The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective

Maharjan, Mohan Pyari; Sekiguchi, Tomoki

doi:10.1177/2322093716642117

Cited by 11 publications

(17 citation statements)

References 70 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Generally, some evidence has been found in the broader Asian context to indicate that HR practices influence employee perceptions and, thus, attitudes and behavior across countries and businesses in the region (Chen et al , 2016; Chadwick et al , 2015; Maharjan and Sekiguchi, 2016). An example is the study by Kim and Choi (2014), which found that greater investment in employee capability through pecuniary or non-pecuniary measures may improve organizational commitment.…”

Section: Introductionmentioning

confidence: 99%

Specific HR practices and employee commitment: the mediating role of job satisfaction

Mahmood

Akhtar

Talat

et al. 2019

View full text Add to dashboard Cite

Purpose The purpose of this paper is to increase understanding of the influence mechanisms of specific HR practices variables – salary, job stability and job enrichment – upon employee commitment, through the mediating role of job satisfaction, in a developing country context. Crucially, these indicate employee commitment. Design/methodology/approach The study analyzed three specific HR practices with a sample of 263 employees in the banking industry of Pakistan. A structural equation modeling methodology is adopted. Findings The findings indicate that remuneration strategies were positively related to job satisfaction and employee commitment. Regarding the intervening impact of job satisfaction, this study found that it mediates only for non-monetary strategies between job satisfaction and employee commitment. Research limitations/implications A key limitation is that this is a cross-sectional study, perhaps not generalizable over longitudinal approaches. Another limit is posed by the developing country context of this study, perhaps not applicable to some developed countries. Practical implications From an HR perspective, managing salary structure is an ongoing issue. The proposed model suggests the use of specific practices about satisfaction and commitment as intermediate steps to manage employee commitment. Originality/value The research offers a unique understanding from the developing country context of Pakistan. This provides a novel study conducted to examine employee commitment using the high-performance work practices model.

show abstract

Section: Introductionmentioning

confidence: 99%

Specific HR practices and employee commitment: the mediating role of job satisfaction

Mahmood

Akhtar

Talat

et al. 2019

View full text Add to dashboard Cite

show abstract

“…Clearly for this region, globalization has led to a level of convergence reflected in the adoption of contemporary Western HRM practices. Nevertheless, while these countries are influenced by foreign MNEs, regional contextspecific factors slow the process of adopting Western HRM practices (Maharjan and Sekiguchi 2016b).…”

Section: Discussionmentioning

confidence: 99%

HRM practices in South Asia: convergence, divergence, and intra-regional differences

2020

View full text Add to dashboard Cite

South Asia is distinct from other parts of Asia and the rest of the world because of its unique political, legal, economic, and socio-cultural systems. Despite this uniqueness, human resource management (HRM) practices of the countries making up this region have not been subjected to sustained examination. This study aims to examine the HRM practices in six South Asian countries including Bangladesh, India, the Maldives, Nepal, Pakistan, and Sri Lanka by synthesizing the existing literature and to propose some directions for future research. This review suggests that HRM practices in South Asia are simultaneously converging and diverging as in other Asian countries. In addition, HRM in South Asia appears to be following the early trajectories of the more advanced industrialized Western countries. Overall, South Asian nations lag East and Southeast Asian countries in adopting contemporary Western HRM practices.

show abstract

“…"Whatever an affluent or technologically advanced society might say or do must be right and good; whatever might have been enshrined and institutionalized in an old but living culture, if it is economically poor or technologically backward, must be wrong and bad; therefore the path to the lost paradise lies in imitating the former and disowning the latter" (p 24) Nevertheless, Mahajan and Sekiguchi (2016) concluded that even though American-based human resources (HR) practices are more prevalent globally (and widely adopted in India), it is actually Japanese HR practices that are likely to be more effective in India because of Indo-Japanese cross-cultural similarities. However, in spite of these above observations little attention has been given to developing a deeper and contextualized understanding of cross-cultural value similarities and whether, or how, they might facilitate transfer of Japanese customer value creation techniques to India.…”

Section: Customer Value Orientation (Cvo)synthesizing a Meta-philosophymentioning

confidence: 99%

Japanese CEOs cross-cultural management of customer value orientation in India

Ashta¹,

Stokes

Smith

et al. 2021

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to develop understanding of cross-cultural issues relating to the experience and implications of an elite grouping of Japanese CEOs customer value orientations (CVOs) within Japanese firms operating in India. The paper underlines that there is a propensity for East-West comparisons and in contrast the argument contributes to the under-examined area of research on East Asian/South Asian comparative studies.Design/methodology/approachSemi-structured interviews were employed to generate narratives that provided rich and novel insights into the lived experience of Japanese CEOs working in Indian contexts and in relation to CVO. An inductive framework was employed in order to develop a more in-depth understanding of Japanese CEO CVO in Indo-Japanese empirical settings.FindingsThe data analysis identified a number of shared themes that influence CVO practice in the Indo-Japanese context. The findings develop an awareness of cross-cultural management's (CCM) in relation to the under-explored area of the Indo-Japanese dyad.Research limitations/implicationsThe paper develops CCM perspectives towards a more in-depth conceptualization of Japanese CEO perceptions on CVO practice in India. This is also of potential relevance to wider foreign investors not only Japanese businesses. The sample respondents – Japanese CEOS working in India – constitute a small and elite group. The lead author, having experience as a CEO of a Japanese firm was able to use convenience sampling to access this difficult to access group. In addition, also stemming from the convenience aspect, all the respondents were in the manufacturing sector. The study was deliberately targeted and narrowly focussed for this reason and does not claim automatic wide generalizability to other employee strata or industry; however, other sectors and employees may recognize resonance. This identified gap provides space for future studies in varying regional, national and sector contexts.Practical implicationsThe paper identifies implications for CCM training and Indo-Japanese business organization design.Social implicationsUse and acceptance of the enhanced research paradigm could support diversity in research and knowledge production with implications for research, teaching and future policymakers.Originality/valueThe cross-cultural study is original in that it contributes to CCM literature by providing a rare Indo-Japanese (sic East Asian: South Asian) comparative study. It provides an uncommon granular appreciation of the interaction of these cultures in relation to CVO. In addition, it secures rare data from an elite Japanese CEOs of manufacturing sector businesses.

show abstract

The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective

Cited by 11 publications

References 70 publications

Specific HR practices and employee commitment: the mediating role of job satisfaction

Specific HR practices and employee commitment: the mediating role of job satisfaction

HRM practices in South Asia: convergence, divergence, and intra-regional differences

Japanese CEOs cross-cultural management of customer value orientation in India

Contact Info

Product

Resources

About