Comparative HRM Essay: Beijing vs Tokyo Employee Management
Human resource is integral to all organizations as it directly determines the business’s success. Numerous contextual factors affect HR policies, meaning that establishing a successful business relies directly on certain domains of human talent. These domains vary depending on a business’s location and external factors, such as the geopolitical environment. Beijing and Tokyo are both richly endowed for business operations. In recent years, both cities have witnessed growth and development that make them appropriate for production. However, human resource management differs in both cities, and the success of the human resource department depends mainly on external factors. This essay analyzes how human talent management in Beijing and Tokyo determines the company’s success with factors such as employee rewards, legal matters, and group norms in play.
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Human Resource Management Analysis
Employees determine the success of a business because they are in direct contact with the customers and do most of the work. Thus, implementing compensation and benefits programs can be a great way of motivating employees to work harder and accelerate business success. Opening a production branch in Tokyo or Beijing requires the business to familiarize itself with any laws on benefits and compensations that may exist in the regions. In Tokyo, the companies operating therein follow the national labor law on issues such as the number of days for annual leave, and emergency expenses, among many others (Jung, 2022). Should the company decide to open a new branch in Tokyo, the labor laws in Japan impact the HR policies by prompting the business to embrace the laws and implement them. In Beijing, employee benefits are controlled by the state and apply to all businesses operating in China. The compensation laws in Beijing would affect entry into the region by making the business compliant with the rules such as those of Beijing’s Arbitration Commission. The two cities’ employee benefits and compensation programs are closely similar because the laws in the regions mandate all businesses operating within to stick to the programs.
Entry into a new region requires knowledge of the legal matters affecting human resource management in the areas. In Beijing, the laws are highly protective of the employees, and there are provisions to incriminate the human resource managers in the event of employee mistreatment (Tabbers, 2021). That indicates that if the business had a culture where employees have little say in managerial issues and their rights are often neglected, opening a production branch in Beijing would mean changing the norm. The situation in Tokyo is related to Beijing. Labor rights and protecting workers in Tokyo are mandatory for all companies operating in the city and Japan. There is a convergence in human resource management from the external perspective in both Tokyo and Beijing. In this regard, the business’s success in either of the two cities would be the same if all other factors were not considered.
Group norms are another crucial contextual factor affecting Beijing and Tokyo’s human resource policies and practices. In Beijing and China as a whole, there has always been high employee motivation and the spirit of hard work and collectivism. That means that the HR practices for a branch of the business opened in Beijing should embrace collective responsibility and a spirit of togetherness. Suppose the company was strict on specialization and division of labor. In that case, it might not be easy to succeed with employees in Beijing as they are more accustomed to working together and achieving success as a group. In Tokyo, people embrace the nationalist spirit that the whole country adheres to. That is about working as a group for the interest of the entire group and not a single person, such as only the manager. There is also a sense of convergence in this aspect as setting up a new branch in either Tokyo or Japan would mean that the human resource practices are made more collective than individual.
Conclusion
Various contextual factors affect HR practices and policies in an organization. The discussion offered in this essay is based on a typical production business such as producing grape wine. The business of grape wine production requires heavy labor. The company’s intention to start a new branch in Tokyo or Japan requires compliance with existing laws in those regions. Other than the legal perspectives, it is important to consider issues such as group norms and employee motivation for the business’s success. Most of the factors affecting human resource practice in the two regions are related, particularly in protecting the rights of employees. The existence of labor rights, employee benefits, compensation schemes, and collectivist norms in the two regions means that the business can potentially profit from the intended entry. The major differences that make human resource practices differ may be the different and constantly changing government policies that may not favor external businesses in the regions.
References
Jung, L. (2022). National Labour Law Profile: Japan. Ilo.org. https://www.ilo.org/ifpdial/information-resources/national-labour-law-profiles/WCMS_158904/lang–en/index.htm
Tabbers, R. (2021). China: All you need to know about HR compliance in China. Www.mondaq.com. https://www.mondaq.com/china/employee-rights-labour-relations/1030970/all-you-need-to-know-about-hr-compliance-in-china