ABSTRACT
This is the first of two empirical chapters. The voices of both expatriates (Chinese and Vietnamese who are working in or have worked in Japanese firms in Japan) and Japanese firms, including HR department staff, are analysed in order to understand what each side expects from the other in order to work comfortably together. The main pillar of the analysis in this chapter is the traditional Japanese HRM system, which has a reputation for being a difficult framework for foreigners. To what extent are Japanese firms prepared to transform the system in order to work more comfortably with expatriates? The data clearly shows that HRM practices for self-initiated expatriates in Japan are difficult, as their reputation suggests. Working customs and rules are embedded into the system, which make them harder to handle. Expatriates choose to leave their firms more quickly than the Japanese firms expect, as the HRM system assumes all employees will stay until retirement age. The system provides employees with lifelong security, which satisfies most Japanese employees, but expatriates prefer faster promotion and more job variety, and decide to change their jobs or leave Japan.
