huynh, A.C. and Ellsworth, P.C., 2016. Emotional complexity: Clarifying definitions and cultural correlates.Journal of Personality and Social Psychology,111(6), p.895. Hemmert, M., Bstieler, L. and Okamuro, H., 2014. Bridging the cultural divide: Trust formation inuniversity–industryresearchcollaborationsintheUS,Japan,andSouth Korea.Technovation,34(10), pp.605-616. Huff, K.C., Song, P. and Gresch, E.B., 2014. Cultural intelligence, personality, and cross-cultural adjustment: A study of expatriates in Japan.International Journal of Intercultural Relations,38, pp.151-157. Jung, Y. and Takeuchi, N., 2014. Relationships among leader–member exchange, person– organization fit and work attitudes in Japanese and Korean organizations: testing a cross-cultural moderating effect.The International Journal of Human Resource Management,25(1), pp.23-46. Sekiguchi, T., Froese, F.J. and Iguchi, C., 2016. International human resource management of Japanesemultinationalcorporations:Challengesandfuturedirections.AsianBusiness& Management,15(2), pp.83-109. Vaiman, V. and Brewster, C., 2015. How far do cultural differences explain the differences betweennations?ImplicationsforHRM.TheInternationalJournalofHumanResource Management,26(2), pp.151-164.