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Flexible labour markets and individualized employment: the beginnings of a new Japanese HRM system?

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  • John Benson
  • Philippe Debroux

Abstract

In an earlier study we reported that human resource management (HRM) in Japan was best characterized by continuity with some changes to assessment and pay practices. It is now over five years since we mapped out the changes taking place in Japanese HRM. This contribution reviews some of the changes over this period and considers the future directions of HRM. The essay commences with a discussion of the important contextual factors and issues underpinning HRM including employer proposals for reform. The next section then explores changes taking place in employment, remuneration and evaluation. This is supplemented by a more general assessment of the key changes occurring in Japanese HRM. The essay concludes with a discussion on why such changes are occurring, whether the changes constitute a convergence towards the Western model and the implications for HRM and theory development.

Suggested Citation

  • John Benson & Philippe Debroux, 2003. "Flexible labour markets and individualized employment: the beginnings of a new Japanese HRM system?," Asia Pacific Business Review, Taylor & Francis Journals, vol. 9(4), pages 55-75.
    • Handle: RePEc:taf:apbizr:v:9:y:2003:i:4:p:55-75
    DOI: 10.1080/13602380312331288710
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    Cited by:

    1. Qi Wei & Chris Rowley, 2008. "Changing patterns of rewards in Asia: a literature review," Asia Pacific Business Review, Taylor & Francis Journals, vol. 15(4), pages 489-506, September.
    2. Zhu, Ying, 2004. "Responding to the challenges of globalization: human resource development in Japan," Journal of World Business, Elsevier, vol. 39(4), pages 337-348, November.

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