Human resources management in Japanese manufacturing companies in the UK: 5 case studies

Article Abstract:

The large Japanese manufacturing companies have created a good 'fit' between their human resources management (HRM) strategy and their manufacturing processes, creating highly efficient manufacturing systems that require supportive attitudes and behavior on the part of employees. Five Japanese manufacturers in the UK were analyzed in order to elucidate their HRM functions: Hoya Lens (UK) Ltd, Komatsu (UK) Ltd, Matsushita Electric (UK) Ltd, Mazak Machine Tools (Yamazaki Machinery UK Ltd), and Takiron (UK) Ltd. Research reveals that Japanese corporations in the UK display many similarities, including: an ethos of long-term employment, but no specific contractural guarantees of such; single status systems for employees and managers; formal induction systems for recruits; and performance appraisal systems.

United Kingdom, Matsushita Electric Industrial Company Ltd., Great Britain, Corporations, British, Takiron Company Ltd., Yamazaki Machinery Works Ltd., Hoya Lens Ltd., Komatsu Ltd.

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What can we really learn from Japanese management?

Article Abstract:

To borrow ideas and procedures effectively appears to be the secret of Japanese success in business. Japan had a trade surplus of $44 billion in 1984 further reinforcing the belief that the Japanese must have some special ability to compete so well worldwide. Japanese management has grown to be one of the greatest topics among western management scholars in the 1980s, and only now is passing to the backroom as just another fad. Japanese management practices were developed soon after World War II and they are constituted by universal elements easily transferable. Only the emphasis on group activity, seniority system, life employment, and identification with the company are difficult to apply in the U.S. and appear to be a purely Japanese phenomenon.

Management, Manufacturing industry, Manufacturing industries

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The practice of Japanese-style management in South East Asia

Article Abstract:

The management practices of Japanese corporations are being exported to other countries as direct overseas investment by Japanese companies has increased. However, the wholesale introduction of these practices has often met with strong resistance. This is especially true for Japanese companies operating in Hong Kong and Singapore. Despite the fact that the governments of the two city-states impose few constraints on how foreign companies operate, and despite the geographic proximity of Japan to these countries, the Japanese have been forced to adopt many of their management practices to fit local cultures.

International aspects, International business enterprises, Multinational corporations, Asia, Southeastern

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