IHRM can be defined as a highly dynamic and constantly evolving field with new themes emerging, which transcends traditional approaches. (G. Hofstede, 2001)

The assignment contributes in developing a broad, detailed and rational study of Japanese HRM practices mainly recruitment and selection and also training and development. It tells us about what is the basic essence that makes them quintessentially Japanese. It tells how it is advancing towards a continuous evolutionary change. This assignment also tells the reader about the impact of culture, traditions, socio-economic and politico-legal angles that affect the very basis of Japanese HRM structure. Finally it tells the reader about the different changes in HRM practices due to the current scenario and ultimately leading the way and telling about the implications for Japanese HRM practitioners.

Japan is kind of very well designed society there is plans and structure for everything (Doole and Lowe 2000). Japanese management puts stress to secure survival, long term growth of company to benefit all incorporating the organization. It focuses on soft S of Mckinsey 7S concept i.e. staff style, skill and subordinate goal. Overall significance of HRM on management is high. There is a high importance of HR with stress on its strategic meaning.

Management in Japan since end of Second World War can be segmented into different stages shuffling between uniqueness and universal practices. Japanese culture strongly influenced by confusion culture saw close social relation as an inevitable attribute between family etc and it could be said that became the basis of employment system such as lifetime employment and seniority based wages considerably differing from contractual society trend underlying American culture.

Japanese core values include group orientation; can be justified by Hofstede’s low individualism score