Human resource management (HRM) plays an important role for an organization’s sustainability endeavor. This paper attempts to provide a concise overview of the sustainability in HRM in Japanese overseas subsidiaries. The purpose of this paper is to examine two branches of business (finance and retail) from a major Japanese multinational corporation in Hong Kong and identify the nature of sustainability in HRM in these two operations. It draws on qualitative interview data from a sample of 20 Japanese and locally hired (...) employees and two HR directors working in these two case companies with a total of 80 stories and two company interviews. A conceptual framework of sustainable HRM based on the Respect Openness Continuity (ROC) model is used to examine sustainable HRM in the two Japanese subsidiaries. The results show that sustainability in HRM differs between these two case companies even though they are operated under the same Japanese headquarters. Distinctive stratified patterns of sustainability in HRM are found among the respondents in both case companies, and the nature of sustainability in HRM in these two case companies varies from each other to a large extent. The analysis of the interview data provides insight of how cultural, sectoral, and institutional factors have led to the different stratified pattern and nature of sustainability in HRM in these Japanese overseas subsidiaries. Further larger-scale research needs to be done on the case headquarters in Japan, and multinational corporations of other national origins to discover more about the patterns and nature of sustainability in HRM in a global context. (shrink)

Symbols can be used to mask or embellish firms’ exploitative labor practices. The present study defines exploitative firms’ abuse of symbolic management using legitimate symbolic terminologies to embellish their demanding working conditions as symbolic framing and examines it in the Japanese context. Because of strong social criticism for exploitative practices, firms are under pressure to avoid giving an exploitative impression to stakeholders, particularly job seekers in recruitment. This study argues that exploitative firms respond to these pressures by embellishing their descriptions (...) of the hard-working conditions at the firm, using certain symbolic expressions. To test this argument, this study examined recruitment advertising of 1238 Japanese firms between 2006 and 2017 and analyzed their ideal candidate profile (ICP) statement—a description of personal attributes that align with the firms’ working conditions—based on topic modeling. The results showed that exploitative firms tend to frame their working conditions in the ICP statement as ‘challenging work,’ which acknowledges the demanding work environment but frames it positively. This tendency was strengthened for firms with younger employees. The results provide the current literature with new insights regarding the dark side of symbolic management. (shrink)

Asian workplaces are often characterized by cultures that require more overtime than other cultures. Although predictors for overtime work have been rigorously studied, it is still meaningful to investigate specific aspects of Eastern cultural values that stem from Confucian ethics and may influence overtime work among Asian employees. We suggest that four major Confucian orientations are positively associated with employees’ affective and normative motives, which in turn affect working overtime. This article extends management literature on the subjects of cultural ethics (...) and workaholism. It also suggests how Eastern cultural values lead to working overtime. We hope that our research effort on Confucian cultural value and its associations with other managerial outcomes and theories is a small cornerstone that allows management researchers to explore interesting and meaningful ways to apply Confucian culture and orientations in the workplace. (shrink)

ABSTRACT Studies on bottom-line mentality suggest that an exclusive focus on bottom-line outcomes has detrimental consequences; however, it is not clear when this leads to negative outcomes. This study examines the role of supervisors’ BLM in fostering workaholism in subordinates. These supervisors, by creating a bottom-line driven environment, may intensify workaholism, leading to workplace cheating behavior. However, not all subordinates react in the same manner. We theorize that the positive relationship between supervisor BLM and workplace cheating behavior through workaholism is (...) strengthened when the psychological entitlement is high. The moderation-mediation model was tested with data from 193 employees working in various industries. Our findings demonstrate that under conditions of high psychological entitlement, workaholism resulting from supervisor BLM leads to workplace cheating behavior. Implications of these findings have been discussed. (shrink)