Ihrm of japan

Ihrm of japan

• 1.
  HRMIN JAPAN: THE LANDOFRISINGSUN
• 2.
  QUICK FACTS  Area:about 378,000 sq. Km.  Population: over 127 million people.  Language:Japanese spoken by 99% of population.  Religion: Buddhism and Shinto.  Longest overall life expectancy rate in the world.
• 3.
  NATIONALCULTURE  masculine  Highpower distance  indebtedness  absence of horizontal social groupings  observance of social status  harmony  high uncertainty avoidance
• 4.
  HRMANDOTHEREMPLOYEERELATED VALUESANDPRACTICES  Enterprise-based tradeunions, cooperative relationship between employees and company, avoidance of open conflict  Emotional and dependent relation between company and employees  The Japanese are experts at the "soft S's" of management: staff, skills, and style.  Ringi method: collective decision making  Implicit discrete performance appraisal  Teamwork: multi-skill work teams, team appraisal and reward
• 5.
   nenko: life-time(or long-term) employment for regular core employees  process-oriented  discrimination against women  employee-oriented leadership style  Kaizen- continuous improvement  Kanban or just-in-time production
• 6.
  FourpillarsofJapaneseHRM  Long termemployment  Seniority based promotion and compensation  Company-driven employee training programs  Trade/labor unionism
• 7.
  STAFFING IN JAPAN People are hired out of school.  Retention of loyal employees.  Performance appraisal once or twice a year.  Informal monitoring of progress  Decision making capability, long term success is evaluated.  Promotion are based on seniority, merit and educational background.
• 8.
  At times ofeconomic slow down,  Companies dismiss part time or seasonal employees  Instead of being laid off, permanent employees are transferred to organisational units that are in need of additional help.
• 9.
  TRAINING  Invest heavilyon training and development of their employees.  On the job training: job rotation /multitasking.  Occupational skills are valued over firm- specific skills  Support employees to improve technical skills and to acquire qualifications.
• 10.
  PERFORMANCE APPRAISAL  Objective-ensure employee is functioning in harmony with the group.  Appraisal is semi formal.  Manager act as senior family member, harmony is maintained.  Personal and profesional related issued are discussed openly.  Tangible reward is semi annual bonus.
• 11.
   Failure resultin job rotation, decrease payor less important job.  Manager frequently send this info. to personnel dept.  Serves as input to calculate bonus, salary increment,  review employee’s job rotation assignment and to identify any special skills required by employees.
• 12.
  COMPENSATION  Seniority basedwage system. Two features 1. Pay increases according to the length of service. 2. Wages are not set separately for individual jobs.  Basic salary is determined according to job related qualifications and competence ranks within each job categories.  Pay raises applying to the basic salary (periodic pay raises) are given every year in April.
• 13.
   Labour andmanagement engage in wage negotiations (shunto) every spring.  There are two type of wage system 1. Age linked wage system 2. Job ability work system
• 14.
  SOCIAL SECURITY  FirstAsian country to establish a comprehensive social insurance system.  It has two major programs old age, survivor and disability insurance.  Two main health insurance program 1. Compulsory employees health insurance plan 2. National health insurance plan
• 15.
  INDUSTRIAL RELATION  Collectivebargaining process – “ shunto” or “spring wage negotiation”.  Union structure 3 levels- enterprise level, industrial level and national level.  Management gives high priorities to union demands  No law is required for union recognition
• 16.
   Mutually bindinglabour binding contracts  If strike, duration is only for few hours  Less role of government  Workers participation is compuls0ry.
• 17.
  ISSUES AND CHALLENGES The aging population has clear implications for corporate HR practice.  Increasing ‘Suicides’ due to overwork. In the fiscal year ending in March 2010, the Japanese government found about 100 ‘karoshi’ deaths. It also ruled that 63 suicides were caused by overwork.
• 18.
  ARIGATO GOZAIMASU