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Comparative Analysis of Human Resource Practices in China and Japan Group 1
Comparative Analysis of Human Resource Practices in China and Japan Group 1
OF HUMAN RESOURCE
PRACTICES IN CHINA AND
JAPAN
GROUP 1
INTRODUCTION
OLUBUSOLA ABIDAKUN
Labour Relations
The Chinese system follows the soviet model with the assumption that
there are no fundamental conflicts between the State, management and
workers. Trade unions should therefore act as a bridge or transmission
belt between the party and workers. In fact, trade unions are one type of
mass organizations, which help the communist party mobilize the
populace and ultimately, achieve the realization of a socialist state.
On the other hand, the Japanese system is akin to the Anglo American
model based on the assumption that conflicting interests exist between
capital and labour.
Collective bargaining
The Japanese legislative intent is to promote industrial
Employee Relations
With respect to substantive and procedural provisions, China and Japan
Contract procedure
Both China and Japan provide that the terms of an individual
Trade Union
unions are not given the right to strike, although workers can
vacate a work site when physical conditions jeopardize their
lives or health.
On the contrary Japanese workers can engage in acts of
dispute, and strikes are considered a legitimate economic
weapon
Conflict management
The Chinese system follows the soviet model with the assumption that
there are no fundamental conflicts between the State, management and
workers. Trade unions should therefore act as a bridge or transmission
belt between the party and workers. In fact, trade unions are one type of
mass organizations, which help the communist party mobilize the
populace and ultimately, achieve the realization of a socialist state.
On the other hand, the Japanese system is akin to the Anglo American
model based on the assumption that conflicting interests exist between
capital and labour.
COMPARISON OF RECRUITMENT
AND SELECTION BETWEEN
CHINA AND JAPAN
CHINA
JAPAN
Japan
Managemen
t Style
Business
Structures
Teams
Communic
ation
Styles
Women at
workplace
information
flow from the
bottom to the
top
senior
management
having a largely
supervisory
approach
The key task
for a Japanese
manager is to
provide the
environment in
which the group
can flourish.
The concept
of life-time
employment
is a myth.
Hierarchicall
y organized
companies
Group
orientation
and team
working.
hierarchy is
based on
consensus
and cooperation
grouporiented teams
direct
confrontation
is avoided.
group
members must
be seen to be
modest and
humble.
The group is a
life-defining
set of
relationships.
what one
says does not
will not be
what he
actually
means
body
language is
very minimal
Emotionless
and higly
formal
behaviour.
It is rare for
any reaction
or emotion to
there
remains a
strong
unspoken
discrimination
towards
women in the
workplace.
expected to
perform lower
grade tasks
and to leave
employment
upon
marriage or
the birth of
China
Managemen
t Style
Business
Structure
s
Teams
Communic
ation
Styles
Women at
workplace
management
style tends
towards the
directive
Manager
Subordinate is a
mutually
beneficial twoway relationship.
highly
hierarchical
operational
structures,
chains of
command,
management
style etc. tend
to be
hierarchical
consensusoriented
individual needs
and desires
being
sublimated to
the greater good
of the whole.
Saying 'no'
causes both
embarrassment
and loss of
face
very limited
amount of
visual body
language
Officially,
women have
the same rights
as men in the
workplace
Women are
found in
reasonably
senior roles in
large Chinese
organizations
AIMS OF COMPENSATION
The main objective organization give rewards to the employee is to attract, maintain and retain,
good, efficient, motivated and high performing employees.
Attracting staff benchmark with Labour market to secure the good candidates.
Retaining staff competitive pay package will ensure that effective performers stay with you.
Motivating staff Its a necessary tool used to motivate staff to work.
Driving change higher base-pay, bonuses, and promotion
Corporate reputation Good compensation packages may be perceived as good company in
the eyes of public and industry hence establish positive image.
Affordability Compensation package must suit with companys affordability.
Both countries operate life-time employment, which is strongly tied to promotion and job security is guaranteed by the
firm
More emphasis is placed on the person rather than the job i.e. performance is not valid in determining total employee
salary.
Social Benefits Scheme is an important element in the compensation system of both countries.
LABOUR RELATIONS
RACHAEL ADASHIO & OLORODE
BISOLA
LABOUR RELATIONS
JAPAN
CHINA
PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL
JAPAN
CHINA
CONCLUSION
ODUYE OLUWAFUNMBI
CONCLUSION
In conclusion, as globalization continues, international HRM becomes
increasingly important and can only be accomplished effectively when
managers possess a clear understanding of the role that cultural differences.
The increasing internationalization and globalization of business makes it
more pressing than ever to understand how to establish HRM procedures that
can deal with considerable cultural and national differences.
GROUP PICTURE
Thank you