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International Human Resources Management of Japanese, American, and European Firms in Asia : The Roles of Headquarters and Subsidiaries

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  • Hiromichi Shibata

    (Yokohama National University, Merrill Lynch)

  • Andrew Doyle

Abstract

The main role of the headquarters international human resources departments/business units of seven Japanese firms we researched is to manage the Japanese expatriates at their subsidiaries in Asia; they have little involvement with the management of local employees. The headquarters international human resources departments/business units at five researched American firms tend to maintain strong company value/mission that drives use of their performance appraisal/promotion systems for employees worldwide. In addition, the headquarters human resources departments/business units of the American firms tend to supervise senior-level managers regardless of their nationalities. Although two researched European firms manage senior-level managers worldwide, their international human resources management systems are not as rigid as those of American firms.

Suggested Citation

  • Hiromichi Shibata & Andrew Doyle, 2006. "International Human Resources Management of Japanese, American, and European Firms in Asia : The Roles of Headquarters and Subsidiaries," Microeconomics Working Papers 21893, East Asian Bureau of Economic Research.
    • Handle: RePEc:eab:microe:21893
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    References listed on IDEAS

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    1. Jacoby, Sanford M., 2004. "Labor Markets and Firm Benefit Policies in Japan and the United States. Edited by Seiritsu Ogura, Toshiaki Tachibanaki, and David A. Wise. Chicago: The University of Chicago Press, 2003. Pp. ix, 400. ," The Journal of Economic History, Cambridge University Press, vol. 64(3), pages 926-927, September.
    2. Barry Wilkinson & Jos Gamble & John Humphrey & Jonathan Morris & Doug Anthony, 2001. "The New International Division of Labour in Asian Electronics: Work Organization and Human Resources in Japan and Malaysia," Journal of Management Studies, Wiley Blackwell, vol. 38(5), pages 675-695, July.
    3. Peter B. Doeringer & Christine Evans-Klock & David G. Terkla, 1998. "Hybrids or Hodgepodges? Workplace Practices of Japanese and Domestic Startups in the United States," ILR Review, Cornell University, ILR School, vol. 51(2), pages 171-186, January.
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    Cited by:

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