Operations Management Research Paper Example | Topics and Well Written Essays - 1000 words

Operations Management - Research Paper Example However, the bigger part of the research regarding Japanese management practices has emphasized on practices in Japan and the system in which these were diverged from practice of American firms. Moreover, the essential significance of HRM practices for the success of Japanese organizations has been discussed widely. Specifically, generating fortified employee cohesiveness, company commitment, and life time employment attended significant considerations. Furthermore, seniority-based pay systems along with extensive job rotation in different functions and slow promotion have been extensively discussed. Many facts revealed about Japanese HRM practices; however, very small number of them testified on their practicality, on the other hand a large part of our information is based on assumptions and past stories. There are eight rules which must be followed in practice of HRM. These eight rules are come into existence after practice and classification. These are fairness, frame of reference , scope, formality, time horizon, participation, individualism and explicitness. These eight aspects of HRM are being applied in all the countries of the world (Bird and Beechler, 1995). The model of lifetime employment has not been successful in all Japanese organizations. Definitely some practices were limited to only to established Japanese organizations. Long-term employment and seniority-based pay was only applicable to the limited numbers of workers in several organizations. Furthermore, their success was dependent on different dimensions. For instance, the requirement of organizational enhancement made possible the hiring of several young and comparatively cheap working forces and thus minimizes the expenses. Moreover, it also helped the companies to encourage the workers by developing fresh positions regarding promotions. Comparatively, the growth of the organizations was not probable without enhancing the efficiency of workers. Clearly, these skills were significant for the rising innovations that made able the firms of Japan to outclass their other counterparts of the world. However, these changes were not appropriate regarding knowledge-intensive and rapidly changing technologies. In the current economy, specific knowledge or fresh concepts, which are not related to the measurement of in-house training, are the initial motivators of the reasonable power of organizations. Thus, the aspects of long-term skill development were obstacles to a rapid and adjustable response to fresh chances. Furthermore Japanese companies have a larger scope, and their focal point is a broader set of targets and achievements. For instance, the bonuses of Japanese employees are attached to the wider performance of the firms as well as the employees have the advantage to take a large portion of bonuses to take home. This practice has also been observed in job rotation and training activities and this is the place where the emphasis is on the development of generalists not o n the specialists. Japanese firms are known for their search of excellence instead of equity. For instance, these firms reward the employees regularly. Moreover the pay is based on seniority basis and not on individual performance. This exhibits that these companies have been working to develop the society. It has been revealed that the