International Human Resource Management of Japanese Company

Topics: Vietnam, Human resource management, Ho Chi Minh City Pages: 15 (4543 words) Published: May 9, 2013
RMIT International University Vietnam
Bachelor of Commerce Program


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Subject Code:| BUSM4187|
Subject Name: | International Human Resource Management| Location where you study:| RMIT Vietnam – SGS|
Title of Assignment:| TEAM RESEARCH REPORT|
File(s) Submitted | 1|
Student name:| Nguyen The ThanhNguyen The TaiDang Hieu|
Student Number:| s3298134s3325134s3296803|
Student Email Address:|| Learning Facilitator in charge:| Phil, Smith|
Assignment due date:| 14 April 2013|
Date of Submission: | 14 April 2013|
Late Submission Approval| |
Number of pages including this one: (Please number your pages like this: page 1 of 7, page 2 of 7, etc)| 25| Word Count:(Main Content)| 2,645|

Table of Contents
Executive summary3
Introduction and company’s background4
YDR’s background4
Human Resource Management Functions6
Recruitment and Selection6
Training for HCNs10
Pre-departure training for expatriates11
Reward management14
Expatriate experience16
Appendix: Interview sections18

Executive summary

Among the four essential resources of an enterprise: Human, Raw Material, Technology and Strategy; Personnel Resource is the most important one as it controls all other resources. In other words, it is the key to synergy all other elements since without human, technology and machine are useless, either strategies would not be implemented. Rising awareness of the importance of organization’s personnel brings great concern in how to manage that resource well. Moreover, that management seems to be more complex to firms which employ not only people from its country but also from other nations because people in different nations have dissimilar interests, life attitudes and behaviours which all can lead to disagreements and conflicts. Consequently, work’s output would probably be not good

The study of International Human Resource Management examines how the HRM functions are adjusted to adapt to staffs who move from foreign countries. The company chosen for the analysis is YDR’s subsidiary in Vietnam. The reason why the research team selects it is because YDR is a Japanese enterprise specializing in building’s interior and external designs, then its subsidiary in Vietnam has both national employees and some personnel from Japan, in other words they are called expatriates.

Introduction and company’s background

The writing is divided into three main sections. The first one gives a brief background of the company while the second one quickly mentions YDR’s ordinary Human Resource Management (HRM) functions and examines how the firm changes the activities to adapt to and manage the expatriates well. It lists out the significant issues restraining the functions from performing well and includes short recommendations as well. The next section points out how these individuals experience cultural shock when they move to the different country, and how the enterprise helps them in preparation for the moving. Additionally, the part also reviews briefly the issues the expatriate has with the subsidiary’s HRM functions. Finally, it would be the conclusion summing up all main points the writing has mentioned so far YDR’s background

Japan is known as a developed country and has directly invested in many nations, include Vietnam. According to Quoc Hung (2013), Japan invested 5 billion USD to Vietnam, accounting for 40% of the total investment commitments to the nation because Japanese firms see the potentials of Vietnamese market.

YDR Company was established in February 2001 with the head office in Japan, Osaka city. The capital of the enterprise is currently 6.5 million YEN...

References: Anne Ngoc Vo, 2009, Career development for host country nationals: a case of American and Japanese multinational companies in Vietnam, School of Management & Marketing, Faculty of Commerce, University of Wollongong, NSW, Australia.
Anne Vo and Pauline S, 2011, The transfer of HRM policies and practices to a transitional business system: the case of performance management practices in the US and Japanese MNEs operating in Vietnam, University of Wollongong, Wollongong, NSW, Australia.
Daft, RL, Pirola-Merlo, A, Lussier, RN, Achua, CF & DuBrin, AJ 2010, Leadership and Management-for RMIT UNIVERSITY, 1st edn, Cengage Learning Australia Pty Ltd, Singapore
Dowling et al. 2007, ‘The Mendenhall, Dunbar and Oddou cross-cultural training model’, chart, International Human Resource Management, CENGAGE Learning, China, p. 142
McShane, S, Olekalns, M, Travaglione, T 2010, organizational behaviour-on the Pacific Rim, 3rd edn, McGraw-Hill Australia Pty Ltd, China
Noe, RA, Hollenbeck, JR, Gerhart, B & Wright, RM 2008, Human Resource Management-GAINING A COMPETITIVE ADVANTAGE, 6th edn, McGraw-Hill Irwin Pty Ltd, China
Quoc Hung 2013, ‘Japan investment forecast to rise further’, thesaigontimes , 2 January, viewed 11 April 11, 2013, <>
Rowley, C, Benson, J & Warner, M 2004, ‘Towards an Asian model of human resource management? A comparative analysis of China, Japan and South Korea’, The International Journal of Human Resource Management, vol. 15, no. 4-5, pp. 917-933
Yukl, G 2006, LEADERSHIP IN ORGANIZATIONS, 6th edn, Pearson Education, Inc., New Jersey
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