Employment strategy: Comparing Japanese and British retail companies in Hong Kong
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 (...
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Veröffentlicht in: | Personnel review 1999-01, Vol.28 (5/6), p.474-490 |
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description | 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. |
doi_str_mv | 10.1108/00483489910286783 |
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Therefore, five to six groups of employees are identified in the Japanese companies, while two to three employee groups are identified in Supercom.</description><identifier>ISSN: 0048-3486</identifier><identifier>EISSN: 1758-6933</identifier><identifier>DOI: 10.1108/00483489910286783</identifier><identifier>CODEN: PRRVAQ</identifier><language>eng</language><publisher>Farnborough: Emerald Group Publishing Limited</publisher><subject>Comparative analysis ; Employees ; Employment ; Employment practices ; Employment security ; Inventory ; Labor market ; Manycompanies ; Personality tests ; Personnel policies ; Retail sales ; Retail stores ; Retailing industry ; Skills ; Working conditions</subject><ispartof>Personnel review, 1999-01, Vol.28 (5/6), p.474-490</ispartof><rights>Copyright MCB UP Limited (MCB) 1999</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><cites>FETCH-LOGICAL-c338t-ec9eb072af9a5fc2a1b3aec5f4177f5d8f7c682bc4db6ee8c904009a9cc5951c3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784,967,27924,27925</link.rule.ids></links><search><creatorcontrib>Wong, May M L</creatorcontrib><creatorcontrib>Hendry, Chris</creatorcontrib><title>Employment strategy: Comparing Japanese and British retail companies in Hong Kong</title><title>Personnel review</title><description>This study examines and compares the employment strategy used by Japanese and British retail companies in Hong Kong. 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Therefore, five to six groups of employees are identified in the Japanese companies, while two to three employee groups are identified in Supercom.</description><subject>Comparative analysis</subject><subject>Employees</subject><subject>Employment</subject><subject>Employment practices</subject><subject>Employment security</subject><subject>Inventory</subject><subject>Labor market</subject><subject>Manycompanies</subject><subject>Personality tests</subject><subject>Personnel policies</subject><subject>Retail sales</subject><subject>Retail stores</subject><subject>Retailing industry</subject><subject>Skills</subject><subject>Working conditions</subject><issn>0048-3486</issn><issn>1758-6933</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1999</creationdate><recordtype>article</recordtype><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><recordid>eNqF0L1PwzAQBXALgUQITExsiIEtcPbZiW9EVfmQKrHAbDmujVrlo9jJkP-elDLBwPSG99NJ9xi74nDHOeh7AKlRaiIOQpeVxiOW8UrpoiTEY5bt-2IG5Sk7S2kL315k7HLZ7pp-an03XKch2sF_TOfsJNgm-YufzNn74_Jt8VysXp9eFg-rwiHqofCOfA2VsIGsCk5YXqP1TgXJqyqotQ6VK7WonVzXpffaEUgAsuScIsUd5uz2cHcX-8_Rp8G0m-R809jO92MyiAiCAP6HQCQJ5QxvfsFtP8ZufsIILjUXemY54wfkYp9S9MHs4qa1cTIczH5M82dM_AIaTmUI</recordid><startdate>19990101</startdate><enddate>19990101</enddate><creator>Wong, May M L</creator><creator>Hendry, Chris</creator><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M2M</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>19990101</creationdate><title>Employment strategy</title><author>Wong, May M L ; 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Therefore, five to six groups of employees are identified in the Japanese companies, while two to three employee groups are identified in Supercom.</abstract><cop>Farnborough</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/00483489910286783</doi><tpages>17</tpages></addata></record> |
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subjects | Comparative analysis Employees Employment Employment practices Employment security Inventory Labor market Manycompanies Personality tests Personnel policies Retail sales Retail stores Retailing industry Skills Working conditions |
title | Employment strategy: Comparing Japanese and British retail companies in Hong Kong |
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