Abstract
We discuss the necessity of human resource development in a Japanese consumer credit company through a case-study of Promise (Thailand)Co., Ltd. An important concept in the research of overseas Japanese companies is "localization of management." Kasahara (2013) suggests that one obstacle to human resource development in overseas Japanese companies is the practice of job rotation. This case study examines the differing expectations of Thai and Japanese employees with regard to this practice. We suggest that a mixed approach (an approach that combines Japanese and local elements) to human resource development may prove to be an effective strategy to retain Thai employees. The minimum wage in Thailand increased in January of 2013, and it is expected that the consumer market will continue to expand. At the same time, Japanese firms operating in Thailand are expected to increase and retain their local Thai employees. In this study we analyze the management of Promise (Thailand) Co., Ltd. with reference to Kasahara's model of "localization of management." Within the past five years Promise (Thailand) Co., Ltd. increased their sales by about 400% and their sales base and number of offices continues to increase. Thus every base and office needs Thai employees. Due to this growth, Promise (Thailand) Co., Ltd. has begun to provide its Thai employees opportunities to learn skills related to management and finance. This study suggests that providing local employees with the opportunity to develop stable career tracks is integral to human resource development in Japanese overseas companies.
