Tomoki Sekiguchi

A contingency perspective of the importance of PJ fit and PO fit in employee selection

Purpose – The purpose of this paper is to propose a contingency perspective that describes the relative importance of person‐job (PJ) fit and person‐organization (PO) fit as selection criteria for hiring various types of employees.Design/methodology/approach – Drawing on the theories of psychological contracts, human capital and cosmopolitan‐local perspective, propositions are developed regarding the relative importance of PJ fit and PO fit in specific hiring situations.Findings – The propositions developed in this paper suggest that PJ fit will be more important than PO fit when organizations hire employees to form transactional psychological contracts, to obtain general human capital, and/or who are categorized as cosmopolitans. On the other hand, it is suggested that PO fit will be more important than PJ fit when organizations hire employees to form relational psychological contracts, to develop firm‐specific human capital, and/or who are likely to become locals.Research limitations/implications – Furt...

Theoretical implications from the case of performance-based human resource management practices in Japan: management fashion, institutionalization and strategic human resource management perspectives

In Japan, a new type of human resource management (HRM) practices called ‘performance-based HRM practices’ (seika-shugi in Japanese) emerged in the 1990s, and has been adopted by many Japanese firms. In this paper, I illustrate how these type of practices emerged as a management fashion, diffused across a large number of Japanese firms, and became institutionalized in the Japanese business context; and discuss the relationship between performance-based HRM practices and firm performance. This illustration is used to develop a theoretical framework to better understand the relationship between HRM practices and firm performance by integrating theories of management fashions, institutionalization and strategic HRM. Suggestions for future research are also discussed.

Predicting Job Crafting From the Socially Embedded Perspective: The Interactive Effect of Job Autonomy, Social Skill, and Employee Status

Job crafting represents the bottom-up process of change employees make in their work boundaries and plays an important role in the management of organizational change. Following the socially embedded perspective, we examine the roles of job autonomy, social skill, and employee status in predicting job crafting. Study 1 with a sample of 509 part-time employees found that job autonomy and social skill not only directly but also interactively influenced job crafting. Study 2 with a sample of 564 full-time employees further revealed that job autonomy had a stronger impact on job crafting when employee status was high, but for those with a high level of social skill, job autonomy influenced job crafting regardless of the level of employee status. Our results suggest that managers and change agents can promote job crafting for organizational change by enhancing employees’ ability to interact with others effectively, along with the increase of job autonomy.

Human resource management practices of Japanese companies in India: dealing with the transfer-adaptation dichotomy

Purpose Based on the international human resource management perspective, this paper aims to explore and explain the human resource (HR) practices of Japanese multinational companies (MNCs) operating in India. Design/methodology/approach This paper applies a qualitative methodology. The study is based on 17 semi-structured interviews that were conducted within the subsidiaries of 10 Japanese MNCs in India. Findings The respective HR practices are differently influenced by cultural and institutional factors. Cultural similarity, unique social context and the evolving labor market shape the HR practices of Japanese MNCs in the Indian context. Research limitations/implications The generalizability of findings might be limited because of the nature of methodology. Future research could collect additional qualitative data and conduct quantitative studies to test the findings of this research. Practical implications A unique combination of HR practices could be formed by addressing the changes in the local institutional environment and retaining the core philosophy of the parent company. Originality/value This research adds value to the transfer-adaptation dichotomy by presenting how institutional and cultural factors differently influence the transfer of respective HR practices.

The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective

This article offers a conceptual framework to analyze the impact of human resource management (HRM) practices of foreign firms on Indian local companies, along two dimensions: influence and effectiveness. By focusing on US- and Japanese-HR practices, we conceptualize the varying degrees of influence and effectiveness foreign practices potentially have in the Indian context. Drawing upon the literature from international HRM and cultural perspective, we suggest that Indian HRM will be more influenced by US-style HR practices whereas HRM effectiveness will be more related to Japanese-style HR practices. Theoretical and practical implications of the propositions and directions for future research are discussed.

Human Resource Management of Japanese Companies in Hungary: How do Japanese and Hungarian Styles Blend?

ABSTRACT A qualitative interview-based research with 32 participating companies, this article investigates the human resource management practices of Japanese subsidiaries in Hungary. The findings indicate that human resource management practices in Hungarian subsidiaries of Japanese companies are characterized as a hybrid of Japanese and Hungarian styles. Greater Japanese influence was found in the characteristics of the human resources department, corporate culture, safety practices, and trainings, whereas greater Hungarian influence was found in pay, benefits, and recruitment methods. The findings contribute uniquely to the understanding of whether and how the country-of-origin effect, localization effect, and dominance effect interplay in configuring human resource management practices in foreign subsidiaries of multinational companies.

Strategic human resource management research in the Japanese context: Unique opportunities for theory advancement

Introduction Ralf Bebenroth and Toshihiro Kanai Part 1: Japanese HRM from an International Perspective 2. Taking Stock of the Research on Evolving Relationships between Japanese Human Resource: Management Practices and Firm Performance Sue Neila Bruning 3. Japanese Human Resource Management: Inspirations from Abroad and Current Trends of Change Markus Pudelko and Anne Will Harzing 4. Expatriation and Performance Ralf Bebenroth and Li Donghao 5. Human Resource Management and Employment Systems in Asia: Directions of Change and New Challenges Philippe Debroux 6. Demystifying the relationship between intercultural adjustment and effectiveness in international assignments: reflections on Japanese expatriate managers Beatriz Maria Braga and Edson Kubo 7. Global Talent Management and Learning for the Future: Pressing Concerns and Opportunities for Growth for Japanese Multinationals Mary Yoko Part 2: Japanese HRM from a Domestic Perspective 8. Strategic Human Resource Management Research in the Japanese Context: Unique Opportunities for Theory Advancement Sekiguchi, Tomoki, Takeuchi, Norihiko and Takeuchi, Tomokazu 9. Psychological Contract in Japanese Companies: An Explorative Study on Contents, Fulfillment, and Breach of Contracts Yasuhiro Hattori 10. Cognitive framework for performance appraisal: An empirical study of narrative evaluations in a Japanese auto-company Kiyoshi Takahashi 11. Diversification of Employment Categories in Japanese Firms and its Funcitonality: A study based on the Human Resource Portfolio System Mitsutoshi Hirano 12. Quantum Leap Experiences for Leadership Development: Stories and Lessons of Japanese Top and Middle Managers Toshihiro Kanai and Yoichi Furano