Human resource policies in two Japanese retail stores in Hong Kong
Document Type
Journal article
Source Publication
International Journal of Manpower
Publication Date
1997
Volume
18
Issue
3
First Page
281
Last Page
295
Keywords
Hong Kong, Human resource policies, Japan, Multinationals, Retail stores
Abstract
Examines the human resource (HR) policies adopted by two Japanese retail stores in Hong Kong. Finds that the two Japanese retail stores employ different HR policies in terms of recruitment and selection, remuneration and welfare, and training and development for different groups of employees within the same Hong Kong operation. The implementation of the different HR policies for different groups of employees is attributable, first, to the influence of the parent company’s environment ‐ socio‐economic conditions, characteristics of the top management, corporate strategy and use of technology in the parent company; and, second, to the different types of employee in the two stores in Hong Kong ‐ the male and female expatriates among the parent‐country nationals (PCNs), and the professionals with high levels of skill, full‐time managers and employees with lower level skills, and part‐time employees among the home‐country nationals (HCNs).
DOI
10.1108/01437729710169382
Print ISSN
01437720
Publisher Statement
Copyright © MCB University Press
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Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Wong, M. M. L. (1997) Human resource policies in two Japanese retail stores in Hong Kong. International Journal of Manpower, 18(3), 281-295. DOI: http://dx.doi.org/10.1108/01437729710169382