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  1. D100 大学院国際開発研究科
  2. D100b 紀要
  3. 国際開発研究フォーラム
  4. 28

The changing HRM practices of Japanese firms and the impacts on compensation practices of Japanese affiliates in Malaysia

https://doi.org/10.18999/forids.28.55
https://doi.org/10.18999/forids.28.55
8f6dd4de-af10-40c5-8164-e45b0578bb6c
名前 / ファイル ライセンス アクション
03.pdf 03.pdf (146.1 kB)
Item type 紀要論文 / Departmental Bulletin Paper(1)
公開日 2006-03-23
タイトル
タイトル The changing HRM practices of Japanese firms and the impacts on compensation practices of Japanese affiliates in Malaysia
言語 en
著者 Chew, Yin Teng

× Chew, Yin Teng

WEKO 87443

en Chew, Yin Teng

Search repository
アクセス権
アクセス権 open access
アクセス権URI http://purl.org/coar/access_right/c_abf2
抄録
内容記述 The purpose of this article is three-fold. First, it explains the reason behind the fading importance of conventional Japanese Human Resource Management Systems (CJHRMS) in Japan and the implementation problems following the adoption of pay-for-performance system (PFPS) by Japanese firms. Secondly, the author tries to identify general HRM practices of Japanese affiliates in Malaysia, in particular, the compensation system and performance appraisal system. Lastly, the third purpose is to obtain a more complete understanding of the issues facing Malaysian employees of Japanese affiliates as well as to find whether or not ethnocentric1 Japanese affiliates are encountering human resources (HR) problems similar to those in Japan as a result of CJHRMS. The research reveals that most of the HRM practices in the Japanese affiliates are ethnocentric. However, a minority of them adopt polycentric orientations on compensation schemes to a varying degree. The HR orientation to attract highly-competent Malaysian workforce is mainly driven by policies and strategies of the parent firm and organizational background of the Japanese affiliate. As a result of CJHRMS, Japanese affiliates with ethnocentric compensation practices are facing structural, operational and motivation problems similar to those of parent firms. Even when Japanese affiliates adopt PFPS in accordance with parent firms’ practices, research reveals that formal policies and actual practices are different. Japanese affiliates should continue modifying their CJHRMS to appeal to Malaysians and fine-tune their retention strategies to secure and motivate highlycompetent Malaysian workforce.
言語 en
内容記述タイプ Abstract
出版者
言語 en
出版者 Graduate School of International Development. Nagoya University
言語
言語 eng
資源タイプ
資源 http://purl.org/coar/resource_type/c_6501
タイプ departmental bulletin paper
出版タイプ
出版タイプ VoR
出版タイプResource http://purl.org/coar/version/c_970fb48d4fbd8a85
ID登録
ID登録 10.18999/forids.28.55
ID登録タイプ JaLC
関連情報
関連タイプ isVersionOf
識別子タイプ URI
関連識別子 http://www.gsid.nagoya-u.ac.jp/bpub/research/public/forum/28/03.pdf
ISSN(print)
収録物識別子タイプ PISSN
収録物識別子 1341-3732
ISSN(Online)
収録物識別子タイプ EISSN
収録物識別子 2189-9126
書誌情報 ja : 国際開発研究フォーラム
en : Forum of International Development Studies

巻 28, p. 55-80, 発行日 2005-03-11
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