International HRM: Hexaplex Manufacturing Unit in Japan Analysis

This report analyzes the International Human Resource Management (IHRM) strategies that Hexaplex, an Australian-based premium decorative paints manufacturer, should adopt for the successful establishment of a manufacturing plant and operational unit in Japan. The report addresses three key factors: staffing approaches, control mechanisms, and standardization and localization. For staffing, it recommends a geocentric approach, emphasizing the recruitment of candidates familiar with Japanese culture and the adoption of a diversified hiring process. Regarding control mechanisms, the report suggests a centralized approach initially, followed by decentralization to build trust. Finally, it emphasizes the importance of research and development, including benchmarking against existing Japanese manufacturing units, and the application of Hofstede's cultural dimensions to foster relationships within the company, balancing standardization and localization to align with the Japanese cultural environment.

Running Head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resource Management
Name of the student
Name of the University
Author’s note

1INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International human resource management is a set of activities and strategies
implemented both at domestic as well as global level (Budhwar, 2016). The objective of the
paper is to discuss the three approaches that the company have to consider for its success in
establishing a manufacturing unit in Japan. The company chosen for this assignment is
Hexaplex, which is an Australian based company and deals in premium decorative paints.
Factors for success
Staffing approaches
Hexaplex is trying to move to Japan. So, the first step towards recruitment will be
appointing an international manager for the company. The managers can be emigrants, native as
well as from country based residents. The HR department should hire the candidates that will be
suitable for national position. The company should enhance its labour market and hire candidates
who are aware of the Japanese culture. This will help in dealing with the local customers. The
HR department should opt for geocentric global approach for hiring and staffing the candidates.
No discrimination in terms of gender should be made while hiring and the company should adopt
diversified approach.
Control mechanisms
Hexaplex should implement the strategy of centralisation and decentralisation for
managing the organisational activities. The administration's crucial activities and tactics are
suggested for centralisation to guarantee that the decisions are aligned with the company’s goals.
Centralisation is important to remove repetition of activities (Qin, Zhen and Zhu, 2016).
Decentralisation is also essential for motivating the staffs. For Japan, it is recommended to
implement centralisation process for decisions because the newly hired employees can misuse

2INTERNATIONAL HUMAN RESOURCE MANAGEMENT
the information. After some while, the company at Japan can opt for decentralisation in order to
build trust in the organisation.
Standardisation and localisation
For operating in Japan, Hexaplex should do proper research and development by visiting
other manufacturing units in operation to observe the strategies they use for working. Hexaplex
should implement six dimensions of Hofstede for building relations. The dimensions include
power distance, feminity, masculinity, individualism versus collectivism, uncertainty avoidance
and, short term versus long term orientation (Kristjánsdóttir et al., 2017). The organisation
should use the collective tendency to build bond inside the company because the localisation and
standardisation is influenced by cultural environment.

3INTERNATIONAL HUMAN RESOURCE MANAGEMENT
References
Budhwar, P.S., 2016. International human resource management. Edward Elgar Publishing
Limited.
Keeley, T. 2001. Internal Human resource management in Japanese firms. Palgrave Macmillan.
Kristjánsdóttir, H., Guðlaugsson, Þ.Ö., Guðmundsdóttir, S. and Aðalsteinsson, G.D., 2017.
Hofstede national culture and international trade. Applied Economics, 49(57), pp.5792-5801.
Qin, X., Zhen, F. and Zhu, S.J., 2016. Centralisation or decentralisation? Impacts of information
channels on residential mobility in the information era. Habitat International, 53, pp.360-368.