Training Trends & Japan

One area of HRM in which these large integrated organizations excelled was training. The internal societal pressures that Japanese companies perk up over set about during the last few years--slow economic growth, price deflation, over-crowded markets, and copy of innovations by rivals, are spreading to the rest of the Western world.

some(prenominal) literature exists praising the HR management efficiencies of the Japanese companies and their style of operation for maximum effectiveness. Dunning argued (1995) that the look-alike was one which should be followed by companies wishing to remain competitive in the global parsimoniousness since it answers the needs of both consumers and employees by focusing on the upgrading of plaza competencies of firms, and on the way these firms are organized as a means of improving their global competitive advantages (Dunning, 1995).

Of course, the Japanese keep up hesitated to adopt many of the Western ideas of training, preferring to maintain autocratic learning. This confirms Lillirank's comments (1995), that close to of the basic ideas of Japanese training were originally developed in the United States; only when the Japanese demonstrated that they can be translated into competitive advantages, "did a demand for these methods start to materialize, pointing out the benefits of flow-based flora layouts, trust-based supplier networks,

Dunning, J.H. (1995, Dec.

22), Reappraising the eclectic paradigm in an age of alliance capitalism, Journal of International demarcation Studies 26:4 461.

On its well-done web site, the indian lodge posts this statement:

A second body of literature exists that tries to come to grips with the success of the Japanese style of management training. Ozawa (1996) suggests that Japan uses a neo-mercantilistic formula to build competitive export industries such as autos and electronics. But, he argues, the consequence has been the rapid transplantation abroad of those once-fostered industrial activities. In other words, the concept of the keiretsu has been exported as well as Japanese products. Banerji and Sambharya (1996), explained the underpinnings of the Japanese philosophy of training quite well, noting that the kereitsu is a key feature of the industrial structure in Japan.

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