International HRM

The article discusses the cultural and HRM issues that businesses face while locating operations globally. It evaluates the cultural issues that Impact Call Centre needs to consider while expanding in Japan. It also highlights the HRM issues that UK businesses require to look when locating a premise of call centre operation in Japan.

International HRM

Table of Contents
INTRODUCTION...........................................................................................................................1
CRITICAL EVALUATION OF CULTURAL ISSUES UK COMPANIES REQUIRE TO LOOK
AT THE TIME OF LOCATING A PREMISE OF CALL CENTRE IN JAPAN..........................1
CRITICAL EVALUATION ABOUT SOME OF HRM ISSUES THAT UK BUSINESSES
REQUIRE TO LOOK WHEN LOCATING PREMISE OF CALL CENTRE OPERATION IN
JAPAN.............................................................................................................................................4
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
International HRM is a concept which business concerns uses to manage activities of human
resources at global level (Ren, Tang and Jackson, 2018). Globalisation is established element of
modern world by which businesses develop international influences. Aim of the assignment is to
develop insight about cultural and HRM issues that are essential to be considered when locating
business in other nation. Impact Call Centre is a UK based business that is highly successful to
provide outstanding outsourced contact centre solutions for entities which need customer service
support along with sales expertise for multiple disciplines. It is planning to locate its business in
Japan so to expand at international level.
The assignment highlights evaluation of some cultural issues which are to be considered
when locating operations in Japan. It also critically evaluates HRM issues that are essential to be
taken into consideration at the time of locating business operation in Japan.
CRITICAL EVALUATION OF CULTURAL ISSUES UK COMPANIES
REQUIRE TO LOOK AT THE TIME OF LOCATING A PREMISE OF
CALL CENTRE IN JAPAN
The term culture is said to beliefs, customs, habits, knowledge and laws which are found in
society of a country. It sets expectations for the ways people behave, work together along with
function as a team (Guan, Deng and Zhou, 2020). While locating business at another country, it
is important to develop insights about cultural aspects that are adhered by political leaders and
business organisations in that nation. In case with Impact Call Centre, understanding culture of
Japan while locating its operation is necessary as to have close look towards customs, laws,
values and other cultural factors.
Cultural issues are problems and matters which can have adverse effects on nature as well
as culture of a society and businesses operating within it or planning to operate (Bombiak and
Marciniuk-Kluska, 2018). For analysing about cultural issues that are essential to be considered
by managers of Impact Call Centre while locating operations in Japan, application of Hostede’s
Cultural Dimensions Model is effective. The model was propounded by Geert Hofstede in order
to help organisations to understand differences in culture across nations and discern ways in
which operations are carried out effectively across cultures. Dimensions of Hofstede’s model and
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cultural issues that are required to look when locating operations of Impact Call Centre in Japan
are as evaluated:
Power Distance Index: The dimension expresses degree to which people accept as well
as expect that powers are not distributed equally (Brewster, Mayrhofer and Farndale, 2018).
Moreover, it focuses on the fact that all citizens of societies are unequal and expresses attitude
towards inequalities among population. In case with Impact Call Centre, it is essential to
consider beliefs of population about equalities and inequalities in Japan. It has been evaluated
that Japan is borderline hierarchical society in which people are always conscious for positions in
a company and accordingly perform. In Japan, high extent of power distance is one of cultural
issues required to be considered by Impact Call Centre while locating operations as placing
everybody at hierarchal position is complex for top managers.
Collectivism and individualism: It defines the extent to which people are integrated into
groups within the society. Dimension of individualism shows that there is huge importance on
achieving personal goals (Hao, Xiao and Chon, 2020). However, dimension of collectivism puts
focus on goals along with wellbeing of whole group. Japanese society shows various features of
collectivistic society through putting harmony among people above individual opinions. For
Impact Call Centre, one of cultural issues to be considered is collectivism as managers have to
collectively engage human resources in decision making that can lead to slow decision making
and individual can often quell out interest as well as lack realising of their personal potential.
Uncertainty Avoidance Index: The dimension considers extent of toleration of
uncertainty and ambiguity (Danese, Manfè and Romano, 2018). It considers ways in which
unknown situations as well as unexpected actions are dealt with. It is evaluated that Japan is
among most uncertainty avoiding nation on the globe. For Impact Call Centre, high uncertainty
avoidance is cultural issue as Japanese have learned to prepare themselves against uncertain
events. People of the country performs as per prescribed aspects for maximum predictability.
When some situations are not prescribed to human resources in Japan, then managers of Impact
Call Centre can face challenges to realise changes in operations.
Femininity versus Masculinity: It is said to tough versus tender and looks in attitude of
society towards achievement, gender based behaviours, etc. High score of masculinity shows that
society is driven by competition, success as well as achievements of male throughout
organisational life. In contrary, low score on femininity reflects dominant values are caring for
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others along with quality of life within society (Boon, Den Hartog and Lepak, 2019). In context
to Japan, it scores high in masculinity which focus on material achievement addition to wealth
building. High masculinity is cultural issue that top professionals of Impact Call Centre are
required to look while locating operations within Japan as it can make hard for female members
to climb on ladders and nurture organisational quality of life.
Short term and long term orientation: It elaborates extent to which society looks
towards time horizon. In this, long term orientation emphasis on future and comprises delaying
success in short term duration (Gutierrez-Gutierrez, Barrales-Molina and Kaynak, 2018). While,
short term orientation focuses on near future by involving delivery of success as soon as
possible. Within Japan, businesses look on long term orientation. In context to Impact Call
Centre, cultural issue that is delaying short term success is essential to be focused on while
operating at Japan. This can result in waiting long for success and can be a factor hampering
working of the company globally.
Restraint versus indulgence: It cogitate on tendency for fulfilling desires. It revolves
around the aspect to control impulses addition to desires. In this, concept of indulgence indicates
allowing free gratification for enjoying life addition to having fun (Cooke, Veen and Wood,
2017). On other hand, restraint shows suppressing of gratification of requirements along with
regulating it with norms of society. Cultural challenge that administrators of Impact Call Centre
are required to look while locating operations in Japan is culture of restraint as people of the
country do not look towards leisure time along with control their gratification of desires. It can
create unfavourable environment for existing human resources of the company.
It is critically evaluated that application of Hostede’s Cultural Dimensions Theory in
Impact Call Centre benefits in providing managers with cross cultural relationship for
understanding differences in behaviour along with value sets. More than this, the model also
benefits in daily life through understanding about various culture. In contrary, it is too complex
to execute as it leads to adopting of cross cultures at workplace which becomes cumbersome to
manage (Fang, Schei and Selart, 2018). It is also criticised that dimensions of culture do not
equate with other nations.
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CRITICAL EVALUATION ABOUT SOME OF HRM ISSUES THAT UK
BUSINESSES REQUIRE TO LOOK WHEN LOCATING PREMISE OF
CALL CENTRE OPERATION IN JAPAN
The term International human resource management practice refers to a strategic approach
for effective administration of human resources to gain competitive advantage at global level
(Siders, Hino and Mach, 2019). Within Impact Call Centre, there are various human resource
management issues that are essential to be looked while locating operations in Japan. Some of
HRM issues to be focused by managers of Impact Call Centre while establishing operations in
Japan are as follows;
Change management: When businesses faces challenge in dealing with transitions as well
as transformation of processes, technologies and practices it is said to issue of change
management. It is all about implementing strategies for effecting, controlling and assisting
people to change (Borman, Szekely and Johnson, 2017). In case with Impact Call Centre, one of
HRM issue that is to be focused while locating operations in Japan is change management as
there are various practices, strategies and programme that human resource management have to
change so to carry out activities. Moreover, intensified emphasis on training and development
are required for developing added competencies for deal with issue of change management.
Leadership development: It is another HRM issues that is necessary to be looked by
organisation while locating operations at international level (van Esch, Wei and Chiang, 2018).
In Japan, leadership development requires to be critical strategic initiative. In case of Impact Call
Centre, HR professional are needed to looked on the issue with being expected to provide
essential tools, viewpoints, processes and structures for making best selection addition to
developing future leaders.
Scientific management theory is a people management theory that is defined by Frederick
Taylor for studying work performance strategically (Kashif, Zarkada and Thurasamy, 2017).
Philosophy of the theory emphasises on motivating people to work hard that results in most
productive workplace. In case with Impact Call Centre, using scientific management model is
effective as through this, managers simplify tasks and assign way to complete jobs that best
matches with abilities of personnel.
Through Scientific management theory, managers are able to resolve change management
issue as the theory emphasis more on motivating personal to accept changes and maximise
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efficiency through optimal way to complete task (Santoro, Bresciani and Papa, 2020). Also,
HRM issue of leadership development can be resolved through the theory by putting focus on
efficiency of leaders and value them to receive ample training for developing competences to
lead human resources within Japan.
To Impact Call Centre, benefits of scientific management theory include offering better
quality of services, better division of labour, avoiding disputes among management and
employees, using resources optimally, proper methods of training to workforce and provision for
better working situations. Limitations related to scientific management theory are improvements
involve heavy capital outlay, fails to respond favourable on desires of employees and loss of
initiatives from people (Boon, Den Hartog and Lepak, 2019).
CONCLUSION
From the information, it is concluded that international HRM comprises human resource
functions including recruitment, selection, training, remuneration, performance management and
retention worldwide. It is a process to procure, allocate and utilise people in multinational
organisation. While locating operations globally, major cultural issues faced by business are high
extent of power distance, collectivism, high uncertainty avoidance, high in masculinity, long
term orientation and restraint. At same time, HRM issues including leadership development and
change management are required to be considered while locating business operations
internationally.
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REFERENCES
Books and Journals:
Bombiak, E. and Marciniuk-Kluska, A., 2018. Green human resource management as a tool for
the sustainable development of enterprises: Polish young company
experience. Sustainability, 10(6), p.1739.
Boon, C., Den Hartog, D. N. and Lepak, D. P., 2019. A systematic review of human resource
management systems and their measurement. Journal of management, 45(6), pp.2498-
2537.
Borman, A. M., Szekely, A. and Johnson, E. M., 2017. Isolates of the emerging pathogen
Candida auris present in the UK have several geographic origins. Medical
mycology, 55(5), pp.563-567.
Brewster, C., Mayrhofer, W. and Farndale, E. eds., 2018. Handbook of research on comparative
human resource management. Edward Elgar Publishing.
Cooke, F. L., Veen, A. and Wood, G., 2017. What do we know about cross-country comparative
studies in HRM? A critical review of literature in the period of 2000-2014. The
International Journal of Human Resource Management, 28(1), pp.196-233.
Danese, P., Manfè, V. and Romano, P., 2018. A systematic literature review on recent lean
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Guan, Y., Deng, H. and Zhou, X., 2020. Understanding the impact of the COVID-19 pandemic
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Gutierrez-Gutierrez, L. J., Barrales-Molina, V. and Kaynak, H., 2018. The role of human
resource-related quality management practices in new product development: A dynamic
capability perspective. International Journal of Operations & Production Management.
Hao, F., Xiao, Q. and Chon, K., 2020. COVID-19 and China’s hotel industry: Impacts, a disaster
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Kashif, M., Zarkada, A. and Thurasamy, R., 2017. The moderating effect of religiosity on ethical
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Siders, A. R., Hino, M. and Mach, K. J., 2019. The case for strategic and managed climate
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van Esch, E., Wei, L. Q. and Chiang, F. F., 2018. High-performance human resource practices
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Management, 29(10), pp.1683-1708.
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