Japanese human resource management in Singapore
Kee, Jue Choon
Date of Issue1992
College of Business (Nanyang Business School)
Japanese human resource management has always been one of the prime topics in management circles. For a small island country with limited natural resources and a large population, the successful performance of Japan's economy and other systems hinges on its human resources. [Jinnosuke Miyai, 1986, pg 47] In recent years, Singapore has attracted a number of Japanese companies which have made huge investments in the country. As not much literature has been written on "Japanese Human Resource Management in Singapore", this prompted the authors to conduct a field study of the above. This report examines the human resource management·practices of selected companies in Singapore so as to ascertain what practices are followed, and if they differ, how they deviate from their parent companies in Japan. As human resource management encompasses a wide range of practices, the authors have restricted their present scope of study to only some key features of Japanese human resource management practices. As for the report proper, two revised Singapore and Japanese Human Resource Management models were created. This was a conscious effort made by the authors such that the reader could gain an insight into the working attitudes and management policies of these two countries. As the report leads the reader on, the said models should be kept in mind for the reader to follow through the findings and the ultimate conclusion of the report. The authors wish to indicate, at this juncture, that they have tried to avoid any bias in researching and reporting their findings.
Final Year Project (FYP)
Nanyang Technological University