Abstract
Human resource management is "A strategic approach to acquiring, utilizing and managing an organization's key resource-its People. HRM regards the creation of an environment, the continuous development, stakeholders' interests, and the management of change or the fact to provide supporting services. Activities must be aligned to releasing and developing human capacity, recruiting and training people, managing a diverse workforce and employee relations or managing a reward and performance system.
In the international companies, the sensitivity and the concern of the HRM mainly deal with diversity of cultures and the differences of perspectives. We chose Denmark and Japan to identify key aspects of the employment relations system and then in second parts to compare and contrast these two countries. SMEs, especially in the manufacturing industries, constitute the dominant part of the Danish firm structure. When we look at the Danish labor market, a general model of consensus has developed. This means that whenever relevant legislation concerning the labor market is proposed, the labor market parties are always involved at a national level.
Extract
[...] As we can see above the union density has in general decreased from 1980's to 2008. Denmark will be at about the same level as Sweden with around 70 trade unions in 2008 which is the highest data comparing to other countries, (In Japan only 18) which means a better protection of employees and working conditions. - The role of the government and legislation Denmark: As opposed to by Danish legislation, the labor market is regulated by the various players, for example trade unions. [...]
[...] Thus, we note that the increase in salaries for Japanese employees is higher than elsewhere. One explanation is that companies remunerate more the skills acquired by experience. Management of Employment and Training The long-term employment and the lack of precise definition of workstations promotes the formation of work teams, one of the main tools of the Japanese labor organization. With teamwork, employees earn in communication speed and minimize transaction costs associated with integrating or with frequent changes of partners in a specialized work. [...]
[...] Bamber, G Lansbury, R D & Wailes, N International and Comparative Employment Relations: Globalisation and the Developed Market Economies Sage (Espeme data base) Websites Danemark : http://www.geert-hofstede.com/hofstede_denmark.shtml www.workindenmark.dk http://www.uni-mannheim.de/edz/pdf/ef/02/ef0292en.pdf http://www.turi-network.eu http://www.allacademic.com/meta/p_mla_apa_research_citation/2/4/0/9/3/p240930_index.html Japan: Yoko Sano.Human Resource Management in Japan.Keio University Press Verna G.Les pratiques de gestion des ressources humaines. FSA ULAVAL[Online]. Available at: http://www.fsa.ulaval.ca/personnel/vernag/eh/F/manif/GRH.html (Accessed 30/11/09) HC Online. kaizen, le principe de l'amélioration continue. HC Online [Online]. Available at: http://membres.lycos.fr/hconline/kaizen_fr.htm (Accessed 30/11/09) Tremblay D-G. Le modèle japonais de gestion de la production et des ressources humaines. [...]
[...] This is coherent with the wage policy, promotion and training. Promotion and remuneration In the Japanese company, career paths are slow and are based on an informal assessment and long-term employee. The Nenko promotion system by seniority is widespread. The starting salary is quite low enough and increases with seniority. The older workers are relatively overpaid, which explains retirement at age 55. Wage differentials in Japan are low compared to other countries and promote egalitarianism in relation to membership of a firm. [...]
[...] Basic education is the main recruitment criterion because a specific training is provided by the company. Promotions are made using the internal market of the company, and the recruitment policy will also assess the candidate's ability to learn in a continuous training process. Recruitment is therefore for positions and not for very defined tasks. To assess their candidates, companies have contacts with teachers who participate in pre-recruitment. The recruitment policy of major Japanese companies promote uniformity. They try to recreate a family atmosphere based on trust (paternalistic). [...]
