Comprehensive Report: HRM Practices for Horizon Education in Japan

This report examines the Human Resource Management (HRM) practices crucial for Horizon Education's expansion into the Japanese market. It begins by analyzing the selection of a plant manager, advocating for Carina Johansson due to her experience and adaptability. The report then proposes a strategic business unit organizational structure with centralized management and geocentric staffing. It emphasizes a cross-cultural management approach focused on transparent communication and flexible policies to navigate the differences between Japanese and US work cultures. The report suggests a revenue-based compensation plan to incentivize employees and recommends assessing training needs to enhance employee skills. Finally, it highlights the importance of performance management mechanisms to improve productivity in the overseas market, ultimately aiming to provide a comprehensive view of HRM strategies for successful market entry.

Running head: HRM PRACTICES
HRM PRACTICES
Name of the student
Name of the university
Author note

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
portrayed different activities that might be undertaken by the HRM of the concerned
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, training and development needs and performance management. 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 Brewster 2015). 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 choosing Carina
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

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, Song and 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
developing the operations of the same in accordance to the demand of the customers.
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 processes with 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. Jung and 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
concerned organization might undertaken steps to enhance e the processes through the
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. In this relation, the
concerned organization might take steps to develop appropriate communication between the
Japanese and US employees with the aim of reducing the rate of workplace conflicts.
Beugelsdijk et al. (2015) stated that efficient communication in an organizational setting assist
the same in maintaining the efficiency of the operations in adherence to the common goals of
sustenance. The differences in the labour laws between Japan and US might affect the
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 of long-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 and uninterrupted functioning of
the processes of 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 workforce in 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

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
maximizing the rate of profit margins which will assist the venture in building on 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
designing the processes and delivering efficient training and development programs for
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, Horizon Education might take steps to enhance the professional skills of the
employees with the purpose of enhancing the productivity of the same while operating in

8HRM PRACTICES
Japanese markets. Sekiguchi, Froese and Iguchi (2016) stated that the performance
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
be faced by Horizon Education, in this context, will assist the HRM in designing the
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
distance in international business and management: From mean-based to variance-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
impact of institutionalization on multinational firms. In International human resource
management (pp. 20-39). Routledge.

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
in university–industry research collaborations in the US, Japan, and South
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
Japanese multinational corporations: Challenges and future directions. Asian Business &
Management, 15(2), pp.83-109.
Vaiman, V. and Brewster, C., 2015. How far do cultural differences explain the differences
between nations? Implications for HRM. The International Journal of Human Resource
Management, 26(2), pp.151-164.