Search results

This research aims to see whether replication occurs with the focus on the Japanese HR system, following the latest studies on expatriate management in Japan. Whereas the total number of self-initiated expatriates has hugely increased in Japan, the high turnover rate is a big issue. Can this also be evidenced with new data? How does the Japanese HR system, with its notorious reputation for unique people management methods, relate to the expats' reasons for staying in the long or short term?

Replication of research is adopted here with an interview-based qualitative method using the same research design as previous literature. The previous research focused on Chinese and Vietnamese self-initiated expatriates, who occupy the majority of expatriate positions in Japan. This study has a new target group of Thai expatriates, who have a relatively higher educational background than some other expatriates and are expected by the Japanese firms to stay over the long term.

Replication of the findings of the latest studies occurs in this research. The turnover rate is as high as other national expatiates, with similar reasons, related to the Japanese HR system. However, there are also different issues. The main reasons they give for not staying in the long-term are unhealthy work habits, followed by slower promotion and ambiguous work content/role. The Japanese HR system is a dehumanising mechanism leading to a stressful work environment, which is the most critical concern for them and the main reason they choose not to remain in the long term.

Past studies indicate an expectation gap between Japanese firms and expatriates, which is also found in this study. Additionally, an assumption gap between them about security under the HR system is also confirmed. Security means working healthily for expatriates while it means long-term employment for Japanese firms.

This research aims to explore whether or not the widely adopted diversity management strategy of Japanese firms aids female self-initiated expatriates' careers. Japan is famous for its male-dominated society (e.g. Hofstede, 2003), which seems to conflict with the recent fading of this strategy in Japanese firms. To what extent does the strategy work for Japanese organisations and how do female self-initiated expatriates perceive it?

An interview-based qualitative methodology is used to collect testimony from female self-initiated expatriates who are currently working fulltime in Japanese firms. The interviews were conducted with 22 female expats who come from 13 different countries.

Although the strategy aims for equality, gender still matters in Japanese society and within firms. The interviews found that male-centred rules set out every single step for local employees' behaviours. “Male things” are defined everywhere at work, which makes female expats sceptical of Japan and Japanese firms. The dynamics of the male-based rule seem to eliminate female expats from the centre of organisational society.

Discussion over female expatriates has been increasing due to the frequent movement of international labour to Japan. Also gender fairness has been pushed by the international community, including Japanese. These factors, however, have yet to be explored in the context of the Japanese workplace for female international expatriates. What do we know about female expats working in Japan? What does the male dominance mean for female expats? This study provides an initial insight on female and expatriate diversity management in Japan.

Japan has recently opened its doors to welcome them in order to reduce the labour shortage in the domestic market. Peltokorpi and Froese (2009) indicated that Japan has a challenging workplace and system for foreigners. It is clear that Japanese firms have not really been ready to take on self-initiated expatriates in spite of their rapid acceptance of them. This research, therefore aims to explore how international labourers have worked in Japan and how well they have really been fitted into the unique Japanese work environment, especially its HR system.

This research examined the issues from the both angle of Japanese firms and from the point of view of international labour through interview-based qualitative research method. The author analysed both data gained from 16 Japanese staff members including human resource management staff members of leading Japanese firms and 40 international workers. The data were analysed through ethnographical investigations of the current situation between Japanese firms and international labour. There has still been a lack of studies using interview-based qualitative method as introduced under the literature reviews.

Although the issues occurring in the UK and US as regards pay and discrimination from local workers (e.g. Baruch et al., 2013) seem not to be shared by international workers in Japanese firms, other unique issues have arisen under the traditional HR system. There is a gap between Japanese firms' expectations and international labour' expectations; the former expects the latter to stay for the long term, while the latter prefers variety of job experiences in order to quickly develop skills. Under the traditional Japanese HR system, both sides seem to suffer if they work together for long.

The relationship between international labour in Japan and Japanese firms has been examined. Such both angles brought about expectation gap between both sides as mentioned above. While Japanese staff members have enjoyed the benefits of the secure HR system (Dore, 2000), self-initiated expatriates do not necessarily need these benefits.