1. GLOBAL HUMAN RESOURCE MANAGEMENT PRESENTATION PRESENTED BY GROUP 2 MEMBERS MAYURI PAWAR-27 PRIYANKA MISHRA-30 NEHA ROY-31 MANVI TYAGI-32 DEVYANI KUTE-41 HINA BAHUGUNA-42 SNEHA AGARWAL-43

2. UK RECRUITMENT Value based interviewing, Talent inventories, Online & buddy system, Employee referrals PMS Participative goal setting APPRAISAL 360 degree appraisal Bi annual formal reviews COMPENSATION Greater variable pay REWARDS & RECOGNITIONS Flexible benefits, ESOPs, incentive program for senior manager, Annual excellence awards, Recognition events and leadership visibility

3. JAPAN RECRUITMENT Vary according to the size and type of company University recruiting, Mid carrier hiring,Temporary staffing Hiring Overseas Japanese: Japanese Returnees PERFORMANCE MANAGEMENT Seniority system Lifetime employment COMPENSATION SYSTEM Salary in14 equal parts Seniority system dominates the pay scale

5. CASE STUDY ANALYSIS OKI UK Ltd

6. Facts: Oki (UK) Ltd, a part of Oki Data Communications, was set up in 1987. It is the oldest printer factory in UK which manufactures and supplies dot matrix, page printers and fax machines. It is the oldest Oki printer factory in UK and is most cost effective. Oki has British, American and Japanese nationalities on the board, with distinct HRM policies.

7. Management practices at Oki Companies policy: ‘Management manages the process and the individual employee manages his or her new job’ Management at Oki JapanManagement at Oki UK 1.Maintain continuity throughout the process 2.Being involved throughout 3.Continuously adding knowledge element 4.Gets to the root of the problem before discussing it 5.More practical and hands on kind of work done 6.Personal interaction 1.Status approach 2.Not involved in the base level work 3.Limited to the job assigned 4.Only communicates the problem, does not go to the root cause 5.Only managerial kind of work done 6.No personal interaction

8. HRM Functions at Oki 1.RECRUITMENT: – Through agency called Manpower – Local press – Assessment centers for senior positions 2.TRAINING & DEVELOPMENT: – 4500 man days spent on off the job training – 30% staff currently engaged in higher education – Modern Apprenticeship Scheme is followed – Train the Trainer Course – Other career development opportunities – TNA carried out every 6-12 months 3.PAY BENEFITS: (Japanese way) – Giving bonus personally instead showing it in the payroll directly, to give a personal touch – Giving importance to personal goals and priorities 4.PERFORMANCE MANAGEMENT: – Appraisal done by team lead, off line, on a one to one basis – It’s a 2 way process and no team assessment is done

9. Que1)What is the difference between British supervisor and a Japanese team leader? JAPANESE LEADERSHIP STYLE Collectivistic culture Employee oriented Business based on personal relationships Consensus and group decision- making is the norm in Japanese culture. Meets with the group as a whole frequently BRITISH LEADERSHIP STYLE Love their privacy Individualistic approach Career progression is based on performance not on seniority Task oriented

10. Que2)How does a Japanese manager’s approach to dealing with problems differ from that of British manager? Ans) Since Japanese are more employee oriented people don’t hesitate discussing problems with them. Culture plays a very important role. Example: Thanking the employees personally. Holiday given to employees as a reward instead of incentive so that he can spend time with his family.

11. Que3)How does the company assess employees training needs and in what form do they receive the training? TNA through appraisals and discussions Types of training OFF THE JOB( 4500 days spent)ON THE JOB Higher education (30% of employees) Technical Training through apprenticeship Vocational Qualification Frame work for operators Tie ups with local colleges Higher national certificatesTailor made lectures for OKI. If employees fail in external course examination they need to pay back (expensive)

12. Regularity in Training Germany.U.K.Japan.U.S Language training4.603.795.054.26 Country-specific cross-cultural training 3.373.27 4.254.27 General cross-cultural training2.492.974.854.1

13. Que4) How does Japanese management style influence the company’s pay and benefits practices? Ans) In Japan they pay for performance, Earlier when OKI was headed by the Japanese director, he proposed to give his staff £ 250 for meeting their targets They also focus on providing benefits on a personal basis and not just by compensating the employees on a monitory basis. On the other hand in UK compensation is based more on the monitory aspect

14. Que5)To what extent does this case study confirm or reject the discussions in the main text of the chapter? Ans)This case study absolutely confirms the discussions in the main text of the chapter. Chapter perspectiveCase Study perspective 1.Influence of the national culture on the management practices & different HRM function in different countries. 2.For a multinational company with activities in different parts of the world, the socio-cultural environment is much more complex. 3.The soft aspects is more influenced by culture, compared to hard aspects. 4.Eg: Asians – ‘work is worship’ USA & UK – no emotional attachment with work 1.How the work culture & management style differ in Japan & UK. 2.The managers in UK take the ‘status approach’: they work only according to their status & designation. 3.While the Japanese believe in a broader approach & believe in going to the root cause of the problem and having hands on experience. 4.Japanese believe in giving a personal touch even in professional relation.

15. LEARNINGS Evaluate and understand each country’s cultures and values. Understand each others style of doing business. Learn about ones own culture thoroughly to know about similarities and dissimilarities. Study the influence of religious and historical factors.

16. THANK YOU