Diversity management in ageing societies: A comparative study of Germany and Japan

Kemper, Lena Elisabeth; Bader, Anna Katharina; Froese, Fabian Jintae

doi:10.5771/0935-9915-2016-1-2-29

Cited by 21 publications

(20 citation statements)

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“…While the use of merit‐based rewards in Japan has increased after the burst of the ‘bubble economy’ in the 1990s to reduce employment expenses (Lincoln and Nakata, ) and to increase job satisfaction and retention, especially of new recruits whose performance–reward linkage was misaligned in the seniority system (Peltokorpi, ; Sekiguchi, ), some elements of the seniority system still exist (Conrad, ). As an ageing society with a relatively low but increasing number of females in the workforce (Kemper, Bader and Froese, ), Japan is a fascinating country in which to study the interaction between demographic variables and merit‐based rewards.…”

Section: Introductionmentioning

confidence: 99%

Merit‐based Rewards, Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

Froese

Peltokorpi

Varma

et al. 2018

British J of Management

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This paper draws on the reflection theory of compensation (Thierry, H. (1998). 'Compensating work'. in P. J. D. Drenth, H. Thierry and C. J. de Wolff (eds), Handbook of Work and Organizational Psychology, 2nd edn, pp. 291-315, Psychology Press: Hove; Thierry, H. F. (2001). 'Job evaluation systems and pay grade structures: do they match', International Journal of Human Resource Management, 8, pp. 1313-1324) to examine the influence of individual merit-based rewards on voluntary turnover via job satisfaction. It also tests the moderating effects of employees' gender, age and education level between meritbased rewards and job satisfaction. Data were collected from 636 employees in Japan at three points in time over a 12-month period. The findings show that merit-based rewards have a direct, positive effect on job satisfaction and an indirect effect on voluntary turnover. The effect of merit-based rewards on job satisfaction was moderated by gender and education, providing evidence that merit-based rewards are more important for male and highly educated employees. Practical and theoretical implications are discussed.

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Section: Introductionmentioning

confidence: 99%

Merit‐based Rewards, Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

Froese

Peltokorpi

Varma

et al. 2018

British J of Management

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“…First, Japan, along with other industrialized countries, is suffering from demographic decline, leading to a smaller consumer base and talent shortage (Frank et al, 2004;Kemper et al, 2016). With a median age of about 46 years and life expectancy of about 85 years, Japan is among the oldest populations in the world (CIA, 2016).…”

Section: Changing Business Environment Surrounding Japanese Mncsmentioning

confidence: 98%

International human resource management of Japanese multinational corporations: Challenges and future directions

2016

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Japanese multinational corporations (MNCs) enjoyed global success until the early 1990s, but recent trends have presented many challenges, necessitating adaptations to international human resource management (IHRM) and other management practices. In reviewing recent changes in the IHRM of Japanese MNCs by focusing on 'internal internationalization' at headquarters and 'external internationalization' in foreign subsidiaries, we develop a framework that elucidates these processes through the characteristics of industries and Japanese MNCs. Moreover, we discuss future research avenues for a deeper understanding of Japanese IHRM and generating new knowledge in the IHRM field.

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“…However, despite the growing importance of diversity in Germany (Kemper, Bader, & Froese, 2016), relatively little is known about workforce diversity and how diversity is perceived in the organizational environment.…”

Section: )mentioning

confidence: 99%

“…The significance of the demographic shift in Germany is indisputable: With an average age of 47.1 years, Germany has become one of the oldest countries in the world (Central Intelligence Agency, ). However, despite the growing importance of diversity in Germany (Kemper, Bader, & Froese, ), relatively little is known about workforce diversity and how diversity is perceived in the organizational environment.…”

Section: Introductionmentioning

confidence: 99%

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

Bader

Kemper

Froese³

2018

Human Resource Management

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Diversity perspectives are philosophies of or approaches to diversity held by organizations, groups, or executives. They are important for organizations because they can determine the success or failure of diversity in the workforce. However, little is known about the predictors of diversity perspectives among executives. Using fuzzy set qualitative comparative analysis, we analyzed 50 interviews with top executives in Germany to identify individual and organizational characteristics that predict executives' adoption of a diversity perspective, in particular of a value‐in‐diversity perspective. Specifically, we analyzed gender, age, education level, vocational background, and tenure (individual characteristics), as well as size, sector of organization, and competitive environment (organizational characteristics), as potential predictors. We found single characteristics did not predict adoption, but configurations of characteristics did. Drawing on the person‐situation‐interactionist perspective, we developed specific profiles of executives likely to foster a value‐in‐diversity perspective and identified characteristics of their work environments that support such an approach. Theoretical and practical implications are discussed.

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Diversity management in ageing societies: A comparative study of Germany and Japan

Cited by 21 publications

References 0 publications

Merit‐based Rewards, Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

Merit‐based Rewards, Job Satisfaction and Voluntary Turnover: Moderating Effects of Employee Demographic Characteristics

International human resource management of Japanese multinational corporations: Challenges and future directions

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

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