Comparative HRM Class 4 2024 PDF

International Human Resource Management -Comparative HRM- Soyeon Kim Oct 11, 2024  Contents ❑ Comparative HRM: why? ❑ Class activity Why are the implementation of HRM different across countries?  True or False 1. In U....

International Human Resource Management -Comparative HRM- Soyeon Kim Oct 11, 2024  Contents ❑ Comparative HRM: why? ❑ Class activity Why are the implementation of HRM different across countries?  True or False 1. In U.S. employees are evaluated by their individual performance and achievement. 2. Japanese are used to work in self-managed work system.  Comparative HRM 1) Cultural perspective - Explain from cultural differences - Culture is ‘ the collective programming of the mind which distinguishes the members of one human group from another... Culture, in this sense, includes systems of values; and values are among the building blocks of culture’ (Hofstede, 1984, p. 21) - Culture influences individual-, group- and societal-level variables - Culture determines the practices of HRM  Comparative HRM 2) Institutional perspective - It highlights the effects of institutions - Organization needs to gain legitimacy from stakeholders for its operation - HRM is a function of the country’s specific institutional arrangements  Comparative HRM 2) Institutional perspective -Organization is subject to three forces, coercive, mimetic, and normative forces (DiMaggio and Powell, 1983) ☆Coercive force: the influences of policies and regulations legislated by powerful authorities ☆Mimetic force: the influences of practices or strategies implemented by successful companies or competitors ☆Normative force: the influences of normalized or standardized practices  Comparative HRM 3) Combining both perspectives - One perspective is not enough, they are complementary - Organizations have choices from the cultural perspective, but their choices are bounded to the societal/institutional environment of the country  Comparative HRM ❑ Diversity management in Japan An MNC applied a diversity policy across its worldwide operations. It issued polices to enforce non-discrimination, changed its recruitment and promotion procedures and set up online support groups and meetings opportunities for disadvantaged workers. It found that its Japanese subsidiary (based in an ethnically remarkably homogenous country) was not interested in ‘blacks and so on’ but was enthusiastic about gender equality. Japan is a country in which people prefer to work for indigenous rather than foreign firms but in which those indigenous firms expect their female employees to give up work when they get married, as did many Western countries up until as late as the 1960s. This Japanese subsidiary of a foreign company thought that it would be able to recruit top quality female graduates who were looking for a lifetime career. But when they asked for financial support for crèche facilities and child care this proved too much for HQ, who had not intended to spend a lot of cash on these policies (Sparrow and Brewster, 2009)  Comparative HRM ❑ Diversity management in Japan - Less developed compared to other advanced economies - Narrowly defined approach of diversity → mainly focus on gender, age, nationality → Limited in terms of inclusiveness - Top-down, centralized approach → the influence of specific cultural and institutions → cultural tightness and institutional rigidness  Comparative HRM Diversity management practices between Germany and Japan Kemper et al., 2016  Comparative HRM The end of simultaneous recruiting system in Japan? ✓What does this imply to companies and job seekers?  Case: Huawei Source: Huawei’s corporate website https://www.huawei.com/en/executives/board-of-directors/ren-zhengfei ✔Company was founded in 1987 ✔Company’s mission is to bring digital to every person, home, and organization for a fully connected, intelligent world ✔CEO: Ren Zhengfei (born in 1944); military background ✔Operated in over 170 countries and have 195,000 employees in 2021 ✔ Heavily invested in Research and development (R&D): Source: 22.4% of the total revenue https://www.chinainternetwatch.com/30833/brandz-top- brands/  Case: Huawei ❑ Question 1. Think about challenges that Huawei may encounter in implementing its corporate equal opportunity (EO) and diversity management (DM) policy in its subsidiaries in different parts of the world? 2. What advice can you give to Huawei to develop a tailored employee career development plan by offering different paths for both international and local personnel to realize their own personal potential?