Human resource policies in two Japanese retail stores in Hong Kong

Research output: Journal PublicationsJournal Article (refereed)

3 Citations (Scopus)

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).
Original languageEnglish
Pages (from-to)281-295
Number of pages15
JournalInternational Journal of Manpower
Volume18
Issue number3
DOIs
Publication statusPublished - 1 Jan 1997

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Keywords

  • Hong Kong
  • Human resource policies
  • Japan
  • Multinationals
  • Retail stores

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