Title

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

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