ABSTRACT
INTRODUCTION The literature on Japanese management has tended to focus on core employees in Japan’s primary-sector enterprises. Consistent with this research focus, is the adoption of a unified model of Japanese management and the implicit assumption about its applicability to all segments of the workforce. However, the Australian data suggests that the practice of human resource management in overseas Japanese firms involves substantial variations from the abovementioned model, For instance, welfare practices are poorly developed, remuneration is based on prevailing market rates rather than seniority, semiannual bonuses are practically absent and the involvement of local employees in the decision making process is minimal. This is in sharp contrast with the development of company welfarism, senioritybased remuneration including substantial bonuses and an emphasis on employee involvement in decision making in the standard, core model of Japanese management.
