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Global HR Acquisition Plan
The final paper is a culmination of the previous weeks’ assignments, in which you will use all
the skills you have acquired throughout this course. Now you will pull those assignments
together to create a Global HR Acquisition Plan final paper. A Global HR Acquisition Plan
contains specific action steps and a timeline, so a company can move quickly once they secure
approval for acquiring new locations in a new country. The overall goal is to retain talent and
build the organization to handle new business potential. Your plan will include prior assignments
from Weeks 1 through 4 and include three new sections of information as well. You will add the
following three sections this week:
•
•
•
Executive Summary
Organizational Culture and HRM
Regulatory, Legal, and Ethical Issues
You are preparing this Global HR Acquisition Plan so the parent company can move quickly
once government approval is secured for acquiring companies in your selected foreign country.
The goals are to retain talent and build capacity to handle the new business potential. You must
develop a Global HR Acquisition Plan that supports this international expansion to your select
foreign host country into its own structured plan. In addition, you will need to provide an
executive summary, an evaluation of the organizational culture, and regulatory, legal, and ethical
issues with regards to HR roles and duties.
Your Global HR Acquisition Plan final paper must consist of the following sections:
Executive Summary
•
Summarize your results, conclusions, and recommendations for expanding in your
selected foreign country.
Subsidiary Country (Week 1 assignment)
In Week 1, you summarized the social and business elements of your selected foreign country
and analyzed how ethnicity, race, gender, sexual orientation, national origin, and disability
impacted those elements. You then evaluated the competencies necessary to work and manage
effectively in this environment. In this section,
•
Incorporate the instructor feedback from your Week 1 Subsidiary Country assignment
into this section.
Multi-Level Talent Management Plan (Week 2 assignment)
In Week 2, you evaluated multi-level approaches to talent management, explaining the
competencies necessary to manage employees from home headquarters, employees from your
selected foreign country, and third country nationals. You described strategies to address
recruitment, selection, succession planning, and retention, explaining how the shortage of talent
and the availability of low-cost labor in your selected foreign country impacted these elements.
In this section,
•
Incorporate the instructor feedback from your Week 2 Multi-Level Talent Management
Plan assignment into this section.
Global Performance Management (Week 3 assignment)
In Week 3, you discussed the characteristics necessary to work effectively in a global market.
Specifically, you analyzed how varying demographics impacted the management of employee
capabilities from a global perspective, explained employee relations strategies that overcome
biases, and analyzed the challenges related to direct and indirect communication channels.
In this section,
•
Incorporate the instructor feedback from your Week 3 Global Performance Management
assignment into this section.
Rewards and Benefits Management (Week 4 assignment)
In Week 4, you explained a proposed compensation structure. Specifically, you constructed a
total rewards model that hedged diversity as a resource for organizational competitiveness and
assessed whether a fixed benefits package or a flexible bundle would best fit these employees. In
addition, you explained whether the compensation would consist of hourly, salary, or contingent
base selection and explained how the elements of your compensation structure compares to that
of the competition.
In this section,
•
Incorporate the instructor feedback from your Week 4 Rewards and Benefits
Management assignment into this section.
Organizational Culture and HRM
In this section,
•
Recommend actions to blend the United States and your selected foreign country’s
organizational cultures.
o Some examples of differences in organizational cultures that you may select for
review include the following:
▪ Flexibility in deployment of policies
▪ Work-life balance
▪ Talent retention
▪ Acceptance of change
▪ The use of the appraisal process as a critical assessment
Regulatory, Legal, and Ethical Issues
In this section,
Discuss any regulatory, legal, and ethical issues that may arise when developing and
administering the new policies and procedures you have outlined.
The Global HR Acquisition Plan final paper
•
Must be 10 to 15 double-spaced pages in length (not including title and references pages)
and formatted according to APA Style
• Must include an introduction and conclusion paragraph. Your introduction paragraph needs to
end with a clear thesis statement that indicates the purpose of your paper.
• Must use at least eight scholarly, peer-reviewed, or credible sources in addition to the course
text.
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Subsidiary Country
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Subsidiary Country
Japan, with its rich cultural heritage and advanced economy, presents both opportunities
and challenges for businesses seeking to establish a presence in the country. As the world’s 11th
most populous nation, Japan’s aging population and unique socio-political landscape require
careful consideration by multinational companies. This essay examines the social and business
elements of Japan, including demographics, government structure, economic conditions, cultural
norms, and legal frameworks.
Japan has a population of approximately 126 million people (Kitao & Mikoshiba, 2020).
However, its population is aging rapidly, with a significant proportion of elderly citizens. The
birth rate is low, leading to concerns about a shrinking workforce and potential economic
challenges in the future. Japan is a parliamentary constitutional monarchy, with the Emperor as
the ceremonial head of state and a Prime Minister as the head of government (Goh & McNown,
2020). The government operates under a democratic system, with the National Diet responsible
for enacting laws and policies. It has a stable political environment characterized by a strong
emphasis on consensus-building and cooperation among political parties.
In terms of economy, Japan has the third-largest economy globally in terms of nominal
GDP. It is known for its advanced technology, manufacturing prowess, and innovation in various
industries such as automotive, electronics, and robotics (Hansen et al., 2023). However, the
country has been grappling with economic challenges such as deflation, high public debt, and
sluggish growth in recent years. The government has implemented various measures to stimulate
economic growth and encourage innovation. The country further boasts advanced
telecommunications infrastructure, with widespread access to high-speed internet and mobile
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connectivity. It is a global leader in technology, with companies like Sony, Panasonic, and
Nintendo contributing to advancements in communication technology (Hashimoto et al., 2020).
Education is highly valued in Japanese society, and the country has a well-developed
education system. Compulsory education is provided up to junior high school level, and there is
a strong emphasis on academic achievement and excellence (Goh & McNown, 2020). Japan is
known for its rigorous educational standards and high literacy rates.
In terms of gender, Japan has traditionally had a patriarchal society, and gender roles are
deeply ingrained in its culture. Women face challenges in the workplace, including lower
representation in leadership positions and the prevalence of the gender pay gap (Bytheway,
2023). While there have been efforts to promote gender equality and increase women’s
participation in the workforce, such as the promotion of women in economics by the
government, significant disparities still exist. Japan has further made some progress in inclusion
to LGBTQ+ rights, but discrimination and social stigma persist.
While Japan values its cultural heritage and national identity, it is also open to foreign
influence and investment. However, foreign nationals may encounter challenges related to
language barriers, cultural differences, and visa regulations when working in Japan (Hansen &
Imrohoroglu, 2023). Multinational companies need to provide support and resources to foreign
employees to help them adapt to the Japanese work culture and navigate legal and administrative
processes. Japan has also made efforts to improve accessibility and support for individuals with
disabilities, including legislation such as the Act for Employment Promotion.
Business
In Japan, navigating the political landscape is crucial for businesses seeking to operate
effectively. The country boasts a stable political environment characterized by a democratic
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system and a strong emphasis on consensus-building. This stability provides a conducive
atmosphere for businesses, as it minimizes the risk of abrupt policy changes or political unrest
(Goh & McNown,2020). However, it’s imperative for companies to stay informed about
government policies and regulations that may impact their operations.
Japan’s economy presents both opportunities and challenges for businesses. On one hand,
the country has a mature and technologically advanced economy, which offers access to skilled
labor, cutting-edge technology, and sophisticated infrastructure. On the other hand, Japan faces
significant economic challenges such as deflation, an aging population, and sluggish growth
(Kitao & Mikoshiba, 2020). These factors can pose hurdles for businesses, particularly in terms
of consumer demand and market expansion. Understanding and respecting Japanese culture is
paramount for businesses looking to succeed in the country. Japanese culture values politeness,
respect, and harmony, and adherence to these cultural norms is essential for building
relationships and conducting business successfully. This includes aspects such as bowing as a
sign of respect, exchanging business cards with both hands, and avoiding confrontational or
aggressive behavior.
In conclusion, navigating the complexities of Japan’s social and business landscape
requires a nuanced understanding of its demographics, cultural norms, and economic challenges.
Despite its stable political environment and advanced economy, Japan faces issues such as an
aging population and gender disparities in the workforce. However, by embracing cultural
sensitivity, fostering inclusivity, and staying abreast of government policies and economic
trends, multinational companies can position themselves for success in the Japanese market.
With the right strategies and adaptations, businesses can thrive in Japan while contributing
positively to its economy and society.
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References
Bytheway, S. (2023). The Japanese Economy Since World War II. In Oxford Research
Encyclopedia of Asian History.
Goh, S. K., & McNown, R. (2020). Macroeconomic implications of population aging: Evidence
from Japan. Journal of Asian Economics, 68, 101198.
Hansen, G. D., & İmrohoroğlu, S. (2023). Demographic change, government debt and fiscal
sustainability in Japan: The impact of bond purchases by the Bank of Japan. Review of
Economic Dynamics, 50, 88-105.
Hashimoto, Y., Hong, G. H., & Zhang, X. (2020). Demographics and the housing market:
Japan’s disappearing cities.
Kitao, S., & Mikoshiba, M. (2020). Females, the elderly, and also males: Demographic aging and
macroeconomy in Japan. Journal of the Japanese and International Economies, 56,
101064.
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Multi-Level Talent Management Plan
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Introduction
Globalization has a significant impact on talent management. Organizations are
increasingly adapting their strategies to effectively attract, develop, and retain a diverse and
global workforce (Farshchi, 2020). Furthermore, a well-crafted talent management plan within
today’s globalized business landscape should not only be dynamic but also responsive to the
evolving needs of organizations and their diverse workforce (Farshchi, 2020). This often requires
a holistic approach that incorporates HRM practices with broader business strategies, creating a
competitive edge within the global marketplace (Farshchi, 2020). Since there is no one-size-fitsall solution, organizations should embrace a more comprehensive approach to talent management
by developing and implementing a holistic multi-level talent management plan. As such, this
paper will propose a multi-level talent management plan that accounts for the challenges
experienced in distance corporate leadership between the United States and Japan as it relates to
talent retention.
Multi-Level Approaches to Talent Management
Organizations are increasingly leveraging multi-level approaches to manage their global
workforce. This often requires an organization to develop effective strategies for identifying and
addressing the unique needs of employees from the parent country, host foreign country, as well
as third-country nationals (Thomas & Lazarova, 2014). With respect to parent country
employees, an organization might opt to focus on career development, training, and international
assignments, while host country employees can benefit from localized talent development
programs, cultural integration initiatives, and compliance with local laws, including labor laws
(Thomas & Lazarova, 2014). For third-country nations, organizations must develop policies
balancing their unique needs, such as offering cross-culture training and supporting their
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integration into the organizational culture. These multi-level approaches can help organizations
develop a more cohesive global workforce, capitalizing on employees’ diverse perspectives and
skills (Thomas & Lazarova, 2014). Furthermore, effective leadership development,
communication, and talent mobility programs will also contribute to the success of multi-level
talent management by helping create a diverse, inclusive, and collaborative global working
environment (Thomas & Lazarova, 2014). As such, organizations that embrace these
comprehensive approaches will be better positioned to navigate the complexities associated with
managing a global workforce as well as optimizing talent across various geographical locations.
The Factors Necessary to Manage Employees from Home Headquarters, Employees from
the Selected Foreign Country, and Third-Country Nationals
Several factors should be considered to manage a diverse workforce effectively,
comprising employees from America, Japan, and third-country nationals. Cultural awareness is
vital (Inegbedion et al., 2020). Due to this, organizations should provide cross-cultural training to
employees to help them bridge communication gaps and promote a shared understanding of
organizational goals and objectives. Besides this, complying with existing labor regulations is
vital for ensuring fair treatment and avoiding legal issues (Inegbedion et al., 2020).
Organizations should also develop and implement tailored talent development programs.
Furthermore, these programs should be aligned with each employee group’s needs, preferences,
and expectations to foster career growth and skill enhancement (Inegbedion et al., 2020).
Communication strategies should also account for time zone variances, emphasizing clear and
inclusive communication, while global mobility programs should provide seamless transitions
for international assignments (Inegbedion et al., 2020). Addressing these factors will allow
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organizations with such a diverse workforce to establish an inclusive and supportive work
environment, optimizing the potential of their diverse workforce.
Strategies for Recruitment, Selection, Succession Planning, and Retention
Organizations with a diverse and global workforce need innovative strategies for
recruiting, selecting, and retaining employees, as well as succession planning. Adopting a diverse
and inclusive hiring process is an effective employee recruitment and selection approach (Vecchi
et al., 2021). It entails actively looking for candidates with different backgrounds, experiences,
and perspectives (Vecchi et al., 2021). For instance, an organization can use blind recruitment
practices, skill assessments, and diverse interview panels to mitigate biases and guarantee
candidates go through a fair selection process. Furthermore, building a strong employer brand
that emphasizes an inclusive and supportive workplace culture will also allow organizations to
attract a diverse pool of talented employees (Vecchi et al., 2021). Besides this, a talent
development program can aid an organization with its succession planning and employee
retention ventures (Vecchi et al., 2021). This program will allow organizations to identify highpotential employees. After this, the organization offers them targeted training, mentorship, and
leadership development opportunities, preparing them for key roles within the company (Vecchi
et al., 2021). This, coupled with employee engagement mechanisms, such as regular feedback
and recognition programs, will improve employee retention by fostering a sense of
belongingness and job satisfaction.
The Impact of a Talent Shortage in Japan on These Strategies
The talent shortage in Japan will inadvertently affect the recruitment, selection,
succession planning, and retention strategies shared in the prior section of the paper. Leveraging
the diverse and inclusive hiring process might become challenging due to the shrinking of the
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talent pool, intensifying competition between organizations for skilled Japanese professionals
(Vecchi et al., 2021). Furthermore, using blind recruitment practices and diverse interview panels
will be less effective, considering there will be fewer candidates available with diverse
backgrounds and experiences (Vecchi et al., 2021). The scarcity of Japanese employees might
also undermine the effectiveness of the talent development program, necessitating organizations
to expand their search or even invest more in training to bridge skill and knowledge gaps (Vecchi
et al., 2021).
Assessment of the Availability of Low-Cost Labor from Japan and How This Impacts the
Strategies
Japan is not typically associated with providing opportunities for organizations to access
low-cost labor. However, should such labor be available, it might affect the recruitment,
selection, succession planning, and retention strategies identified earlier in the paper. Prioritizing
low-cost labor might undermine organizations’ efforts to emphasize diversity and inclusion
(Potočnik et al., 2021). Due to this, organizations must balance between ensuring recruitment
and talent development efforts prioritize work-related skills, diversity, and inclusion to maintain
a well-rounded and innovative workforce (Potočnik et al., 2021). The primary focus of
recruitment, selection, succession planning, and retention strategies should go beyond cost
considerations to ensure organizations cultivate a workplace culture that values talent diversity
and promotes long-term employee engagement and satisfaction (Potočnik et al., 2021).
Conclusion
As demonstrated in the analysis and discussion shared in this paper, organizations should
embrace multi-level talent management to navigate today’s globalized business landscape.
Furthermore, tailoring their talent management strategies to suit parent-country employees, host-
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country nations, and third-country nations is critical for success. This might require organizations
to cultivate a diverse and inclusive workplace culture, adopt effective recruitment and succession
planning practices, and leverage technology to enhance collaboration. Besides this, recognizing
and addressing regional nuances, legal compliance, and underlying cultural variances are also
vital. As such, multi-level talent management will allow organizations to optimize the potential
of their global workforce, foster innovation, as well as remain competitive within an evolving
global business landscape.
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References
Farshchi, S. (2020, July 29). Four Essential Elements Of A Global Talent Strategy. Forbes.
https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/07/29/four-essentialelements-of-a-global-talent-strategy/?sh=5fa8ce745721
Inegbedion, H., Sunday, E., Asaleye, A., Lawal, A., & Adebanji, A. (2020). Managing diversity
for organizational efficiency. Sage Open, 10(1), 2158244019900173.
Potočnik, K., Anderson, N. R., Born, M., Kleinmann, M., & Nikolaou, I. (2021). Paving the way
for research in recruitment and selection: recent developments, challenges, and future
opportunities. European Journal of Work and Organizational Psychology, 30(2), 159174.
Thomas, D. C., & Lazarova, M. B. (2014). Essentials of international human resource
management: Managing people globally. Sage Publications.
Vecchi, A., Della Piana, B., Feola, R., & Crudele, C. (2021). Talent management processes and
outcomes in a virtual organization. Business Process Management Journal, 27(7), 19371965.
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Global Performance Management
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Introduction
In the dynamic global market of Japan, effective performance management is critical for
maximizing employee productivity, fostering engagement, and achieving organizational success.
As organizations navigate cultural nuances, diverse workforce dynamics, and evolving business
landscapes, they must implement robust strategies to align employee efforts with strategic
objectives. This essay explores the importance of performance management in a global context,
highlighting best practices for driving individual and team performance while overcoming
challenges associated with diverse demographics, employee relations, and communication
channels.
Best Practices for Managing Performance in the Global Context
In the dynamic global market of Japan, where cultural nuances, diverse workforce
dynamics and evolving business landscapes intersect, the implementation of effective
performance management strategies is paramount. As organizations strive to maximize employee
productivity, foster engagement and achieve organizational success, they must navigate the
complexities in managing a global workforce (Paais & Pattiruhu, 2020). In this case, robust
performance management practices not only drive individual and team performance but also
serve as a cornerstone for aligning employee efforts with strategic objectives. Through
establishing clear expectations, promoting continuous feedback and prioritizing employee
development, organizations can cultivate a high performance culture which propels them towards
sustained growth and competitive advantage in the global marketplace.
First, establishing a culture of continuous feedback is essential for enhancing
performance management in a global context. Encouraging open communication channels where
both managers and employees can freely exchange feedback fosters transparency, clarity, and
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alignment with organizational goals. This practice promotes employee development, identifies
areas for improvement, and recognizes achievements (Atmaja et al., 2022). In the Japanese
context, where hierarchy and respect for authority are traditionally valued, integrating regular
feedback sessions into performance evaluations can empower employees to voice concerns,
contribute ideas, and actively participate in their professional growth.
More so, clearly defined, measurable, and achievable goals are instrumental in driving
performance excellence within global teams. When setting performance expectations, it is
important to ensure that objectives are aligned with both individual roles and broader
organizational objectives. In Japan, where precision and attention to detail are highly regarded,
establishing SMART goals can provide employees with clear direction and motivation to excel
(Paais & Pattiruhu, 2020). Regularly reviewing progress against these objectives allows for
timely course corrections and ensures accountability across all levels of the organization.
Varying Demographics
Varying demographics play a significant role in shaping the management of employee
capabilities from a global perspective. As organizations operate in increasingly diverse
environments, they must navigate differences in age, gender, ethnicity, nationality, and cultural
background among their workforce. These demographic variations introduce a range of
perspectives, skills, and experiences, which can both enrich and complicate talent management
efforts (Paais & Pattiruhu, 2020). For instance, younger generations entering the workforce bring
a tech-savvy mindset and a desire for flexibility, challenging traditional notions of work structure
and communication. Conversely, older employees may possess valuable institutional knowledge
and experience but may require support in adapting to technological advancements.
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Moreover, increasing workforce diversity necessitates inclusive recruitment practices that
attract candidates from various backgrounds and experiences. Global mobility programs become
essential for facilitating cross-cultural exchanges and leveraging talent across geographic
boundaries (Atmaja et al, 2022). Effective talent development initiatives must cater to the diverse
learning preferences and career aspirations of employees, offering personalized training and
growth opportunities. Retaining top talent requires addressing generational differences in values
and preferences, offering competitive benefits, and fostering a supportive work environment that
values diversity and inclusion.
Employee Relations Strategies
Overcoming challenges in employee relations requires implementing robust strategies
that foster trust, communication, and mutual respect within the organization. Two effective
employee relations strategies based on best practices include implementing a transparent
communication framework and cultivating a culture of employee involvement and empowerment
(Atmaja et al, 2022). Firstly, establishing transparent communication channels is essential for
building trust and mitigating potential conflicts. Organizations can achieve this by ensuring that
leadership communicates openly and honestly with employees regarding company policies,
decisions, and changes. Transparent communication helps employees feel valued and informed,
reducing uncertainty and enhancing their commitment to organizational goals.
Also, cultivating a culture of employee involvement and empowerment promotes positive
employee relations and fosters a sense of belonging within the organization. Empowering
employees to take ownership of their work, make decisions, and contribute ideas not only
enhances job satisfaction but also drives innovation and creativity (Yadav et al, 2022). Best
practices for fostering employee involvement include involving employees in goal setting,
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problem-solving, and process improvement initiatives. Providing opportunities for skill
development, cross-functional collaboration, and leadership training empowers employees to
take on new challenges and advance their careers within the organization.
Challenges Related to Direct and Indirect Communication Channels
Direct and indirect communication channels present unique challenges that organizations
must navigate to ensure effective communication within the workplace. One challenge associated
with direct communication channels is the potential for misinterpretation or misunderstanding.
Direct communication, such as face-to-face conversations or phone calls, allows for immediate
feedback and clarification but also leaves room for verbal cues, tone, and body language to
influence interpretation (Shankar et al, 2022). Miscommunication can occur if the message
sender’s intentions are unclear, or if the receiver misinterprets the tone or context of the message.
Additionally, direct communication channels may not always be accessible or feasible,
especially in global organizations with geographically dispersed teams. Time zone differences,
language barriers, and logistical constraints can hinder the effectiveness of direct
communication, leading to delays, inefficiencies, and misunderstandings.
On the other hand, indirect communication channels, such as emails, memos, or written
reports, pose their own set of challenges. One common challenge is the potential for information
overload and communication fatigue. In today’s digital age, employees are bombarded with a
constant stream of emails, notifications, and messages, making it challenging to prioritize and
digest information effectively (Wilkinson et al, 2021). Moreover, written communication lacks
the immediacy and feedback loop of face-to-face interactions, increasing the likelihood of
misinterpretation or ambiguity. Tone, emphasis, and intent can be lost or misconstrued in written
communication, leading to confusion or conflict among team members.
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Conclusion
In conclusion, effective performance management is indispensable for organizations
operating in the global market of Japan. By establishing transparent communication channels,
setting clear goals, prioritizing employee development, and fostering a culture of involvement
and empowerment, organizations can overcome challenges related to demographic variations,
employee relations, and communication channels. Through these strategic initiatives,
organizations can cultivate a high-performance culture that propels them towards sustained
growth and competitive advantage in the global marketplace.
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References
Atmaja, D. S., Fachrurazi, F., Abdullah, A., Fauziah, F., Zaroni, A. N., & Yusuf, M. (2022).
Actualization Of Performance Management Models For The Development Of Human
Resources Quality, Economic Potential, And Financial Governance Policy In Indonesia
Ministry Of Education.
Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture
on satisfaction and employee performance. The journal of asian finance, economics and
business, 7(8), 577-588.
Shankar, V., Grewal, D., Sunder, S., Fossen, B., Peters, K., & Agarwal, A. (2022). Digital
marketing communication in global marketplaces: A review of extant research, future
directions, and potential approaches. International Journal of research in
Marketing, 39(2), 541-565.
Wilkinson, A., Knoll, M., Mowbray, P. K., & Dundon, T. (2021). New trajectories in worker
voice: Integrating and applying contemporary challenges in the organization of
work. British Journal of Management, 32(3), 693-707.
Yadav, R., Chaudhary, N. S., Kumar, D., & Saini, D. (2023). Mediating and moderating
variables of employee relations and sustainable organizations: a systematic literature
review and future research agenda. International Journal of Organizational
Analysis, 31(7), 3023-3050.
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1
Rewards and Benefits Management in Japan
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Rewards and Benefits Management in Japan
Introduction
Performance-based compensation must incentivize actions and results pertinent to the
company’s plan to be effective. By raising worker satisfaction, a competitive pay plan may
greatly impact retention rates (Thomas & Lazarova, 2014). The retention of staff members is
higher when they perceive their company to be providing them with competitive benefit
packages since they will feel valued and valued. Giving workers options in their benefits plan
also makes it easier for them to tailor the plan to suit their requirements. The purpose of this
essay is to provide a thorough pay plan that takes into account the requirements and demands of
Japanese workers while exploring the benefits and incentives, the complete rewards model, the
option of fixed or flexible benefit packages, the nature of pay (hourly, salary-based, or
contingent), and a comparative analysis with rival companies in Japan.
Rewards and Benefits Package
In addition to helping the company retain top performers, having a competitive benefits
package can also assist it in drawing in new talent. By providing top performers with the benefits
and incentives they deserve, HR can more effectively guarantee that these offerings will
differentiate the company from the competition. Offering workers growth chances enables them
to carry out their best efforts to fulfill the company’s objective. Financial and non-fiscal prizes
are two of the most popular reward categories. When designing its benefits and incentive
program, the company must never use a one-size-fits-all approach if it wants to stay relevant in
its market. Before the fresh incentives and perks are announced for the upcoming year, the
company should send out a survey every year to staff members to find out what they, such as and
think, should be transformed in the future. According to (Morishima, 2018),
