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    Oyamada, a Japanese company, experienced human resource difficulties at its plant in Bremen, Germany. Managers assumed Germany would be a good fit for the company due to cultural similarities between Germany and Japan. However, differences in Japanese and German employment relations led to disagreements over the role of the works council. Additionally, the profile of operators in Germany posed challenges for Oyamada's typical Japanese human resource management approach, compared to workers in Japan and Southeast Asia. To avoid future issues, Oyamada should have better understood the cultural and employment context in Germany before establishing operations there. The company now needs to address problems by adapting its practices to the German labor environment.

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    Oyamada, a Japanese company, experienced human resource difficulties at its plant in Bremen, Germany. Managers assumed Germany would be a good fit for the company due to cultural similarities between Germany and Japan. However, differences in Japanese and German employment relations led to disagreements over the role of the works council. Additionally, the profile of operators in Germany posed challenges for Oyamada's typical Japanese human resource management approach, compared to workers in Japan and Southeast Asia. To avoid future issues, Oyamada should have better understood the cultural and employment context in Germany before establishing operations there. The company now needs to address problems by adapting its practices to the German labor environment.

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    41 views3 pages

    Case Study For IHRM

    Uploaded by

    REDAPPLE MEDIA
    Oyamada, a Japanese company, experienced human resource difficulties at its plant in Bremen, Germany. Managers assumed Germany would be a good fit for the company due to cultural similarities between Germany and Japan. However, differences in Japanese and German employment relations led to disagreements over the role of the works council. Additionally, the profile of operators in Germany posed challenges for Oyamada's typical Japanese human resource management approach, compared to workers in Japan and Southeast Asia. To avoid future issues, Oyamada should have better understood the cultural and employment context in Germany before establishing operations there. The company now needs to address problems by adapting its practices to the German labor environment.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 3

    1.

    Drawing on the typologies


    of cultural difference discussed in Chapter 5,
    discuss why Oyamada has experienced HR difficulties at its Bremen plant.
    Why might managers have assumed Germany to have been a good ‘fit’ for
    the company?

    2. Drawing on an understanding of Japanese and German employment


    relations, how might we account for the differences in opinion over the
    operation of the works council? How might the changed attitude of the
    Japanese senior managers towards the works council be explained?
    3. Why might the profile of the operator workforce in Germany represent a
    problem for the Japanese approach to HRM, compared to that which is found
    in many of Oyamada’s plants in Japan and South-East Asia?
    4. How might Oyamada have avoided the problems detailed in the case
    study? How might the company now address these problems?

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