HRM systems in Japan and Germany

Paper Summary:

This essay analyzes the human resource systems in both Japan and Germany using the analytical framework put forward by Beer et al in 1984. Differences and similarities on such aspects as culture, management, labour relations and other such institutions will be investigated. Evidence for arguments and theories will be provided throughout the essay.

From the paper:

"Increased interest in international human resource management has led to the classification of its processes and influences. One particular classification or framework is that of the Map of Human Resource Territory, later adopting the name of the Harvard Model, which was designed by Beer, Spector, Lawrence, Mills and Walton in 1984. This model is useful as it accepts that there are differing approaches to the employment relationship. Indeed Porter (1970) argues that the model has potential for comparative analysis. The Harvard model illustrates that there are a variety of "stakeholders" in an organisation including shareholders, various groups of employees, the government and the community. It recognises the legitimate interests of these various groups and that the creation of HRM strategies should recognise these interests and combine them as much possible into the strategy of the business. Indeed the Harvard model is fundamentally both prescriptive and analytical. It is important to bear in mind however that the ideas put forward by the model are arguably based on the American culture. This is important to remember when using the model as an analytical framework to compare other countries."

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