Normative and systems integration in human resource management in Japanese multinational companies

Furusawa, Masayuki; Brewster, Chris; Takashina, Toshinori

doi:10.1108/mbr-03-2015-0011

Cited by 8 publications

(12 citation statements)

References 75 publications

(126 reference statements)

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“…Likewise, Yu and Meyer-Ohle (2008) revealed that employees who worked for Japanese companies in China had more complaints than those who worked for Western companies, based on interview data. Japanese expatriates also reported particular management and adjustment difficulties in China (Furusawa & Brewster, 2016). These studies indicate that while Japanese expatriates may be able to manage low-skilled workers such as factory workers, they lack the skills to manage highly-skilled employees such as university graduates (Sekiguchi et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, local employees in foreign subsidiaries have not been given decision-making authority (Yoshihara, 1996) or promotion opportunities (Legewie, 2002) in Japanese companies. As international HRM for Japanese MNCs has been almost synonymous with the management of Japanese expatriates and host-country nationals have not been treated as potential international managers by the headquarters, the low level of normative integration might have generated mutual distrust between Japanese expatriates and local managers (Furusawa et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Education, organizational commitment, and rewards within Japanese manufacturing companies in China

Kokubun

2018

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Purpose The purpose of this paper is to investigate the relationship between organizational commitment (OC) and extrinsic, intrinsic, and social rewards, among employees who work for Japanese manufacturing companies in China. Design/methodology/approach Hierarchical regression analysis was utilized to examine survey data obtained from 27,854 employees, who work for 64 Japanese manufacturing companies in China. Findings The findings demonstrate that the variables measuring extrinsic, social, and intrinsic rewards were strongly related to OC, suggesting that the antecedents of OC in Japanese companies are different from those in other kinds of corporations in China and the West. A further comparison between university graduates and other employees showed that for graduates, extrinsic and intrinsic rewards had a stronger influence on OC than social rewards, compared to non-graduates. Research limitations/implications This study used self-report data from individual respondents, which may have resulted in common method bias. Future research might consider including supervisor-rated scales to strengthen the study design and reduce common method bias. Practical implications As Japanese companies in China have both Western and Chinese characteristics, they often utilize balanced human resources management (HRM) practices. To enhance their employees’ OC, especially those with less formal education, it is most effective to focus not only on some particular rewards but also on more varieties of rewards. However, balanced HRM may not be equally effective for enhancing the OC of university graduates, who prefer to obtain more extrinsic and intrinsic rewards and fewer social rewards. As Japanese companies are sometimes said to be less attractive workplaces, especially for university graduates, the results of this study could help HR professionals revise their HRM strategies and employ workers who can contribute to their Chinese branches on a long-term basis. Originality/value This research investigates how employees of Japanese companies in China could have higher OC, by focusing on the difference between university graduates and non-graduates and utilizing a large volume of their opinion data.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Education, organizational commitment, and rewards within Japanese manufacturing companies in China

Kokubun

2018

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“…As far as trust or social capital is concerned, Furusawa, Brewster, and Takashina (2016) use an empirical study of Japanese MNEs to argue that a globally shared corporate philosophy will encourage trust and can act as a "psychological glue" to bind different persons together in a "transnational human resource management" model:…”

Section: Facing These Problems Of Both Expatriation and Localizationmentioning

confidence: 99%

Japanese self‐initiated expatriates as boundary spanners in Chinese subsidiaries of Japanese MNEs: Antecedents, social capital, and HRM practices

Furusawa

Brewster

2017

Thunderbird Intl Bus Rev

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This article examines the potential boundary‐spanning roles of Japanese self‐initiated expatriates (SIEs) working at Japanese‐affiliated companies in China. We show that, compared to Japanese assigned expatriates (AEs), Japanese SIEs have longer living and working experience in China and better linguistic proficiency in Chinese, and build a relationship of trust with Japanese AEs, Chinese employees, and the headquarters in Japan. We also find human resource management (HRM) practices that emphasize normative integration will lead to the nurturing of trust (social capital) among the parties concerned, and the social capital will enhance the boundary‐spanning functions of Japanese SIEs. This research demonstrates the value of these SIEs as a new option to replace the dichotomy of AEs or host‐country nationals and the importance of practices for normative integration and social capital, which can be expected to facilitate the boundary‐spanning roles of Japanese SIEs.

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“…For companies having many subsidiaries, normative human resource system ensures a smooth running of the whole corporation, and main leaders shall be fully responsible for the management of these systems [7] . It is necessary to introduce adaptive post evaluation method and construct flexible post management system to achieve adjustable staff managing and improve the vigour of Z Company.…”

Section: Improve the Managing Level Of Leadersmentioning

confidence: 99%

The Human Resource System Construction during the Enterprising Development Process of Operating Public Institutions

Zhang¹,

Yang²

2017

Proceedings of the 2017 2nd International Conference on Education, Sports, Arts and Management Engineering (ICESAME 2017)

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Abstract:In the new economy environment, China's original public institutions exposes many long existed drawbacks, which has seriously constrained their own sustainable development, thus the comprehensive reform of public institutions has been extremely urgent. This article chooses public institutions transforming into enterprises and entering marketing economy as the research subject, and combines the modern strategic human resource management theory to analyze the human resource system construction during the enterprising development process of operating public institutions. The enterprising process of public institutions is a huge project which concerns many aspects. And the human resource system construction is the key to the success of this transform. During the human resource construction, the public institutions should emphasize on the match of their strategy and talented employees. The institution should also embrace the internet, plan the human resource strategy, improve the incentive mechanism, and construct efficient training system and reasonable salary system. With the improvement and completion of human resource system, the reform process of public institutions will be more smooth and easier to succeed.

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Normative and systems integration in human resource management in Japanese multinational companies

Cited by 8 publications

References 75 publications

Education, organizational commitment, and rewards within Japanese manufacturing companies in China

Education, organizational commitment, and rewards within Japanese manufacturing companies in China

Japanese self‐initiated expatriates as boundary spanners in Chinese subsidiaries of Japanese MNEs: Antecedents, social capital, and HRM practices

The Human Resource System Construction during the Enterprising Development Process of Operating Public Institutions

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