The International Human Resources Management IN UK ,USA and Japan

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The International Human Resources Management IN UK, USA and Japan
Introduction
This article investigates the difference in the Human Resources Management (HRM) and Practices in different countries, namely UK, USA and Japan. The globalisation of organisations has made it necessary for a change in the management of human resources. The human resources management (HRM) practices that are applied in one country will differ from country to country. These differences result from cultural beliefs, people’s traditions, forms of communication, values, believes and legislations in human resources issues within different countries.
In this article we analyse the HRM practices in UK, USA and Japan, and how cultural practices influence the ideologies that are applied in each of these countries. The three countries have differing cultural values which have a great influence in organisation management in general and in the management of human resources. In addition to this, they have different models of economies and different levels of government interference. These factors have led to different applications of all the HRM practices including recruitment and employees’ selections, training and development, incentives and motivations, communication, remunerations, appraisals and assessments. The paper will analyse the differences in these three countries by providing an overview of each country’s culture and its general approach to managing people. This will be followed with an analysis of each of the HRM practices in each individual country. An analysis of the cultural
Culture
International companies may be faced with clashes that result from different national and even organisational cultures (Davidson & Carswell, 2009). Cultural differences will be caused by geographical location, religion, values, believes, laws and regulations. To avoid this, managers have to be sensitive to the different cultures. Again organisations have to take into consideration the different consumer needs and this can only be possible by first understanding the intended consumers’ culture. Based on people’s culture, behaviour which maybe acceptable in one culture, maybe unacceptable in another culture. These cultural differences will in most cases be reflected in the HRM practices, argues Briscoe, Et al. (2009). Understanding others cultures will help in avoidance of negative stereotyping (Jackson, 2002).
HRM strategies influence from culture will be determined and will be dependant on the level of individualism or collectivism, uncertainty or avoidance or tolerance for ambiguity as well as the power distance between the superior and the subordinate (Briscoe, Et al. 2009). A study by Trompeenars and cited by Briscoe Et al (2009) identified five factors that may influence the HRM strategy. According to him, these are universalism as compared to particularism; collectivism as compared to individualism; emotions expression; level of involvement with other people and status which is based on ones achievement.
Jackson (2002) is in agreement with Briscoe Et al (2009) and describes individualism refers to an individuals desire to develop one self. The self development does not necessarily have ...