Possibilities of Job Acceptance and Selective Job Change of Local Employees at Asian Subsidiaries of Multinational Companies : Case Study of Asian Region Expansion By Japanese Originated Companies

This study conducted a qualitative survey into the human resource management and education of the local employee at Japanese-multinational companies which expanded to Asian countries.  Many of the companies in developed countries have their manufacturing factories in developing countries to minimize their personnel expenses.  For example, China had been famous as the factory for the world.  Though there still exist many factories remained as the nearest location to the big market China, many companies have shifted their factories to other Asian countries such as Vietnam, Malaysia, Indonesia etc. for cheaper labor cost.  In manufacturing industries, the structure of exploiting from labors by capitalists has been studied, but, today, the situation is different.  For example, Chinese labors easily change their job with communicating better employment conditions gathered by communications with friends through mobile phones which can be purchased with their one month salary.  In high mobility area, there are both losing job possibility by lay-off or stop contract renewal, and well grown labor market for selective job changes.  Thus, labors actions are changed by the attitudes of their companies.  That is, labors’ behavior is decided by their possibility of job acceptance and corporate welfare programs.  Managers of factory try to suppress their labors’ leave to keep trained and better skilled people.  They learn labor’s leaving job patterns, increase incentives, create value of work, to keep them in a company.  In case of Japanese originated companies, not only the training, but also the sharing company’s philosophy is significant action to grow their family-like evolvements.  There are usual cases that many young labors suddenly change their jobs, and cause stopping of manufacturing lines of factory.  Not only in China, but also in Vietnam, well trained labors of Japanese originated companies are welcome by European or US companies with better conditions.  About leaving ratio, there are many cases in Silicon Valley to keep skilled engineers with masters or doctors degree.  Even for the labors of factory line, well trained and skilled labors left at same timing is a big problem for the managers.  To keep them remained in company, it is very much important to propose interesting or skill growing jobs, or prepare good lunch or good work environment.  At multinational companies in high mobility area, it is observed even among the factory workers that well trained and skilled labors have their options of selective job change by their possibilities of job acceptance.