Hrm India Ppt

8/3/2019 Hrm India Ppt

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HRM PRACTICES IN INDIA,JAPAN& US

TEAM MEMBERS:PANKAJ PURTY

KRUPA

ARONIKA

SHALINI


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WHAT IS HRM?

It is the strategic and coherent approach to themanagement of an organization's most valued assets.

The people working there who individually andcollectively contribute to the achievement of theobjectives of the business.

With the growing importance of human capital as asuccess factor for todays organizations.

The role of HR has become more critical forcorporate India as it offers a way to vault into theglobal league.


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HRM CHALLENGES

Up gradation of the skill set through training anddevelopment in the face of high attrition.

To enhance the employees opportunity to developskills and abilities for full performance within theposition and for career advancement.


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HRM IN INDIA

Namaste (pressing of the palms together) isthe traditional greeting of Indians.

The Indian flag:Colors have symbolicrepresentation.


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CULTURALDIMENSIONS IN INDIA

Collectivism: clannish, community

Large power distance, position of power

Rigid social stratification: caste system

High rate of illiteracy Resourcefulness, hard work , ability to cope with

adversity.

Ambitious and materialistic


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EMPLOYEE VALUESANDPRACTICES

Entrepreneurial

Manual workers are unskilled and uneducated

Differentiated reward systems

National and plant based trade unions Preference for paternalistic and authoritarian

leadership


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MANAGEMENT PERSPECTIVES

Safe, Healthy and Happy Workplace

Performance linked Bonuses

360 Degree Performance Management Feedback

System Fair Evaluation System for Employees

Reward Ceremonies

Open house discussions and feedback mechanism


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HRM PRACTICESIN INDIAN ORGANISATIONS

Recruitment

Compensation

Training and Development Performance Appraisal

Promotion and Reward

Reservation System


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HR PRACTICES

IN JAPAN


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HR PRACTICES IN JAPAN

Japans success in the international market in the past

few decades has encouraged many researchers and

practitioners to learn about the countrys culture and the

ways in which its companies are managed. In many

countries managers have also tried to emulate Japanesemanagement policies and practices, with varying

degrees of success.

Foreign firms attempting to enter the Japanese market

must first acquaint themselves with Japans labour lawsand human resources practices in order to be successful


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Although not required by statute, in Japan, workers generally

have lifetime employment with a single company.

In Japan, promotions and increases in responsibility are usually

based on seniority, rather than solely on merit, and the

promotion of a younger employee over more senior co-workers

can cause discomfort in the workplace.

While Japan does have a national health system, many foreigncompanies enrol their workers in a private health insurance

plan, which are offered by foreign insurance companies.


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As a matter of background

The Japanese economy is now recovering from a long

period of recession and stagnation. It is a huge

economy in world terms, second only in power and size

to that of the United States.

In many ways, Japans economy is superior to that of theUnited States


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LIFETIME EMPLOYMENT

Japan is known for lifetime employment with a single

company. While this widespread practice is not required

by statute, it is taken into account by the courts in

deciding particular employment cases. This practice

works both ways: a Japanese employee expects to stayfor life with one company or family of companies for 30

or 40 years, and the employer expects that employee to

remain for his or her working life.


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OUTPLACEMENT

Outplacement is not widely used in Japan, and before

downsizing began in the early 1990s, was virtually

unknown.

Outright firing or separation created bad morale and was

not in accord with Japanese custom.


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DECISION-NAKING BY CONSENSUS ANDJAPANESE CORPORATE PROTOCOL

A Japanese management association recently reported

that Japanese managers spend up to 40 percent of their

time in conferences and meetings.

One major reason is that Japanese companies reach

decisions by consensus through involvement and

participation at various management levels.

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