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The International Human Resources Management IN UK ,USA and Japan (Essay Sample)

The international Human Resources Management IN UK ,USA and Japan . The outline for International Human Resources Management The assignment for this module is one individual essay of 5000 words .and I have chosen those 3 countries I have to Compare between them (UK, USA and Japan) each country evaluate how approaches to managing people differ and how these differences can be explained by cultural context Please do not do it by Descriptive way . It has to be as an as an argue between authors just support the Main Body 1. The Introduction : (900words ) write for each country evaluate how approaches to managing people differ and how these differences can be explained by cultural context UK USA Japan 2. Main Body : (3750 words) Critically analyse differences in ideology and strategy towards managing people in UK Critically analyse differences in ideology and strategy towards managing people in USA Critically analyse differences in ideology and strategy towards managing people in Japan Then : Compare key HRM practices such as selection, development, reward and performance management in UK ,USA and Japan. Then: Analyse the convergence/divergence debate in relation to HRM practices in the UK,USA and Japan . At the end of this part : Show how cultural differences help to explain differences in HRM practices 3. Conclusion : (300words ) References 20 Sources at least Essays must be based on extensive research literature and be fully referenced using the Harvard Referencing system, please see Blackboard for guidance if required Essays must be no more than 5000 words (excluding references and appendices) Use a comparative which means an argue between authurs around that topic Appendixes Notes Essays must be no more than 5000 words (excluding references and appendices) Use a comparative which means an argue between authors around that topic Demonstrate an understanding of the current research and issues underpinning the practice of human resource management in an international context. 2. Identify and evaluate the implications of cross-cultural issues. 3. Critically evaluate a wide range of recognised techniques in and approaches to employee resourcing, development, relations and reward in an international context. What did I mean is that don't do it whole the essay by description method support it in some parts by an argue method between authors which means E.G. Pierce, Charles said that "................" about something .on the other hand Turner, Steven said that "..............." , However Pankaj said ".........." which means he agreed with Pierce, Charles about some issue this stile what I need and you can have a look how my teacher will mark the essay . source..
The International Human Resources Management IN UK, USA and Japan
This article investigates the difference in the Human Resources Management (HRM) and Practices in different countries, namely UK, USA and Japan. The globalisation of organisations has made it necessary for a change in the management of human resources. The human resources management (HRM) practices that are applied in one country will differ from country to country. These differences result from cultural beliefs, people’s traditions, forms of communication, values, believes and legislations in human resources issues within different countries.
In this article we analyse the HRM practices in UK, USA and Japan, and how cultural practices influence the ideologies that are applied in each of these countries. The three countries have differing cultural values which have a great influence in organisation management in general and in the management of human resources. In addition to this, they have different models of economies and different levels of government interference. These factors have led to different applications of all the HRM practices including recruitment and employees’ selections, training and development, incentives and motivations, communication, remunerations, appraisals and assessments. The paper will analyse the differences in these three countries by providing an overview of each country’s culture and its general approach to managing people. This will be followed with an analysis of each of the HRM practices in each individual country. An analysis of the cultural
International companies may be faced with clashes that result from different national and even organisational cultures (Davidson & Carswell, 2009). Cultural differences will be caused by geographical location, religion, values, believes, laws and regulations. To avoid this, managers have to be sensitive to the different cultures. Again organisations have to take into consideration the different consumer needs and this can only be possible by first understanding the intended consumers’ culture. Based on people’s culture, behaviour which maybe acceptable in one culture, maybe unacceptable in another culture. These cultural differences will in most cases be reflected in the HRM practices, argues Briscoe, Et al. (2009). Understanding others cultures will help in avoidance of negative stereotyping (Jackson, 2002).
HRM strategies influence from culture will be determined and will be dependant on the level of individualism or collectivism, uncertainty or avoidance or tolerance for ambiguity as well as the power distance between the superior and the subordinate (Briscoe, Et al. 2009). A study by Trompeenars and cited by Briscoe Et al (2009) identified five factors that may influence the HRM strategy. According to him, these are universalism as compared to particularism; collectivism as compared to individualism; emotions expression; level of involvement with other people and status which is based on ones achievement.
Jackson (2002) is in agreement with Briscoe Et al (2009) and describes individualism refers to an individuals desire to develop one self. The self development does not necessarily have to be in alignment with the organisation’s goals. This is in contrast to collectivism which refers to the desire to work together in teamwork towards a common goal. Universalism refers to the applying of regulations and laws to refer to everyone regardless of whom they are and where they come from. Jackson argues that universalism has an effect in HRM strategies as they are reflected in the remuneration and promotional policies.
The Japanese HRM strategies have been of interest ever since HRM practices in most organisations was regarded as the most influencing factor in the suc...
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