International HRM Report: UK Telecommunication Company in Japan

This report delves into the international human resource management (IHRM) practices of a UK telecommunication company navigating the Japanese market. It examines the challenges stemming from cultural and corporate differences, particularly concerning employee motivation, power dynamics, gender inequality, and risk perception. The report proposes best practices, including providing employee security through fair and performance-based compensation, fostering a flat and egalitarian organizational structure to promote equality and diversity, and implementing selective recruitment and selection processes. It highlights the importance of contingent compensation, open communication, and the careful consideration of cultural nuances to achieve successful business expansion. The conclusion emphasizes the role of IHRM in enhancing employee skills, efficiency, and productivity within a global environment, covering procurement, allocation, training, performance appraisal, and compensation.

INTERNATIONAL
HRM

■TABLE OF CONTENTS
■ INTRODUCTION
■ Task
■ Practice 1
■ Providing employee security with fair and performance-based compensation.
■ Practice 2
■ Creating a flat and egalitarian organization to promote equality and diversity.
■ Practice 3
■ Selective Recruitment and selection: Hiring the right people.
■ CONCLUSION
■ REFERENCES

INTRODUCTION
■ HRM plays a significant role at the
strategic level of business of business
development.
■ HRM acts as -
■ Decision maker
■ Strategic partner generating flexible
approach
■ This deals in business expansion into new
country

Task
■ Japan have unique and ritualised business.
■ Western companies face major obstacle
from existing Japanese competitive culture .
■ Japan tends to follow high level of business
etiquettes and meeting protocol.
■ UK company HR practices need relation of
business dynamics of business meeting in
Japan as well as smoothing expansion.

■ Best practices are set of
HRM process and action which
work universally focusing on both
needs of organization and
employees (brewster and
et.Al.,2016).
■ HR activities supporting companies
with different cross cultural
strategies to retain successive
position in market

Practice 1
Providing employee security with fair and performance-
based compensation.
UK telecommunication company face various level of cultural
and corporate issues into Japanese market.
The issues mainly discovered by UK company
Employee demotivation due to power distance in Japanese
company culture.
Result
High communication gap between employees.
The power is not divided properly in centralized structure and
power are led by superiors.

■ In addition, fair and performance-based compensation will motivate employee.
■ The different best practices work together to provide
■ Contingent compensation and employment security (Reiche, Harzing, and Tenzer,
2018).
■ The performance base rewards to motivate employee and maximize outcome
■ Create a sense of ownership for employee

Practice 2
Creating a flat and egalitarian organization to
promote equality and diversity.
 In Japanese market, UK companies are facing major issue
 Gender inequality
 Japan believe in masculinity
 As men are the most powerful in the society but UK believes
in equality.
 UK practice equality
 IHRM in international business have to promoted egalitarian
practices.
 Employee in the workplaces is valuable members and need to
be treated in equal manner

 There will be uniformity such as
 common uniform,
 job structuring and responsibilities
 sickness and holiday entitlements
between male and female employee of
UK company.
 Everyone deserves equal respects and
promoting the idea sharing.

■ In addition, information sharing at all the level of management is essentials.
■ Most of the companies tends to struggle in such competitive business environment
(Primecz, 2020).
■ HR have to look into open door policy which will inculcate two-way communication
for sharing ideas and make people trust the relationship of employer and employees.

Practice 3
Selective Recruitment and selection: Hiring the right
people.
■ The Japanese have strong mentality to take high risk but UK very
hardly take high risk.
■ Japan have to follow high emphasis n the inter personal
relationship rather than vague messages.
■ Japanese do not follow traditional techniques rather than solving
by understanding the nature of the problem.
■ IHRM should have need to be very selective while hiring to add
value in organization.
■ Companies need to hire exceptional people
■ it have been clearly believe as is difference in performance
between average and high performer can be high as 400%.

■ This tends to be true for different
industries and job types.
■ HR can make use of differ tools to
make the right selection in different
business environments
■ HR need vigorously keep on tracks of
their recruitment metrics.
■ UK company should keep in mind as
important characterise of ability,
trainability and commitment.