Employment strategy : comparing Japanese and British retail companies in Hong Kong.
Document Type
Journal article
Source Publication
Personnel Review
Publication Date
1-1-1999
Volume
28
Issue
5/6
First Page
474
Last Page
490
Keywords
Employment, Hong Kong, Japan, Retailing, Strategy, United Kingdom
Abstract
This study examines and compares the employment strategy used by Japanese and British retail companies in Hong Kong. Hendry's structured employment systems model is adopted as the theoretical framework for this research. Three case companies - Morioka and Okadaya (Japanese-owned) and Supercom (British-owned) - are studied regarding what employment strategies they have adopted to expand in Hong Kong, and to adjust to the changing consumer market. The evidence shows that the Japanese companies adopt more structured employment systems, employing more employee groups than the British company. Both Japanese companies vary employment practices to different employee groups on the basis of national origins, hierarchy, employment status and gender. Furthermore, skills/profession is also used in Okadaya to differentiate employment practices. Supercom mainly varies employment practices on hierarchy and employment status. Therefore, five to six groups of employees are identified in the Japanese companies, while two to three employee groups are identified in Supercom.
DOI
10.1108/00483489910286783
Print ISSN
00483486
E-ISSN
17586933
Publisher Statement
Copyright © 1999 Emerald Group Publishing Limited
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Wong, M. M. L., & Hendry, C. (1999). Employment strategy: Comparing Japanese and British retail companies in Hong Kong. Personnel Review, 28(5/6), 474-490. doi: 10.1108/00483489910286783