Differences of human resource management between China and Japan.

Differences of human resource management between China and Japan;

1, differences in labor and employment systems. The fixed employment system under China's traditional system has many similarities with the Japanese lifelong employment system, but its internal mechanism is quite different.

Under the lifelong employment system in Japan, employees have a strong sense of attachment to enterprises, and regard enterprises as the base of personal life and lifelong career development, making enterprises and employees truly become the same body of fate.

China's employment system is equivalent to the state's employment of employees. Even if workers are laid off, the state will be responsible for arranging their reemployment, which strengthens the dependence of employees on the state and weakens the recognition of enterprises to China.

2. The difference of collectivism. Japanese employees have a strong sense of collectivism and are very good at coordinating actions. This spirit is created by lifelong employment that promotes the interests of employees.

Life-long employment system not only makes employees in the enterprise have a dependent relationship in business, but also establishes a solid personal emotional connection among employees, which also promotes the collectivism consciousness of employees in the enterprise.

China enterprises also pay special attention to collectivism education for employees, cultivate their collectivism spirit, and especially emphasize the education that they love their work and share their destiny with enterprises. However, due to the weak sense of belonging and cohesion of employees in Chinese enterprises.

3. Employees at different levels participate in management. Japanese enterprise system gives employees greater autonomy and freedom, and enterprises and employees form the same interest body, which makes employees pay great attention to the improvement of enterprise efficiency. Therefore, employees' initiative, enthusiasm and creativity are high, which greatly promotes the improvement of enterprise management and economic benefits.

Enterprises in China pay special attention to strengthening grass-roots management and team building, but also advocate workers to participate in management and carry out rational suggestions. Workers rarely take part in various activities to improve their work, and sometimes rationalization suggestions are put forward, but their role is far less obvious than that of Japanese enterprises.

4. Differences in personnel training. China enterprises pay more attention to the quality and ability of talents. Because employees are the "owners" of enterprises, employees' loyalty to specific enterprises is not particularly emphasized. Therefore, employees generally have no special difficulties in adapting to the enterprise organization.

Japanese enterprises have a unique corporate culture, and there are even great cultural differences between different enterprises. They not only attach importance to the quality of employees, but also attach importance to the adaptability of employees in the organization.

Extended data:

The development history of human resource management;

The first generation of human resource management system appeared in the late 1960s. In addition to automatically calculating the salary of personnel, there are almost no functions such as report generation and data analysis, and no historical information is kept.

The second generation of human resource management system appeared in the late 1970s, which designed non-financial human resource information and historical salary information, and also had the primary functions of report generation and data analysis.

The third generation human resource management system appeared in the late 1990s. The database of this generation of HRMS collects and manages almost all data related to human resources, and also has powerful report generation tools, data analysis tools and information sharing functions.

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