Human resource development strategies under cross-cultural settings

A case for Japanese manufacturing firms in Mid West America

Abstract

Based on data derived from interviews with directors and plant managers working for Japanese transplants (6 firms) in the American Mid West area, an unique set of HRD strategies that the Japanese manufacturers in the U. S. follow were identified, covering such practices as recruitment and selection, employment security, training and placement, pay and promotion, participation, equal treatment and so forth. Three strategically important areas for the successful HRD were found:(1) transfer of work-related skills and values, (2) internal development of skilled employees and team leaders, and (3) creation of the third (hybrid) work culture unique to each transplant.
To facilitate a transfer of skills and values from Japan to the U. S. exchanges of key employees were undertaken: providing OJT to the U. S. workers in Japanese plants followed by the Japanese-American joint operation back in the U. S. new plant. This initially trained core group was found playing an innovator function to the late comers who were mostly young and unskilled.
Among skilled and senior employees, team leaders were carefully evaluated and selected over a long period of time. Team leaders (including sub-leaders) symbobized successful implementation of ideas concerning internal HRD, job security, and team work pronounced by the Japanese transplants. Finally, for the purpose of creating unique work culture of their own, Japanese transplants in common intensively engaged in facilitating horizontal as well as vertical commumication, egalitarian treatments, participation programs, and social and leisure activities. These integrative measures seemed key catalyst in developing organizational effectiveness through HRD efforts.