Employment strategy : comparing Japanese and British retail companies in Hong Kong.

Research output: Journal PublicationsJournal Article (refereed)

5 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)474-490
Number of pages17
JournalPersonnel Review
Volume28
Issue number5/6
DOIs
Publication statusPublished - 1 Jan 1999

Fingerprint

Hong Kong
Employees
Employment strategy
Retail
Employment practices
Employment status
Employment systems
Research

Keywords

  • Employment
  • Hong Kong
  • Japan
  • Retailing
  • Strategy
  • United Kingdom

Cite this

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title = "Employment strategy : comparing Japanese and British retail companies in Hong Kong.",
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.",
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author = "WONG, {Mei Ling, May} and C. HENDRY",
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Employment strategy : comparing Japanese and British retail companies in Hong Kong. / WONG, Mei Ling, May; HENDRY, C.

In: Personnel Review, Vol. 28, No. 5/6, 01.01.1999, p. 474-490.

Research output: Journal PublicationsJournal Article (refereed)

TY - JOUR

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AB - 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.

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KW - Retailing

KW - Strategy

KW - United Kingdom

UR - http://commons.ln.edu.hk/sw_master/2094

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