Can you write me an 1800-2000 word paper? I will provide you with the instructions and notes.

UNDERSTANDING HUMAN RESOURCES MANAGEMNT SYSYTEM IN ORGANIZATION WEEK ５ ✓ W ent to work even when someone had a fever of 39 degrees or higher. ✓ Travelling Saturday and Sunday for a business trip. Returned home late on Sunday night, but and got up again at 6:00 on Monday morning, and went to work as usual. N ap (siesta) system. Entertainment leave Broken Heart Leave Development (study) Leave Want go to the Disneyland on weekdays! W ant to que up for the release day to buy the game! In case an employee finds it difficult to perform normal duties due to a broken heart or divorce. Allows to take up to five consecutive days off once a year for the purpose of self -development , such as acquiring qualifications and studying. Rock - Leave Can use to “Rock ” (move and impress) the hearts of yourself and anyone you want. Discussions 1. Why does the company introduce a unique HR system? 2. Does it matter to you when you choose a company to work for, and why? FOUR CRITICAL MANAGEMENT RESOURCES V arious elements and abilities that are useful in managing a company. PRODUCTS (equipments and devices) INFORMATION HUMAN RESOURCES MONEY (funds) H UMAN R ESOURCES M ANAGEMENT SYSEM Performance Management Recruitment & assignment Training and Development Organizational structure HRM model Reward Organizational Philosophy, Strategy, Mission Successful management is – a chain of communication within the organization that develops the company’s philosophy, values, vision, goals, and strategies W hat do all businesses have in common regardless of the product or service? “Employees” Definition: Human resource management (HRM ) is defined as a system of activities and strategies that focus on successfully managing employees at all levels of an organization to achieve organizational goals. Employees are the human resources of an organization and its most valuable asset. To be successful, an organization must make employee productivity a major goal, and develop a high -performance and effective workforce. In the 1920 s, a Harvard research group implemented the “ Hawthorne studies”, which focused on changing the physical work environments of employees to assess any changes in their work habits . The Hawthorne studies showed that people’s work performance is dependent on social issues and job satisfaction . The studies concluded that tangible motivators such as monetary incentives and good working conditions are generally less important in improving employee productivity than intangible motivators such as meeting individuals’ desire to belong to a group and be included in decision making and work . MILESTONE OF HRM • The implicit nature of Japanese employment relationships is very different from the explicit nature of Western style employment relationships. • In an implicit contract, the job description and range of responsibilities are not clearly defined, and any directive from the company must be followed even if the tasks involved are not directly related to one’s job. F E A T U R E O F J A P A N E S E E M P L O Y M E N T S Y S T E M A N D H R M Western (Job - type) employment  For each job, describe the job content and required skills in a " job description ", Assign employees with skills that match the job . Job scopes are clearly defined and occupational established for each job or position.  Recruitment is based on job type, and internal transfers are based on an open recruitment system.  E mployees build their own careers. Career is employee ( Self -responsibility )  F ixed -term workers . ※ https://unjobs.org/vacancies/1666361609159 F E AT U R E S O F J A PA N E S E E M P L O Y M E N T S Y S T E M ◆ Lifetime employment; (job security) ◆ Seniority wages; ◆ Mandatory retirement; (R etirement benefits based on long -term employment) ◆ New - grad collective recruitment (company is responsible for training employees in a long term) ※ Recruited based on “potential”. Problems with the Japan Employment System  Unable to measure/ evaluate individuals  disparities between large companies and SMEs  low mobility of human resources  experience at other companies, re -learning, specialized qualifications, graduate school degrees are not properly evaluated  overemphasis on hiring new graduates  do not place value on the diversity of human resources  work styles are rigid due to unclear division of duties and responsibilities (unable to work flexibly in terms of time and place) D I S C U S S I O N S ➢ Which do you prefer to work for, a Japanese employment system or a Western type of employment system, and Why? ➢ Consider the strengths and weaknesses of each system. (from both employers and employees perspectives) ➢ Write down the summary of discussion, and your own ideas. LEARNING OUTCOMES FOR THIS WEEK ✓ Define human resource management . ✓ What is the importance of training employees? What type of training have you received as an employee (or as a part -time worker)? Was it successful? What kind of effects and /or changes could you see in yourself after receiving training?