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Essay / Research Paper Abstract
A 3 page paper discussing whether HRM practices in Germany and Japan can be credited with German and Japanese companies’ ability to compete with firms originating in other parts of the world. Certainly it had to have a lasting effect in that leading companies did not lose organizational knowledge as employees changed jobs. Ultimately, however, companies’ inability to manage their work force in the most effective ways possible had to have a negative effect. It appears that companies in these countries maintained their competitiveness in spite of HRM practices rather than because of them. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KShrGermJap.rtf
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Unformatted sample text from the term paper:
in Germany and Japan formerly were much different than in many other developed nations. Both subscribed to the concept of employment for life, at least in some form.
The relationship was expected to apply to both employee and employer in Japan, but workers in Germany were free to leave companies should they wish to change jobs. Once
hired by a German employer, however, the employer still is not at liberty to terminate any employee. In the US today there is
great attention given to retaining high-performing employees. Turnover is expensive in that it is costly to replace workers, and the company loses a measure of continuity and organizational knowledge
when an experienced worker leaves. The purpose here is to assess the statement "that human resource management and training in Germany and Japan have provided them with a national
competitive advantage." Common Factors In both Germany and Japan, pay traditionally has been based on seniority, rather than on performance (Debroux, 1997).
As mentioned above, that began to change with the economic realities of the late 1990s. Even in the early 1980s, some Japanese business leaders were questioning whether it was
right to reward tenacity over productivity and performance. Right or not, pay based on seniority was the standard in each of the two countries.
Both Germany and Japan also placed higher value on promoting from within (Arkin, 1992). This was a goal in Germany; it was a necessity in Japan. Japans
Lifetime Employment Much, much has changed since the bursting of the Japanese bubble economy, but two decades ago when Japanese manufacturing was the
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