Research Proposal: Recruitment and Selection of International Managers

This research report delves into the recruitment and selection practices of international managers at the Bank of Japan, exploring the roles of HR and line managers in shaping organizational processes. The report begins with an executive summary highlighting the focus on the Bank of Japan and its international recruitment strategies. It provides an introduction to the significance of human resource management, particularly in the context of globalization and the banking sector in Japan, and differentiates between Hard and Soft HRM approaches. The research aims to uncover the Bank of Japan's methods for recruiting and selecting international managers, as well as the responsibilities of HR and line managers in business process design. The literature review examines the recruitment and selection of international managers, specifically focusing on the ethnocentric approach employed by the Bank of Japan. The report outlines the six stages of the recruitment process, including self-selection, candidate pool creation, technical skill assessment, and decision-making. The research methodology chapter, though not fully detailed in the provided text, is expected to cover the research design, population size, and sample design used to gather relevant data and insights.

Running Head: Research Proposal: Recruitment and Selection
Research Proposal
Recruitment and Selection

Research Proposal: Recruitment and Selection 1
Executive Summary
The research report mainly focuses on the recruitment and selection of international managers in
Bank of Japan. Apart of this, it also focuses on the role of HR and line managers in the design of
the company processes. In order to analyse all these things, The Bank of Japan is chosen here.
This will gives a glimpse about the banking sector in Japan and their international recruitment
and selection process. Bank of Japan is also known as the Michigan. It has its headquartered in
Chuo, Tokyo. It plays an effective role in the success of the Japan Economy. The research report
mainly serves as a guide for the academicians who are interested in performing further research
in the Banking sector. This research has been conducted by the researcher by consulted different
papers which have been written by different scholars. This has been done with the purpose of
understanding the research which has been performed previously in the similar area. In order to
conduct this study in the desired manner, a questionnaire was prepared related to the research
question and distributed to different target respondents who are the members of the Bank of
Japan. This study will help the organization and others in getting significant information about
the international recruitment and selection procedure of the Bank of Japan and roles and
responsibilities of the HR and Line staff in the formation of business processes. It also gives us
significant information about the working and growth of the Bank of Japan which helps the
researcher in preparing the research report with deeper insight.
Chapter 1
1.1 Introduction
Human resource is the most important asset of any business as no business can function without
a manual workforce. The recruitment and management of the human resource are affected by a
number of factors that include economic situation, globalization and the social and cultural
trends of the region where the company is operating. Hence the way HRM is managed
differently from country to country. Due to the rise of globalization, the scope of human resource
has changed recently. It is no more a local concept and demands for the knowledge of
international concepts and issues in order to manage the human resources efficiently. The
development of technology has made the human resource more flexible by allowing the
managers to control the situation without being physically present at work. Also, due to the rise
in the trend of labour mobility, HRM has become a wider concept. “Both demand and supply of
labour are reshaped worldwide due to globalization, creating intensified global competition
among employers and employees in the global "war for talent", and HR has to deal with this
challenge."
The rapid growth of multinational companies gave rise to the phenomenon of International
Human Resource Management. The focus of International Human Resource Management is
about the different practices in different countries so that they can manage the human resource in
the region accordingly.
Talking about the social and cultural features of Japan, it is found that the workers in Japan are
more educated, intellectual and talented than the human resource of the United Kingdom. Since
the banking industry involves direct contact with the clients and customers, there is a growing
need for qualified, courteous and customer oriented representatives. Additionally, the banking

Research Proposal: Recruitment and Selection 2
industry is also labour intensive where there is a constant need of workforce requirement almost
24 hours. This calls for the need of flexible labour that could work different shifts including day
and night.
HRM can be broadly categorized into two types, called Hard HR and Soft HR. In the “hard hrm”
the employees are considered to be similar to any other business resource like machinery or
capital. Human resource is viewed as merely a resource to derive profit for the business. The
humanitarian aspect of the human resource is not given any importance while practising hard
HRM. On the other hand, soft HRM considers human resource to be the most important resource
of the company. This approach includes emotional aspect while dealing with human resource
capital and focuses on the social and cultural areas. The culture identifies how an individual will
react and respond to different situations.
Hence depending upon the requirements and objectives of the company, and with reference to
the industry trends and local culture, 4 major HR strategies can be applied by an organization
(Tayeb 2005):
 Ethnocentric – The HR management style of the parent country is applied to the host
country
 Polycentric – when local HR practices are used in the foreign market;
 Global – when organizational culture is stronger than national cultures and is imposed all
over the local branches;
 Hybrid – when a different approach is applied for each particular case of internalization,
depending on the particular host country conditions.
1.2 Banking Industry of Japan
Banking industry of Japan plays an effective role in maintaining the economic development of
the country. During 2015, rating agency named as Moody depicted that the profitability of the
Japanese Banks will remain pressured by the low-interest rate environment of the country. Apart
of this, it also stated that Japan's banks became the biggest cross-border lenders at the end of the
first quarter of July 2015. A large number of Japanese banks looking abroad for different growth
opportunities. During 1980 the Banking industry of the Japan experienced a big rise in stock and
land prices. This triggered a speculative bubble which gradually seized the whole economy.
Moreover, it is also considered that the banks of Japan are the largest banks than the banks of
other countries. It has established its reputation in different countries as the biggest cross-border
loan provider. A large number f uncertainties are found out in the banking structure of the Japan.
These uncertainties do not only influence their working but also the future development
opportunities.
1.3 Research Aims
The aim of the research is to find out the ways adopted by the Bank of Japan for the recruitment
and selection of its international managers. Apart of this, the research also finds out the role of
HR and line managers in the design of the different organization processes.
1.4 Research Objectives
The following are the research objectives identified in this research paper:

Research Proposal: Recruitment and Selection 3
 To understand the ways of recruitment and selection of international managers adopted
by the Bank of Japan
 To understand the policies and procedure adopted by the Bank of Japan to manage the
performance of international managers
 To understand the role of line managers and HR in the formation of business processes.
1.5 Research Questions
The following are the research questions for the research topic which is being discussed:
 What is the procedure for recruitment and selection of international managers adopted by
the Bank of Japan?
 What are the policies and procedures adopted by the Bank of Japan to manage the
performance of international managers?
 What is the role of line managers and HR in the formation of business processes?
Chapter 2 2000
2.1 Literature Review
Process of Recruitment and Selection of International Managers
Bank of Japan mainly recognizes for its quality staff. In order to hire its international staff, it
adopts a range of recruitment and selection process. The following is the Recruitment approach
followed by the Bank of Japan in order to compete with its international competitors and get
success in overseas projects. Generally, it can be said that while the recruitment of the
international staff, it is the responsibility of the HR manager to measure the competitiveness of
the potential applicants at the time of selecting the recruitment process. According to the
viewpoint of ( ) recruitment policy of the banking industry mainly focuses on the selection of
the right people with the right task at the right time, with the desired level of specifications.
Bank of Japan mainly follows the Ethnocentric Approach in order to hire its international
personnel in the desired manner. The Bank of Japan mainly follows the ethnocentric approach in
order to give a growing opportunity to the talented candidates of its belonging nation. It means
that the Bank of Singapore is mainly choosing the right candidates from the citizens of the parent
country (Singapore) to work in host nation branches. Normally, the Bank of Japan uses this
recruitment approach in order to fill the high-level foreign positions with the expatriate
employees from the parent country which is Singapore. The main motive of the Bank of Japan
behind using the ethnocentric approach is that the staff from the Singapore would represent the
interests of its headquarters effectively and can link the success of the organization with the
parent country. In this approach, it mainly follows the recruitment process which is a
combination of six different stages. These stages are following:
Self-Selection: The first and the foremost step of the Bank of Japan recruitment process is self-
selection. At this stage of the recruitment process, the concerned HR department of the bank
identify the potential candidates by using different job portals. Apart of this, they also use the
advertisement way to attract the pool of candidates towards their potential job openings.

Research Proposal: Recruitment and Selection 4
Applications received in the form of physical and electronic manner. Self- selection method
gives them a feeling of satisfaction to proceed with other stages.
Creation of a pool of Candidates: The second initiative of its recruitment process is the
creation of a pool of talented candidates. At this stage, the organization make its pre-selection
and collect a pool of qualified and eligible candidates. The received applications analysed on the
basis of job description so that the HR department of the Bank of Japan can come with the
desired candidates with the required specializations. At this level of the recruitment process, it
uses the skills and qualities of the HR concerns in identifying the desired candidate with the
required skills.
Assessment of Technical Skills: Another step followed by the Bank of Japan in the recruitment
of expatriate candidate is the measurement of technical skills. At this level, the technical skills of
the potential or selected candidate are measured by using different assessment tools like face to
face interview, subject text, and aptitude test to measure the intelligence. With the help of all
these tools, the information regarding the technical knowledge of the expatriate is collected, and
a comparison is made with the decided technical skills for the job role. Such measurement helps
the HR department of the Bank of Japan by taking a suitable action against the selection of the
required candidate.
Making a Mutual Action: The last and final stage of the recruitment process followed by the
Bank of Japan is taking the right decision about the selection of a particular candidate. After
analysing the technical skills and the required skills of the potential expatriate, the final decision
regarding their selection is taken by the organization. This decision of the organization mainly
depends on the performance of the candidate in different assessment tests and its past experience
as the expatriate. Finally, the best candidate is identified by the Bank of Japan for its foreign
assignment and sent abroad for his or her further consent.
With the help of the above-mentioned strategy, it ensures the success and ability of its
recruitment process against its required outcomes. The ethnocentric approach of the recruitment
helps the organization in remain in touch with the parent country and do something better in
order to improve the growth and standard of the country. By giving a growth opportunity to its
potential candidates, it ensures the success of country economy as well as the standard of
individuals. Therefore, it can be said that the recruitment process of Bank of Japan allows it to
get success in its potential market and select the right candidate as per the established standards.
So. It can be said that the recruitment process followed by the company is effective than its
competitors.

Research Proposal: Recruitment and Selection 5
Chapter 3 500
Research Methodology
Research Design
Population Size
Sample Design
Chapter 4 500
Descriptive Analysis
Reliability Analysis
Correlations Analysis
Hypotheses Assessment
Conclusion 200

Research Proposal: Recruitment and Selection 6
References