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International Human Resource Management (IHRM) PDF

   

Added on  2020-10-07

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IHRM 1INTERNATIONAL HUMAN RESOURCE MANAGEMENTBy (Student’s Name)Professor’s nameCourseUniversityCity and StateDate

IHRM 2International Human Resource ManagementIntroductionMultinational enterprises (MNEs) across the world are struggling in coming up with human resources that meet the demands of globalization network market. Concerning the talent pool coordination, Japanese companies, for instance, have substantially relied on their nationals in their headquarters or subsidiaries. International Human Resource Management (IHRM) is concerned with the handling of activities within a Multinational company (MNCs) in a strive to attain the organizational goal and pursuit of competitive advantage (France-Harris et al., 2019, 2). There are a variety of issues about IHRM, which include a variety of international models, the issue of convergence and divergence, and cultural complicities that are inherent in a multinational setting (Haak-Saheem, Festing, and Darwish, 2017, 2694). The various international organization models include decentralization federation, are coordinated style with sophisticated management tools, a centralized hub, or a transnational model with multidimensional strategies (France-Harris et al., 2019, 3). Besides, some nations and trade union and industrial relations bring constrain in the workforce management with others have developed a beneficial mechanism for MNCs HR functions. Research by Downing et al. highlights the main drawbacks for MNEs in an international setting as poor consumer practices, financial breaches, and unfair employment practices (Downing et al., 2015). The paper attempts to discuss the industrial relationship characteristics of Japan, comparing it with Australia in the plight of Hexaplex Company, and critically analyses the merit of the global code of conduct. Cultural Background and HR practices of Japan

IHRM 3Hexaplex is an Australian global manufacturer of premium decorative paints and is focusing on worldwide coverage. The company aims at establishing a manufacturing plant in Japan. It is, therefore, crucial to understand the prevailing HR dynamics which prevail between the two countries. Understanding the background and Cultural practices for Japan sets up the ground for the formulation of principles that accommodate the inherent differences (France-Harris et al., 2019, 4). It is, therefore, essential to analyze the key differences in recruitment and selection, learning and development, and rewarding and performance practices in Japan setting, which will help Hexaplex to come up with informed decisions that do not violate the norms and culture of Japan. Recruitment and SelectionRecruitment and selection aim at creating a pool of qualified workforce, which includes sourcing for candidates and passing them through a test to pick the best. The process of recruitment and selection, however, varies from a county to a country hence creating a need for any multinational company like Hexaplex first to understand the local dynamics employed. Selection in Japan poses unique features such as ethnocentrism and culture of hiring foreigners who have a physical resemblance to the Japanese people. At the same time, other countries like Australia are polycentric and can hire anybody from the host country (Gock, Butt, Santes, and Farell-Deninna, 2020, 1:32). It is, therefore, crucial for Hexaplex to understand these unique inherent traits about recruitment and selection in Japan. Ethnocentrism is prevalent in Japanese recruitment and selection practices. Ethnocentrism refers to the perception of one’s culture as natural or corrects (Bruce, 2020). Ethnocentrism influences social interactions and the way individuals exchange information

IHRM 4bringing a veritable plethora of values, emotions, and behavior cultivated by culture. A survey onthe literature on the empirical comparison of Japanese and America show that Japanese score higher on an ethnocentric scale (Keith, 2019). Ethnocentrism in Japan is mainly witnessed in preferring the Japanese for the top management positions (Gock, Butt, Santes, and Farell-Deninna, 2020, 2:03). Further studies carried out by Conrad supports the hypothesis, and Meyer-Ohle, they found that Japanese companies are likely to select their nationals or graduates from Japanese Universities compared to national from other countries or the people with a physical resemblance to their people (Conrad, and Meyer-Ohle, 2019, 2526). Hexaplex Company must, therefore, understand the Japanese culture so as to avoid conflicts in their HR systems. Development and LearningAccording to Vance and Paik, Japan's development and training culture is aimed at developing firm-specific knowledge among their workforce and aims at long-time employee dedication (Vance, and Paik, 2015, 24). The country seeks to have its workforce multiskilled in an aim to keep their employee for a longer time. The development and learning culture in Japan HR systems does not show significant variations from Australia and other countries. Australia focuses on workplace culture assimilation and a more casual approach than japan (Gock, Butt, Santes, and Farell-Deninna, 2020). Hexaplex Company should, therefore, in cooperating positive practices in development and training in an aim to forester growth and sustainability.Reward and PerformanceJapan exhibits a uniquely rewarding and performance HR practice compared to other countries. Japan heavily base their reward systems on seniority whereby compensations, promotion, and other benefits increase with the time you have been in the organization (Gock,

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