This report delves into the cultural and Human Resource Management (HRM) challenges that a UK business faces when establishing a call centre in Japan. It begins by defining International HRM and its importance in global ventures. The main body critically evaluates cultural problems, such as cultural differences and communication issues stemming from language barriers, which UK companies need to consider. It applies Hofstede's cultural dimensions model, analyzing factors like power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, and long-term orientation to assess potential cultural clashes. The report also examines key HRM issues, including labor laws, talent acquisition, leadership development, coordination, employee retention, and knowledge sharing. The application of Handy's model of organizational culture is also discussed. The report concludes by synthesizing these findings and offering insights into navigating the complexities of operating a call centre in a culturally diverse environment. The report provides insights for any student looking to better understand the challenges of global business operations.
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
