Microsoft PowerPoint - `overview 2025.pptx

[Audio] 2025/9/2 Human Resource Management and Comparative Employment Systems - course overview 1 Definitions of HRM and Employment System Human Resource Management (HRM) 'The process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns..' (Dessler 2011: 4) Firm level / micro level practices Individual firms the process to hire good candidates, train them, evaluate them and pay them FAIRLY, while managing their health and safety and maintaining good labor relations 2 Definitions of HRM and Employment System Employment System (ES) Holistic system of entire HR processes prevailing in each society Macro level / Country level American ES, Japanese ES, German ES, etc. Representative models / salient characteristics e.g.) Japan: long term employment, seniority/ability based pay and promotion Employment relations/ labor relations/ industrial relations Focus on the relationships between labor vs. capital Labor unions Strong vs. weak / unionization rate How they are structured 3 1.

[Audio] 2025/9/2 3 Course Objectives (1) Understand the basic processes of (Strategic)HRM. Hiring, training, compensation, promotion, etc. International HRM (IHRM) (2) Understand characteristics of employment systems and related institutions in major countries Institutions related to HRM education and training, corporate governance, labor unions, etc. (3) Understand institutional complementarity and its consequences in economic activities, e.g., innovation, production system, etc.. Institutions are interdependent. The co-existence of two or more institutions enhances the functioning of each. 4 Japan's tradition of mass hiring of new graduates university graduates join firms simultaneously Mass Ratio of university students who graduate within theoretical duration Graduation (education) complementary 70% 40% Mass Hiring (HRM) A reason behind the continuity 5 OECD Education at a Glance 2016 A question: Why only 40% students graduate? Strict conditions for promotion and graduation Importance of academic degrees / qualifications in labor markets Degree or qualification tend to decide your initial positions Degree of students studying at public institutions Tuition Social security No entrance exam Individualistic culture? 6 2.

[Audio] 2025/9/2 Course Objective (1) Understand the basic processes of (S)HRM. Hiring (=Recruitment and Selection) Training Job assignment/rotation Performance evaluation Compensation Promotion Retirement/Resignation voluntary vs. non-voluntary (retirement age) Global succession planning/talent management, diversity management Key factors in IHRM MNCs 7 Course Objective (2) Understand basic characteristics of employment systems/HRM and its related institutions in major countries Major countries Japan, US, Europe (Germany, France, Sweden, UK) Major related institutions Education & training, corporate governance, labor relations Understand the background How/why each country shaped national institutions. Social, economic, political, cultural, historical, etc. perspectives 8 Course Objectives (2) Questions on each institution Education and Training Who pays the tuitions of higher educations? Government or individuals? Do they have elite higher education institutes or university hierarchy? If yes, firms try to hire those from the most leading universities Horizontal differentiation vs. vertical differentiation In Germany 42% of top management of most leading firms are PhDs 'High flyers': those hired to be the management, promoted much quicker than others Who takes care of initial vocational training of new graduates? Firms, schools/universities, or social partners (employers, unions, gov., school ) ? Japan (firms), Europe (schools/universities, social partners) 9 3.

[Audio] 2025/9/2 Course Objectives (2) Questions on each institution Corporate Governance, etc. Shareholder oriented vs. stakeholder oriented In the US, the most important job of CEOs is… To raise the share prices Labor Relations Strength of labor unions, wage bargaining (collective vs. individual) Job security/protection (labor law) 10 Course Objective (3) Understand institutional complementarity and its consequences in economic activities, e.g., innovation… Key questions Why Japanese/German auto makers perform better than the US? Why GAFA were born in an American (or Silicon Valley) environment? Why did Japanese pharmaceutical firms fail to develop Covid 19 vaccine rapidly? Comparative institutional advantages / disadvantages Certain institutional framework/configuration works better or worse for certain products Certain countries are good at certain products but not at others 11 Ecosystem of Innovation National Innovation System （NIS) Linear Model Input (HR, Funds, etc.) Output Global?? (patents, technology, etc.） Innovation Collaborate with research institutes, Individual firms' efforts universities, government, etc. Rely on HRs trained by education systems 12 Source: OECD 1999 4.

[Audio] 2025/9/2 Group discussion: What made GAFA possible in the US? Institutions/resources available in the Silicon Valley or eco-system of innovation in the SV Universities Stanford, UC-Berkeley, Cal-Tech Research institute PARC (Palo Alto Research Center) Network of firms / labor liquidity FB, Adobe, Apple, Google, Yahoo…. GE, HP, Cisco, Intel, etc. Venture capitalists Diversity Diverse ethnic groups 70% of SV engineers are immigrants (Yoshihara & Kijima 2019) Culture, language, etc. Globalization is easy Magnificent 7 Nvidia (SV), Tesla (Austin), Microsoft (Seatle) 13 Course Syllabus Class Schedule Follows academic calendar Please make sure to look at your university e-mail on the morning of every Tuesday. Online classes Sept 2, Sept 9, Dec 24 14 Student evaluation Contribution during the classes, including Group presentations on cases, articles, literatures during classes (50%) Individual tests and presentation (50%) Mid-term test (HRM Class 1-5) Final test (Comparative ES Class 7-14) Brief presentation on what you have learnt (class 15) 15 5.

[Audio] 2025/9/2 Group Presentation Class will be divided into [3] teams consisting of [4] members. Each group will discuss the cases and articles during the class. Cases or articles will be assigned in the previous class A representative of each group will present on what has been discussed. Each (different) member of the team will present each week. Team will be revised after all the members have presented. 16 Individual test and presentation Mid term test and final test (class 6 and 14) Multiple choice test Written exam Individual presentation (class 15) 【5-10】 minutes Present what you have learnt most from the lectures, particularly new findings or new perspectives obtained by applying theories of HRM processes, national employment systems and or related institutions of your interest to your actual (working) experiences or other developments learnt via media, etc. presentation slides 17 Course material Books to purchase None comparative employment relations Frege, C. & Kelly, J. (2020) Comparative Employment Relations in the Global Economy, Routledge. ISBN 978-1-138-68302-0 https://www.routledge.com/Comparative-Employment-Relations-in-the-Global-Economy/FregeKelly/p/book/9781138683020 Education and employment in Europe (Japanese) Fujimoto, Yamauchi, Noda (2019) Employment and Education Systems in Europe: Labor Mobility beyond National Borders and Guidelines for Internationalization 18 6.

[Audio] 2025/9/2 Reference list (literature) https://drive.google.com/drive/u/1/folders/1TdTHGKIgFtYeERAt 42EuY4W-KG_npu3L 19 A Case to purchase (class 4) "Citibank: Performance Evaluation" by Harvard Business School Please visit below to purchase this case (US$4.95) https://hbsp.harvard.edu/coursepacks/1318550 If you have a question on the purchase, pls. contact Sasaki-san or Miura-san of Kyomu-ka. Class 4 20 Any Questions? Break 21 7.

[Audio] 2025/9/2 Lecture 1: Basic theories of SHRM (1) Review overall SHRM process Understand why national institutions matter (2) Discuss why we study HRM Importance of HR in relation to the development of theories of 'strategy' (3) Discuss how we study HRM Academic disciplines (4) Learn basic theories of SHRM Three approaches in SHRM Internal fit and external fit Two models of SHRM Michigan model vs. Harvard model 22 Definition of Strategic HRM Definition of HRM 'The process of acquiring, training, appraising, and compensating employees…. "The process of linking the HR function with the strategic objectives of the organization in order to improve performance" (Bratton) 業績向上のために人事の機能を組織の戦略的目標に連動させるプロセス "Designing the foundations of the organizational competencies on which its competitive advantage depends" (Marsden) 競争優位が依拠する組織のコンピテンスの基礎を設計すること What are the main differences between HRM vs. SHRM? SHRM focuses on how to link HRM with strategy, How to enhance performance or competitive advantages through HRM 23 (1) Review overall SHRM process strategy Task & job definition HR planning HR management Employee contracts Rewards Promotion Rules of dismissal Education & Performance Training Systems Hiring (Training) appraisal Social Security Retirement Dismissal Performance Labor liquidity (unemployment benefits, etc.) (re)training & development Internal fit External fit External fit Institution matters! Adapted from Tichy 1982 24 8.

[Audio] 2025/9/2 unemployment rate (after covid-19) US unemployment rate spiked to 14.7% in April 2020! 16 14 12 10 8 6 4 2 0 2019 2020 2021 US Japan In the US, lay off/dismissal is easy (weak job security) In Japan, dismissal is not easy.. (2) Why do we study (S)HRM? Because it is important for firms to build competitive advantage Theories of strategy have evolved over time… 1980s focused on "strategic positioning" in external markets (Porter) Niche market or major market? red ocean or blue ocean? 1990s shifted to 'internal resource' of firms Resource Based View (Barney) (1991) In order to build competitive advantages, firms need resources: 希少(rare), 価値 (valuable), 模倣困難 (imperfectly imitable), 代替不能 (non-substitutable) "Firm Resources and Sustained Competitive Advantage" Penrose (1959) 'the firm as bundle of resources' Prahalad and Hamel (1993) 'core competence view' Knowledge management (Nonaka) How firms create and share knowledge Dynamic Capability (Teece) "the firm's ability to integrate, build, and reconfigure internal and external competences to 26 address rapidly changing environments" (David J. Teece, Gary Pisano, and Amy Shuen) (3) How do we study HRM? multi-disciplinary approach Management Economics Law HRM Political Economy Sociology Psychology 27 9.

[Audio] 2025/9/2 Theories related to economics (1) Labor economics (1960's/70's～） Workers' productivity and wage curve (by Lazear) Workers' skills, 'Human Capital' (by Becker) General skills vs. firm specific skills General skills: can be used in any firms Firm Specific skills: can be used in specific workplaces Who bears the costs of training? We will study more in class 4 (Compensation) 28 Theories related to economics (2) Agency theory / Principal Agent Theory How to organize the relationship between Principals (those who delegate jobs) and Agents (those who do jobs) shareholder vs. management (Corporate Governance) management vs. workers (HRM) 3 Basic assumptions (1) Agents are opportunistic and self-interested Agents are lazy/averse to efforts. (2) Agents are different in their goals and risk taking preferences Agents are often risk averse=prefer predetermined compensation (3)There is Information asymmetry (情報の非対称性）between agents and principal Principals do not know if agents (management or employees) are working hard. It is important to monitor their works and use incentives scheme to pay according to the output (when input is difficult to measure) (Milgrom and Roberts: 214) pay for performance (成果給) 29 (Baron and Kreps: 248) Theories related to economics (2) Building upon Agency Theory, Economics, Organization and Management (Milgrom and Roberts 1992) Firms have to solve organizational issues such as.. Moral hazard, opportunism, etc. Basic assumptions Human being have only bounded rational (限定合理性) (Simon, Williamson) Impossible to predict the future… Therefore, employment contract is incomplete at best Impossible to list all the jobs and tasks a priori 'Incomplete Contract' (契約の不完備性)(邦訳：213) (Grossman, Hart) What are the HR policies to mitigate such organizational issues? Class 4 compensation 30 10.

[Audio] 2025/9/2 Theories related to institutional economics / political economy Comparative institutional analysis (Aoki) (1988) Analyzed Japanese economic model by comparing key institutions, e.g. employment systems, main bank system with those of the US.. Developed analytical framework of 'comparative institutional analysis' … 'institutional complementarity' Institutional economics (制度経済学) Varieties of Capitalism (Hall and Soskice 2001) Broader institutional analysis Comparison of entire market economy (capitalism) Economic, social, political factors.. 'institutional complementarity' 'comparative institutional advantages' Class 9 'institutional view' 31 Theories related to sociology Institutional Theory: focus on social norm or legitimacy rather than economic rationality (Scott) HRM policies are shaped, based on what managers deem legitimate in a society HRM follows prevailing social norms ex) Is job protection considered important? Social norms and legitimacy matter! Firms in the same society ("organizational field") emulate each other and build common HR practices (模倣圧力） organizational isomorphism (DiMaggio & Powell) 32 Theories related to psychology Psychologists developed various theories important for HRM Motivation theory (1920s～ or even earlier) Leadership theory Personality theory Groupthink 集団思考・浅慮 Organizational Behavior (組織行動論） Industrial Psychology (産業心理学) Studies related to individuals or team 33 11.

[Audio] 2025/9/2 Laws and regulations related to HRM Employment protection (Labor law) Minimum wage Overtime working Non-regular workers anti-discrimination Freedom of job selection (Constitution) 職業選択の自由 34 Disciplines to focus on in each class (examples) Hiring, compensation training, PA Retirement, Dismissal Management Economics Law ・types of training, Productivity vs. selection pay Rules for dismissal methods, etc. Incentive Psychology Sociology Economics Legitimacy Motivation Distributive justice ・who bear the cost of training Law Psychology Psychology Procedural justice MW Overtime work ・fair evaluation Law Economics Amount of Antidiscrimination severance pay HRM 35 Basic theories of SHRM: 3 approaches (level of analysis) Configurational Approach Give importance to both the fit between HRM and Contingency Approach strategy or external context Universal Approach Give importance to the fit among HR Assume particular practices the fit between HRM and strategy or external context Both external fit and internal fit HR practice is valid in any context or in any country External Fit Best Practice (Delery & Doty 1996) 36 12.

[Audio] 2025/9/2 Management theories: Two types of 'fits' internal fit external fit Consistency Consistency among HR policies New graduate centered between HRM and corporate strategy Consistency hiring vs. internal training Seniority based pay vs. between HRM and external conditions LTE Horizontal fit Vertical fit 37 HR configuration HR bundle Two examples of 'internal fit' internal model market-type (external) model New Mid career graduate hiring hiring Strong HR External training Weak HR function Internal training function Japan US High Internal Job based evaluation LTE Turnover promotion criteria External & Ability or seniority Internal promotion based criteria Adjusted from Delery & Doty 1996 38 SHRM Model (1): Michigan Model In the 80's, the importance of the consistency with external factors was already studied. Political forces Economic forces Cultural forces Mission and strategy firm Organization Structure HRM 39 Fombrun et al. 1984 13.

[Audio] 2025/9/2 SHRM Model (2) : Harvard Model Stakeholder Interest HR policy and external factors affect each other Management Employee group Government Community Labor union HRM policy choices ＨＲ Outcomes Long Term Consequences Situational Factors Employee influences ＨR flow Reward systems Work systems Commitment Competence Congruence Cost effectiveness Organizational effectiveness Individual wellbeing Societal wellbeing Business strategy & conditions Workforce charac's Management philosophy Labor market Union Task technology Law and social value 40 Beer et al. 1984 Summary multi-disciplinary approach 1. Strategic HRM Lecture + Discussion on cases, articles Management Labor economics Psychology Law 2. Comparative ES Political economy Institutional theories Varieties of Capitalism Law 41 What we want to learn from the course Examples Theories country, Broad View industry, firm, Multidisciplinary etc. Learn from lecture More options study, work, life others 42 14.

[Audio] 2025/9/2 Any Questions? 43 Self introduction? Where are you from? Your working experiences, e.g., internships, part time jobs, job hunting experiences What is your main interest in this course? HR process? Country model (comparison) ? Related institutions education, training, corporate governance, labor union? 44 15.