Importance of Human Recourses Management: Japanese Management System - Research Paper Example

However, the bigger part of the research regarding Japanese management practices has emphasized on practices in Japan and the system in which these were diverged from practice of American firms. Moreover, the essential significance of HRM practices for the success of Japanese organizations has been discussed widely. Specifically, generating fortified employee cohesiveness, company commitment, and life time employment attended significant considerations. Furthermore, seniority-based pay systems along with extensive job rotation in different functions and slow promotion have been extensively discussed.

Many facts revealed about Japanese HRM practices; however, very small number of them testified on their practicality, on the other hand a large part of our information is based on assumptions and past stories. There are eight rules which must be followed in practice of HRM. These eight rules are come into existence after practice and classification. These are fairness, frame of reference, scope, formality, time horizon, participation, individualism and explicitness. These eight aspects of HRM are being applied in all the countries of the world (Bird and Beechler, 1995).

The model of lifetime employment has not been successful in all Japanese organizations. Definitely some practices were limited to only to established Japanese organizations. Long-term employment and seniority-based pay was only applicable to the limited numbers of workers in several organizations. Furthermore, their success was dependent on different dimensions. For instance, the requirement of organizational enhancement made possible the hiring of several young and comparatively cheap working forces and thus minimizes the expenses. Moreover, it also helped the companies to encourage the workers by developing fresh positions regarding promotions. Comparatively, the growth of the organizations was not probable without enhancing the efficiency of workers. Clearly, these skills were significant for the rising innovations that made able the firms of Japan to outclass their other counterparts of the world. However, these changes were not appropriate regarding knowledge-intensive and rapidly changing technologies. In the current economy, specific knowledge or fresh concepts, which are not related to the measurement of in-house training, are the initial motivators of the reasonable power of organizations. Thus, the aspects of long-term skill development were obstacles to a rapid and adjustable response to fresh chances.

Furthermore Japanese companies have a larger scope, and their focal point is a broader set of targets and achievements. For instance, the bonuses of Japanese employees are attached to the wider performance of the firms as well as the employees have the advantage to take a large portion of bonuses to take home. This practice has also been observed in job rotation and training activities and this is the place where the emphasis is on the development of generalists not on the specialists.

Japanese firms are known for their search of excellence instead of equity. For instance, these firms reward the employees regularly. Moreover the pay is based on seniority basis and not on individual performance. This exhibits that these companies have been working to develop the society. It has been revealed that the reason for commendable Japanese organizational success was team work. Team work cannot be defined through one definition, there are numerous ideas and researchers according to their working scenario may not agree with one view of team work. In organization team work can refer to a broader prospect, like cross functional teams, quality circles, self-managing teams or virtual teams. According to Delarue (2003) ‘A group of individuals whose purposes are associated to do a same job perform equally within the capacity of these combined jobs. Shaw (1981:8) stated team work that two or more individuals who are working with mutual understanding with each other in a way that every individual control or being controlled with other working individual. These definitions display a lucid picture of team work.

Innumerable books have been written to clarify the significance of team work in small firms and multinational organizations. However, practically the fact and importance is not accepted in all the countries and organizations. Only Japan has been implementing the strategies of team work, and the overwhelming success of Japan exhibits the importance of team work. In contrast, in European and American organization the team work significance has been ignored. The team work is just like other organizational goals. They not only help the organization to extend in itself but improve the coherence in the society, which in the long run make the whole country prosperous.

After the start of 1990s another revival of team work occurred; it is in consequence after 1970s and 1980s. The chief reason for this major transformation was the Japanese motor car industry. The overwhelming success of Japanese motor car industry shows the organizational efficiency and overall implementation of team members or labors. The industry of Japanese motor cars performed a motivational role for sudden uprising of teamwork. Consequently, in Germany in the early 1990s all the giant motor car companies applied the same strategy (Bird and Beechler, 1995).

Japan’ success in different dimensions of businesses and technological growth has become a model of envy. The Japanese not only developed their economy but also fortified the base of their cultural society. Their simultaneous strategy now can be implemented in any developing country by applying the same HRM principles in the line of team work.