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Global Human Resurce management

Assignment HR practices in JAPAN , USA and ARAB.

Submitted by: Archana Sharma MBA-HR

Culture has a lot of implications on the way business is done globally.


Study1: Human resource management practices in Japan The influence of the elements of culture such as collectivism, medium-sized power distance and large uncertainty avoidance, on the Japanese HRM practices can be seen easily. The Japanese HRM practices of lifelong employment, emphasis on the Trainieren capacity of human resources and the large number of stress on training, show the influence of the time dimension of culture, in addition to the other elements of the study by Hofstede. As the Japanese consider it normal years decide to spend crucial issues, is essential to employment in the long term, continuity in decisions and vision to keep. The importance of the continuity of employment seniority wage and promotion (Nenko system) is evident in the practices. The same problem could be attributed to the policy of the company unionism in Japan. The principle features of the trade unions in companies are that membership is restricted to regular employees, temporary and part time. There is only a Union of the organisation and Trade Union companies have usually a cooperative attitude towards management, although in the material conditions they are displayed to serve their members well. Japanese site is simple and broad classification. So the schedule there are a lot more fluid and flexible when compared to the Western bureaucratic standards Employees to perform a variety of tasks and frequent assignment change as to accept part of their regular day-today business. Multi workers in addition to self-motivation and dynamics in people, will promote also facilitate, job rotation and

replacement during absences leads team members to reliable production.

Training is an important part of HRM in Japan and often takes advantage of both on-the-job training (OJT), the continuous and off the job training (off-JT) are. Merit and seniority are the criteria for compensation and rewards in Japan, although the credit for a total increment can increase the proportions up to 60% (Shirai 1992), M time show tilt. An employees skill-level-pay another part is his salary in addition to the basic salary and fringe benefits. This skill-level-pay or Shikakukyu is influenced by the supervisor evaluation. The presence of rules codified and legitimated practices of all work bring the M-time elements of Japanese culture. This is called employment used Japanese employment to streamline bureaucracy and bring predictability and control on the behavior of key actors, workers and employers.

Study2: Human resource management practices in the United States United States ranks high power distance and individualism and low uncertainty avoidance. Therefore individual performance with negligible stress on group achievements been looked at as an aggressive company, rewarding employees traditionally United States. The perspective which is time very Monochronic, is linked to delays with hazards such as subsequent orders, bad organization and technical complexity. A delay in decision-making is regarded as a sign of the low levels of interest in the task. Thus the failure of activities such as collective decision-making and decentralization of decision making in the United States was foreseeable, because it can be considered too much time to be required a consensus. Companies in United States use elaborate, highly controlled internal employment formalized, procedures to govern their internal labour markets. Development of employment title, rule, procedure, rights and obligations are the leadership of the workers in the system Companies are using compensation and benefits practices under the control of the HR departments. But be controlled job evaluation, job description, job enlargement and job enrichment less under the control of human resources as of other units. Thus type of control that exists with the company of employment indicating still bureaucratic Monochronic time perception, bound with rigid, time approach to tasks. The managers are forced from a shrinking resource pool recruit; Dealing with greater workforce diversity and helping employees balance and family). Aspects at work show increased sensitivity to

people. Continue on this note that show the future development of the future in the United States in the direction of development a clan further learn type emphasis on long-term commitments, and international competitiveness, an organization of citizens result in the employee would. These forecasts point to a greater acceptance and tolerance P time element at work. This could be the hypothesis of convergence of attributed to cultures and hence HRM practices in countries.

Study 3: Human resource practices in Saudi Arabia Non-Muslim expats working in Saudi Arabia must accept that religion is the underlying principle in all aspects of life. Allah and his Prophet are everywhere, even in business meetings. There is no strict division between religion and other areas of life. Religious rituals are to be observed, never mind if youre in the middle of important business negotiations. If Allah wills it, the deal will be concluded. If it doesnt work out, it simply wasnt meant to be. The other characteristic of doing business in Saudi Arabia that Westerners often fail to appreciate is the importance of family ties. Nepotism is not a sign of corruption but of a healthy business structure. After all, why wouldnt you give a responsible position in your company to someone you can trust, and who is there to trust if not a member of your family? This policy is aided by the fact that many businesses are built around family units, with senior positions often being held by senior family members. The importance of maintaining a wide network of connections and contacts can therefore not be stressed enough. You never know whose favorite nephew you are talking to! On a similar note, entertaining is an important part of Saudi business culture. You need to invest time into the relationship between you and your business partners.

If you are in a senior position and need to give instructions to your team, make sure you do so in an unambiguous manner. Subordinates may not be used to showing initiative, nor may they be willing to interpret incomplete directions given to them. Even if you do not converse in Arabic with your business partners, try to mimic its characteristics. Arabic is a very flowery language, so dont shy back from compliments and flattery that may seem exaggerated in your own language. The rule of thumb is: Give generously and receive graciously! For similar reasons, people in Saudi Arabia are often reluctant to be the bearer of bad news. It is important that you learn to read between the lines and keep a sense of perspective on overly positive reactions. Saudi business meetings can seem like a shambolic affair, with no clearly defined agenda or time limit. Sometimes, several meetings take place in the same location at the same time. You can raise your voice in one of those meetings to show interest and engagement, but not indignation. Always make sure to establish strong eye contact when talking to people to indicate your interest in them and what they have to say.