Summary:

1.

Japan is also known as a country that has values, philosophy, and the strongest spirit,
which is transmitted to the world through a corporate culture in multinational companies
spread, including in Indonesia. (211)

2.

RESULTS AND DISCUSSION Based Multinational Company Profile Japanese in

Indonesia Based on 2006 data, the number of Japanese companies in Indonesia are as many
as 783 companies spread in Indonesia, not including children with branches in other cities.
(201)

3.

The observations were made by the researchers by means of observation and recording
on the implementation of human resource management practices in Japan based
multinational company in Jakarta and Bekasi, especially with regard to corporate culture.
(196)

4.

This article tries to analyze the culture of multinational corporations (multinational

corporation) Japanese based in Indonesia, as a step to managing IHRM (International Human
Resource Management). (178)

5.

Human resource management at multinational companies involve more complex

arrangements, such as regulatory issues labor force, wage conversion & transfer pricing,
expatriate, to the cultural issues, which ultimately affects the corporate culture. (177)

6.

However, in several other Japanese companies, such systems begin to shift, especially
when applied in Indonesia, employees in Indonesia is more like pay for performance rather
than pay for seniority and team-based pay. (177)

7.

For example, with regard to the promotion, the Japanese company is usually carried out
method of filling a large part of management positions midfield and on, and there is a
condition of a minimum service period required to achieve ranking status specific
organizational, after which new employees can be automatically promoted to the rank of a
more high. (172)

8.

TDB survey is based on a report file against the credit check report (CCR) as many as 1.6
million companies that invest in local Indonesian company by May 2014, as well as
representative offices of Japanese companies in Indonesia. (171)

9.

IHRM or International Human Resource Management by Lado & Wilson (1994) are
some of the activities, functions and certain processes which govern the process to attract
(attracting), developing (developing) and maintain (maintaining) the human resources at
multinational companies. (171)

10.

Application of Philosophy, Values, Organizational Culture of Japan in Indonesia

Importance of MNC in the transmission of values was also noted by Dunning (1993) in
Bosch & Matsuo (2011: 137), emphasizing that the MNC can "mengjinjeksi" values of their
countries of origin into their activities in the country of destination (host countries). (169)

11.

On-the-job training at Japanese companies are intensive and designed to train employees
with different skills so that they produktiv in a wide range of capabilities possessed for quite
a long time. (161)

12.

Bonus and flexible benefits that are more common group-based incentive program is
implemented rather than individuals because of the tendency of Japanese companies to train
and suportivitas cooperation among employees, rather than individual performance. (159)

13.

(Poerwanto, 2008) The founders of the company is an important factor of a culture of the
early companies, they form the vision and mission of the company that will provide the
corporate form. (157)

14.

With so IHRM is an aggregate of a number of human resource management system used

to manage human resources in an environment of multinational companies, both at the local
and in the international section. (153)

15.

According to Dowling - Welch (2004), a model IHRM can be explained in three

dimensions follows [4]: HRM HRM activity categories typically wider (recruitment,
ekpatriatisasi, and personnel are more) Kagegori wider country, where the activities carried
IHRM (host country / countries of origin, destination, other countries) Category and the
country of origin wider group of employees. (153)

16.

For example, it is important for the Japanese to create a corporate culture (corporate
culture) that promote the values of cooperation. (151)

17.

Individuality / Group Strong group orientation is a common label that many Japanese
companies diterapkanpada, perhaps because the culture is still very collective. (151)

18.

There is a strong preference for shared responsibility in Japanese companies, such as

consensus decision making in a culture that has a strong groupthink mentality. (151)

19.

The corporate culture built by the founders of the soul for its members, because it needs
to be an example or examples from the founders to the members of the organization so that
the already existing cultures can be moral in running the company. (150)

20.

Meanwhile, according to Robbins (1990), the corporate culture is also known as the basic
philosophy that gives direction to the organization's policy in the management of employees
and customers. (150)

21.

It turned out that the number of Japanese companies to invest in Indonesia was increased
by 39.3 percent compared to the survey in March 2012 that as many as 1,266
perusahaan.Sebanyak only 52.9 percent or 932 companies are manufacturing companies,
34.7 percent increase compared to the previous. (147)

22.

The corporate culture is often called a corporate culture is the dominant values are
disseminated within the organization and used as a reference or guidelines for employees.
(147)

23.

Face to face communication in Japanese companies not related to the employees'

perception of the level of their participation in decision making. (144)

24.

The role of culture in a company can be divided into five roles: Culture provides a sense
of identity and pride for the employees, which is to create a clear distinction between the
organization with another. (142)

25.

For example, Japanese companies tend to reward employees fairly, rather than do a fair
evaluation. (140)

26.

For example, the presence of multinational companies from Japan in Indonesia

exemplifies the values of both the people of Japan. (139)

27.

Meanwhile, in 2014, Teikoku Data Bank (TDB) announced that the number of Japanese
companies to invest in Indonesia in the year, up 1.4 times compared to 2012. (138)

28.

Some Japanese companies like to practice job rotation among employees in one
department to another. (134)

29.

Schein (1985), argues that the corporate culture refers to a system of shared meaning held
by members that distinguishes the organization with other organizations. (132)

30.

This survey is the second time since March 2012.Di Indonesia at this time there was a
1,763 Japanese companies surveyed TDB. (132)

31.

According to Schein (in Robbins, 1990), the corporate culture is the result of the
interaction between (1) the biases and assumptions of the founders and (2) what is learned by
the members of the first company that was hired by the founders, from their own experience.
(132)

32.

In addition to putting items by frequency of use, the Japanese company also ensures that
the preparation of the goods and the document must be done in such a way so easily removed
/ taken; no need for extra effort to move / remove other items that are not needed and
returned again. (131)

33.

Commitment lifetime employment (jobs for life) and a mutual timeline of the employees
and the company is considered as an important cornerstone for the cohesiveness and between
employees and companies. (130)

34.

Kaizen culture is always applied by the Japanese society has 5 core values are often
referred to as 5S movement. (127)

35.

Thus, the corporate culture is not only emphasizes the system of values that are believed,
but also taught to all members of the organization. (127)

36.

Insight (Insight) on Personal Life Employees HR departments in companies that operate

in several countries around the world expand their attention to all the affected countries, and
for all employees directly observed. (126)

37.

In a company, social values is centrally located in the HR practice, which refers to all the
human resources policies and practices oriented organization (Strauss, 2001, p. (125)

38.

The presence of the values perceived meaning by all members of the organization, it is
vital in the corporate culture. (124)

39.

Giving a similar experience to a number of employees is the way that company culture
still exist. (121)

40.

time Horizon Japanese companies have been identified as having a long-term time
horizon. (121)

41.

Noted, in 2006 the number of Japanese companies in Indonesia amounted to 783 in

number. (121)

42.

The original values of Japan, which until this is applied to a Japanese MNC firms are 5S,
namely Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, which will be explained as follows: a.
(121)

43.

scope Japanese companies define a broader scope, focusing on the activities and goals /
targets are different. (120)

44.

Japanese companies SEIRI by giving marks (can be color labels, box containers, etc.) that
would provide guidance, document / goods what should be kept and which should be
discarded. (118)

45.

The starting salary (starting salary) is usually low, and in some Japanese companies often
have components seniority on the salary offered, a relatively large number. (116)

46.

Matsumoto in Moeljono (2003), defines corporate culture as a set of attitudes, values,

beliefs and behaviors that are held by a group of people and communicated from one
generation to the next. (113)

47.

Corporate culture is a set of values, guiding beliefs of a thing, understanding and way of
thinking are brought together by the members orgaanisasi and accepted by a whole new
member [1]. (111)

48.

In this case, the founder of an organization must be able to establish communication that
can be used as an instrument to perpetuate the culture of the company. (111)

49.

The purpose of culture is to equip members with a sense of (identity) organization and
lead to a commitment to the values espoused by the organization. (108)

50.

Dimensions of Human Resources in the Japanese Company a. (108)

51.

Japanese companies Seiso; make sure every thing is in the best condition as much as
possible. (107)

52.

To avoid this, the Japanese company to make sure the goods and documents on their
office should be laid out in such a way, based on interest / frequency of use. (107)

53.

Justice Japanese companies are widely known to be the pursuit of equality (justice and
equality) rather than equity (equity). (107)

Best words:
1.

japanese (45)

2.

companies (45)

3.

culture (42)

4.

employees (33)

5.

company (30)

6.

values (22)

7.

organization (20)

8.

corporate (19)

9.

work (19)

10.

human (18)

Keyword highlighting:

Japan is also known as a country that has values, philosophy, and the strongest spirit,
which is transmitted to the world through acorporate
multinational

companies

culture

in

spread, including in Indonesia.

RESULTS AND DISCUSSION Based

Multinational

Company Profile Japanese in Indonesia Based on

2006 data, the number of

Japanese companies
companies

Indonesia are as many as 783

in

spread in Indonesia, not

including children with branches in other cities.

The observations were made by the researchers by means of observation and recording
on the implementation of human resource management practices in Japan based
multinational

company in Jakarta and Bekasi, especially with regard

to corporateculture.

This article tries to analyze the

(multinational corporation)

culture

Japanese

of multinational corporations
based in Indonesia, as a step to

managing IHRM (International Human Resource Management).

Human resource management at multinational

companies

involve

more complex arrangements, such as regulatory issues labor force, wage conversion &
transfer pricing, expatriate, to the cultural issues, which ultimately affects
thecorporate culture.

However, in several other

Japanese companies

such systems begin to shift, especially when applied in Indonesia,

employees in

Indonesia is more like pay for performance rather than pay for seniority and team-based pay.

For example, with regard to the promotion,

the

Japanese company

is usually carried out method of filling a

large part of management positions midfield and on, and there is a condition of a minimum
service period required to achieve ranking status specific organizational, after which
new

employees can be automatically promoted to the rank of a more high.

TDB survey is based on a report file against the credit check report (CCR) as many as 1.6
million

companies

that invest in local Indonesian

company by

May 2014, as well as representative offices

of

Japanesecompanies

in Indonesia.

IHRM or International Human Resource Management by Lado & Wilson (1994) are
some of the activities, functions and certain processes which govern the process to attract
(attracting), developing (developing) and maintain (maintaining) the human resources at
multinational companies.
Application of Philosophy, Values, Organizational

Culture

of Japan in

Indonesia Importance of MNC in the transmission of values was also noted by Dunning
(1993) in Bosch & Matsuo (2011: 137), emphasizing that the MNC can
"mengjinjeksi" values of their countries of origin into their activities in the country of
destination (host countries).

On-the-job training at

Japanese companies

intensive and designed to train

are

employees with different skills so that they

produktiv in a wide range of capabilities possessed for quite a long time.

Bonus and flexible benefits that are more common group-based incentive program is
implemented rather than individuals because of the tendency
of

Japanese companies

cooperation among

culture

mission of the

employees, rather than individual performance.

(Poerwanto, 2008) The founders of the

a

to train and suportivitas

company is an important factor of

companies

of the early

, they form the vision and

company that will provide the corporate form.

With so IHRM is an aggregate of a number of human resource management system

used to manage human resources in an environment of
multinational

companies

, both at the local and in the international

section.

According to Dowling - Welch (2004), a model IHRM can be explained in three

dimensions follows [4]: HRM HRM activity categories typically wider (recruitment,
ekpatriatisasi, and personnel are more) Kagegori wider country, where the activities carried
IHRM (host country / countries of origin, destination, other countries) Category and the
country of origin wider group of employees.

For example, it is important for the

a corporate
cooperation.

culture

Japanese

to create

(corporate culture) that promote the values of

Individuality / Group Strong group orientation is a common label that

many

Japanesecompanies

because the

culture

diterapkanpada, perhaps

is still very collective.

There is a strong preference for shared responsibility

in

Japanese companies

making in a

culture

The corporate

, such as consensus decision

that has a strong groupthink mentality.

culture

built by the founders of the soul for its members,

because it needs to be an example or examples from the founders to the members of

the organization so that the already existing cultures can be moral in running the
company.

Meanwhile, according to Robbins (1990), the corporate

culture

is also

known as the basic philosophy that gives direction to the organization's policy in the
management of

employees and customers.

It turned out that the number

of

Japanese companies

to invest in Indonesia was

increased by 39.3 percent compared to the survey in March 2012 that as many as 1,266

companies
companies

perusahaan.Sebanyak only 52.9 percent or 932

manufacturing
previous.

are

, 34.7 percent increase compared to the

The corporate

culture

is often called a corporate

culture

is

the dominant values are disseminated within the organization and used as a reference
or guidelines for employees.

Face to face communication

in

Japanese companies

not related to

employees' perception of the level of their participation in decision making.

the

culture
Culture

The role of
roles:
the

in a

company can be divided into five

provides a sense of identity and pride for

employees, which is to create a clear distinction between

the organization with another.

For example,
reward

Japanese companies

tend to

employees fairly, rather than do a fair evaluation.

For example, the presence of multinational

companies

from Japan in

Indonesia exemplifies the values of both the people of Japan.

Meanwhile, in 2014, Teikoku Data Bank (TDB) announced that the number
of

Japanesecompanies

year, up 1.4 times compared to 2012.

to invest in Indonesia in the

Some

Japanese companies

rotation among

employees in one department to another.

Schein (1985), argues that the corporate

like to practice job

culture

refers to a system of

shared meaning held by members that distinguishes the organization with other
organizations.

This survey is the second time since March 2012.Di Indonesia at this time there was a
1,763

Japanesecompanies

According to Schein (in Robbins, 1990), the corporate

surveyed TDB.

culture

is the result

of the interaction between (1) the biases and assumptions of the founders and (2) what is
learned by the members of the first
their own experience.

company that was hired by the founders, from

In addition to putting items by frequency of use,

the

Japanese company

also ensures that the preparation of the

goods and the document must be done in such a way so easily removed / taken; no need for
extra effort to move / remove other items that are not needed and returned again.

Commitment lifetime employment (jobs for life) and a mutual timeline of

employees and the company is considered as an important

cornerstone for the cohesiveness and between employees and companies.
the

Kaizen

culture

is always applied by the

Japanese

has 5 core values are often referred to as 5S movement.

society

Thus, the corporate

culture

is not only emphasizes the system

of values that are believed, but also taught to all members of the organization.

Insight (Insight) on Personal Life

in

companies

Employees HR departments

that operate in several countries around the world expand

their attention to all the affected countries, and for all

employees directly

observed.

In a

company, social values is centrally located in the HR practice, which

refers to all the human resources policies and practices oriented organization (Strauss,
2001, p.
The presence of the values perceived meaning by all members of the organization,

it is vital in the corporate culture.

Giving a similar experience to a number of

that

employees is the way

company culture still exist.

time Horizon

Japanese companies

have been

identified as having a long-term time horizon.

Noted, in 2006 the number

of

Japanese companies

in number.

in Indonesia amounted to 783

The original values of Japan, which until this is applied to

Japanese

MNC firms are 5S, namely Seiri, Seiton, Seiso, Seiketsu, and

Shitsuke, which will be explained as follows: a.

scope

Japanese companies

define a broader scope,

focusing on the activities and goals / targets are different.

Japanese

companies

SEIRI by giving marks (can be color labels,

box containers, etc.) that would provide guidance, document / goods what should be kept and
which should be discarded.

The starting salary (starting salary) is usually low, and in

some

Japanese companies

often have components

seniority on the salary offered, a relatively large number.

Matsumoto in Moeljono (2003), defines corporate

culture

as a set of

attitudes, values, beliefs and behaviors that are held by a group of people and
communicated from one generation to the next.

Corporate

culture

is a set of values, guiding beliefs of a thing,

understanding and way of thinking are brought together by the members orgaanisasi and
accepted by a whole new member [1].

In this case, the founder of an organization must be able to establish communication

that can be used as an instrument to perpetuate the

culture

of the company.

The purpose of

culture

is to equip members with a sense of

(identity) organization and lead to a commitment to thevalues espoused by the

organization.
Dimensions of Human Resources in

the

Japanese Company
Japanese

companies

a.

Seiso; make sure every thing is in the best

condition as much as possible.

To avoid this, the

Japanese company

to make sure the goods

and documents on their office should be laid out in such a way, based on interest / frequency
of use.

Justice

Japanese companies

are widely known to

be the pursuit of equality (justice and equality) rather than equity (equity).
Sentences:
1.

PRELIMINARY The era of globalization is the era that we are facing today.

2.

Globalization is often described as a process or situation where borders between countries

are considered to be more discreet.

3.

This is because the interaction that exists between countries more easily, whether it's the
ease of information exchange, trade, technology, lifestyle and other forms of interaction.

4.

In addition, with the globalization of everyday life experiences, ideas, and information
throughout the world becomes worth standard.

5.

Such circumstances are affected by communications technology and increasingly

sophisticated communications and economic activities increasingly widespread and
worldwide markets.

6.

With globalization, multinational corporations (multinational corporation / MNC) can be

more free to expand other countries.

7.

Reasons to get new resources, reduce political risk, market share expansion, and so forth
- are the things that underlie a multinational company to expand its operations.

8.

The presence of the multinational companies, of course, related to aspects of HR (human

resources) are managed as a driver of the business.

9.

IHRM or International Human Resource Management by Lado & Wilson (1994) are
some of the activities, functions and certain processes which govern the process to attract
(attracting), developing (developing) and maintain (maintaining) the human resources at
multinational companies.

10.

With so IHRM is an aggregate of a number of human resource management system used

to manage human resources in an environment of multinational companies, both at the local
and in the international section.

11.

Human resource management at multinational companies involve more complex

arrangements, such as regulatory issues labor force, wage conversion & transfer pricing,
expatriate, to the cultural issues, which ultimately affects the corporate culture.

12.

Corporate culture is a set of values, guiding beliefs of a thing, understanding and way of
thinking are brought together by the members orgaanisasi and accepted by a whole new
member [1].

13.

(W.

14.

Jack Duncan: 1989).

15.

The purpose of culture is to equip members with a sense of (identity) organization and
lead to a commitment to the values espoused by the organization.

16.

The corporate culture is able to give directions to the survival of the company and give a
unique identity to him.

17.
18.

19.

Japan is one of the countries with the largest multinational company in Indonesia.
Noted, in 2006 the number of Japanese companies in Indonesia amounted to 783 in
number.
And it has increased significantly in 2014.

20.

Japan is also known as a country that has values, philosophy, and the strongest spirit,
which is transmitted to the world through a corporate culture in multinational companies
spread, including in Indonesia.

21.

For example, the presence of multinational companies from Japan in Indonesia

exemplifies the values of both the people of Japan.

22.

This is known as Kaizen culture.

23.

Kaizen is a term in Japanese culture meaningful continuous improvement.

24.

25.

[2] In the Kaizen culture, all the good way of life in terms of work or social life or even a
family life need to be completed at any time.
That view implies that everyone should enhance life and livelihood.

26.

Kaizen culture is always applied by the Japanese society has 5 core values are often
referred to as 5S movement.

27.

Those values are used as a philosophy in their everyday life and a strong value and
continues to be maintained throughout their lives.

28.

Movement 5 S in the form (Seiri, Seiton, Seiso, Seiketsu, and Shitsuke).

29.

The explanation is as follows: [3] Seiri (quick) an activity to get rid of items that are not
needed so that all the items in the work site just stuff that's really needed in work activities.

30.

Seiton (neat) ie everything must be placed according to the set position ready for use
when needed.

31.

Seiso (rehearsal) is an activity of cleaning equipment and work areas so that all work
equipment is maintained in good condition Seiketsu (hospitalization) is a personal hygiene
activity while complying with the three previous stages.

32.

Shitsuke (diligent), namely the maintenance of discipline of each individual employee in

performing all phases of 5S.

33.

Implementation of 5S value is always accompanied by the implementation of the Kaizen

culture.

34.
35.

This is done in order to achieve effective implementation of 5S.

In addition, the implementation of 5S should also be implemented in phases in
accordance with the order.

36.

Therefore, the results of the implementation of the previous value will affect the
implementation of the action next value.

37.

An example is if the first value (seiri - quick) is not implemented, then the next value
(Seiton - neat) will not be able to run optimally, and so on.

38.

Thus, the implementation of 5S value also teaches about the meaning of discipline.

39.

Japanese state is able to make a variety of the company into a multinational company in
the Asian giant.

40.

Japan is one of the Asian countries are poor in natural resources (SDA), but with the
advantages of human resources at their disposal, they are able to make the country a
developed country with rapid economic growth.

41.

This article tries to analyze the culture of multinational corporations (multinational

corporation) Japanese based in Indonesia, as a step to managing IHRM (International Human
Resource Management).

42.

THEORETICAL BASIS IHRM (International Human Resources Management)

According to Taylor, Beechler, et al.

43.

1996: 960), International Human Resources Management (IHRM) can be defined as "The
set of distinct functions and provess that are directed at attracting, developing, and
maintanining on MNC's human resources.

44.

It is agfregate of the various HRM systems used to manage people in the MNC, both at
home and overseas ".

45.

IHRM means is a set of activities, functions, different processes are geared to attract,
develop, and maintain human resources are owned by multinational corporations.

46.

IHRM consists of a wide range of HR systems used to manage those contained in

multinational companies, both in their home country or abroad.

47.

According to Dowling - Welch (2004), a model IHRM can be explained in three

dimensions follows [4]: HRM HRM activity categories typically wider (recruitment,
ekpatriatisasi, and personnel are more) Kagegori wider country, where the activities carried
IHRM (host country / countries of origin, destination, other countries) Category and the
country of origin wider group of employees.

48.

Factors that differentiate between HRM Local and IHRM 1.

49.

Expatriates Factors strong differences between domestic and international HRM is the
existence and role of the so-called expats, who move from one country to another, and there
they had a job for a short or long period of time, became residents of countries that receive
them.

50.

The concept of traditional expatriates expanded in some countries, and many countries
began to call with international assigner.

51.

Another new concept is also related to the assignment of the local people of the country
that receives to the parent state, called impatriates (Dowling-Welch, 2004).

52.

2.

53.

HR Activities HR departments in companies that operate in an international environment

do some activities that are not needed at the domestic level.

54.

A classic example of international taxation, which means that the HR department is not
only familiar with the domestic income tax, but also to practice in that country, where
expatriates working company.

55.

3.

56.

Insight (Insight) on Personal Life Employees HR departments in companies that operate

in several countries around the world expand their attention to all the affected countries, and
for all employees directly observed.

57.

Information technology now provides the possibility of tracking, meaning that human
resource database globally and customer satisfaction surveys conducted on a global scale to
IT support.

58.

There is a wider interference with the private lives of employees.

59.

This is an interesting problem in IHRM.

60.

This characteristic is related to the fact that often the failure of expats is not generated by
the poor performance, but the lack of proper adaptation to their family members (DowlingWelch, 2004).

61.

Thus, multinational companies should provide greater emphasis on their family members.

62.

4.

63.

Phase Kids Maturity Foreign Branches Changes to the maturity of the local subsidiary of
influencing management and HR policies that apply.

64.

65.

Another characteristic of the maturity of the subsidiary can be achieved when local
employees moved or become static inpatriate.
5.

66.

Risk Jobs Dimensions of HRM Formalities, which is defined as the expansion of the
activities of HRM codified and / or follow a set of procedures and a particular circuit.

67.

For example, for performance assessment, some organizations use a form that has been
standardized and conducted interviews at regular intervals; while others are systematic, with
little documentation (Bird & Beechler, 1992).

68.

Eksplisitas, refer to HRM policies, decision-making criteria, and HRM activity Which is
clearly stated and communicated to all members of the organization.

69.

Some policies can be expressed with vivid detail, although they can still dengna well
understood, articulated or described explicitly.

70.

Time horizon, referring to the expansion of the focus of HRM activities Which attention
as opposed to the future.

71.

For example, the incentive component of the compensation package can be based on
achieving short-term goals (3-6 months) or long term (18-24 months).

72.

Participation, which is an expansion-department employees and departments participating

in HRM decisions.

73.

For example, some hiring decisions in the organization as a whole is handled by the
personnel office; while in other hiring decisions made jointly by the personnel office and the
business units where the new karyawna will work.

74.

Scope, leading to a depth of focus of the activities of HRM, where the expansion of the
activity concentrated or directed at a limited purpose or goal.

75.

Frame of Reference, is the degree to Which the base comparison or evaluation of HRM
activities that are within the organization rather than between organizations.

76.

Justice Individualism, HRM Which means that the activity is directed towards, or sekitara
oriented individuals as opposed to groups.

77.

Eight of these dimensions can be applied to each of the HRM function, for example:
planning, staffing, compensation, appraisal, and training.

78.

Company culture To understand human groups and the public requires knowledge of the
culture.

79.

Culture.

80.

in this case is human life itself which includes the mind, work and work.

81.

82.
83.

84.

Culture consists of something intangible such as values, beliefs, norms of behavior and
attitude patterns.
All are called intangible things, can not be seen, observed by naked eye.
However, in companies all of which are strengths that always are behind the activities of
companies that can be seen and observed by us.
The corporate culture is an energy that can move people to work.

85.

The corporate culture is often called a corporate culture is the dominant values are
disseminated within the organization and used as a reference or guidelines for employees.

86.

Schein (1985), argues that the corporate culture refers to a system of shared meaning held
by members that distinguishes the organization with other organizations.

87.

Meanwhile, according to Robbins (1990), the corporate culture is also known as the basic
philosophy that gives direction to the organization's policy in the management of employees
and customers.

88.

There are seven characteristics of organizational culture as follows: Innovation and

courage to take risks.

89.

Attention to detail.

90.

Result-oriented.

91.

Human-oriented.

92.

Oriented team.

93.

Aggressive.

94.

Stable (Robbins, 2001).

95.

The presence of the values perceived meaning by all members of the organization, it is
vital in the corporate culture.

96.

These values are the glue binding the organization to members of the organization.

97.

Judging from the information system, corporate culture is useful as an instrument for
maintaining and disseminating knowledge, beliefs, and behavior.

98.

Matsumoto in Moeljono (2003), defines corporate culture as a set of attitudes, values,

beliefs and behaviors that are held by a group of people and communicated from one
generation to the next.

99.

Thus, the corporate culture is not only emphasizes the system of values that are believed,
but also taught to all members of the organization.

100. The role of culture in a company can be divided into five roles: Culture provides a sense
of identity and pride for the employees, which is to create a clear distinction between the
organization with another.
101. Facilitate the formation of the culture of commitment and thinking wider than one's own
interests.
102. Strengthening organizational behavior standards in building services provided to
customers.
103.

Culture creates a pattern of adaptation.

104.

Building control systems throughout the organization.

105. (Poerwanto, 2008) The founders of the company is an important factor of a culture of the
early companies, they form the vision and mission of the company that will provide the
corporate form.
106. According to Schein (in Robbins, 1990), the corporate culture is the result of the
interaction between (1) the biases and assumptions of the founders and (2) what is learned by
the members of the first company that was hired by the founders, from their own experience.
107. The corporate culture built by the founders of the soul for its members, because it needs
to be an example or examples from the founders to the members of the organization so that
the already existing cultures can be moral in running the company.
108. In this case, the founder of an organization must be able to establish communication that
can be used as an instrument to perpetuate the culture of the company.
109.

The corporate culture has been formed, needs to be maintained to keep him alive.

110. Giving a similar experience to a number of employees is the way that company culture
still exist.
111.

This may be as cultural socialization.

112. Robbins (2001), suggests that socialization is a process of adaptation of the employee of
the culture that created the organization.
113. Poerwanto (2008), suggests socialization consists of two main stages: learning and
adaptation.
114.

The learning phase is the time employees learn about patterns of organizational life.

115. Employees learn the various rules relating to the implementation of the tasks and
perilakuorganisasional pattern.
116. Stage adaptation is the time employees have to make adjustments to the organizational
system is a process.
117. The adaptation process of employees is done in various ways such as the example of the
leaders, the characterizations that the story of its predecessors in raising the company,
routines, symbol and slogan or creed.
118. RESEARCH METHODS This study is a qualitative research using observation and study
of literature.
119. Observation is a way of collecting data by direct observation and recording
systematically the object to be studied.
120. The observations were made by the researchers by means of observation and recording
on the implementation of human resource management practices in Japan based
multinational company in Jakarta and Bekasi, especially with regard to corporate culture.
121. While the literature (literature study) is all the work done by the researchers to collect
information relevant to the topic or issue that will be or are being studied.
122. That information can be obtained from scientific books, research reports, scientific
essays, theses and dissertations, regulations, statutes, yearbooks, encyclopedias, and written
sources both printed and other electronics.
123.

The study of literature is an activity that can not be separated from one study.

124. The theories underlying issues and areas to be studied can be found by doing a literature
study.

125. Besides a researcher can obtain information about the type of research or in connection
with his research.
126.

And studies that have been done before.

127. By doing a literature study, researchers can take advantage of all the information and
ideas that are relevant to the research.
128. To conduct the study of literature, the library is a great place to obtain materials and
relevant information to be collected, read and studied, recorded and utilized (Roth 1986) [5].
129. RESULTS AND DISCUSSION Based Multinational Company Profile Japanese in
Indonesia Based on 2006 data, the number of Japanese companies in Indonesia are as many
as 783 companies spread in Indonesia, not including children with branches in other cities.
130. Meanwhile, in 2014, Teikoku Data Bank (TDB) announced that the number of Japanese
companies to invest in Indonesia in the year, up 1.4 times compared to 2012.
131. Most of the manufacturing sector, but the service sector lately also increasingly many
eyeing Indonesia [6].
132. TDB survey is based on a report file against the credit check report (CCR) as many as 1.6
million companies that invest in local Indonesian company by May 2014, as well as
representative offices of Japanese companies in Indonesia.
133. Data were tabulated and analyzed further by also from the Japanese company, annual
sales, location of the headquarters and so forth.
134. This survey is the second time since March 2012.Di Indonesia at this time there was a
1,763 Japanese companies surveyed TDB.
135. It turned out that the number of Japanese companies to invest in Indonesia was increased
by 39.3 percent compared to the survey in March 2012 that as many as 1,266
perusahaan.Sebanyak only 52.9 percent or 932 companies are manufacturing companies,
34.7 percent increase compared to the previous.
136. While based on the value of annual sales, from 10 billion yen to 100 billion yen, the
number of companies rose 73 percent from 345 companies to 597 companies today are
investing in Indonesia.
137.

Dimensions of Human Resources in the Japanese Company a.

138. time Horizon Japanese companies have been identified as having a long-term time
horizon.

139. They recruit fresh graduates and maintain long-term employment relationship patterns,
giving a strong emphasis on training and development of employees karierk.
140. Commitment lifetime employment (jobs for life) and a mutual timeline of the employees
and the company is considered as an important cornerstone for the cohesiveness and between
employees and companies.
141. In the practice of HRM, the Japanese company is known to have a continuous
recruitment practices and consistent to anticipate future needs, and only done with little
variation.
142. On-the-job training at Japanese companies are intensive and designed to train employees
with different skills so that they produktiv in a wide range of capabilities possessed for quite
a long time.
143. Some Japanese companies like to practice job rotation among employees in one
department to another.
144. Compensation awarded also based on the premise of long-term employment with a salary
increase gradually (gradually) at a minimal level during the first part of the term of office
employees, so that employees have a longer working life will get a bigger pay package.
145. The starting salary (starting salary) is usually low, and in some Japanese companies often
have components seniority on the salary offered, a relatively large number.
146.

b.

147. Participation The participatory approach to decision-making is a characteristic that most

distinguishes the Japanese organization and the most widely known.
148. Face to face communication in Japanese companies not related to the employees'
perception of the level of their participation in decision making.
149. Japanese managers more consultative rather than participatory; they are reluctant to share
power in decision-making by employees.
150.

c.

151. scope Japanese companies define a broader scope, focusing on the activities and goals /
targets are different.
152. For example, bonuses for employees Japan has always correlated with improved
organizational performance, and the bonus is usually the amount is a percentage of take
home pay which is quite tolerable (significant).

153. A broad focus can also be seen in the practice of job rotation (job rotation) and more
training activity conducted in general rather than specialized.
154. The performance assessment is done often on the performance of the business unit or
group, rather than special abilities and skills possessed by employees.
155.

d.

156. Frame of Reference The difference in the mobility of the labor market for Japanese
companies is often focused internally.
157. For example, with regard to the promotion, the Japanese company is usually carried out
method of filling a large part of management positions midfield and on, and there is a
condition of a minimum service period required to achieve ranking status specific
organizational, after which new employees can be automatically promoted to the rank of a
more high.
158.

e.

159. Justice Japanese companies are widely known to be the pursuit of equality (justice and
equality) rather than equity (equity).
160. For example, Japanese companies tend to reward employees fairly, rather than do a fair
evaluation.
161. Equality-based pay system for individual performance rather than seniority is more
developed in the community where the contributions of group values is more valued than
individual recognition.
162. Salary decided on the basis of balance with others in a team, and practically all of the
employees in the unit are given the same salary package.
163. Bonus and flexible benefits that are more common group-based incentive program is
implemented rather than individuals because of the tendency of Japanese companies to train
and suportivitas cooperation among employees, rather than individual performance.
164. However, in several other Japanese companies, such systems begin to shift, especially
when applied in Indonesia, employees in Indonesia is more like pay for performance rather
than pay for seniority and team-based pay.
165.

This indicates that the balance between equity and equality changed.

166.

f.

167. Individuality / Group Strong group orientation is a common label that many Japanese
companies diterapkanpada, perhaps because the culture is still very collective.
168. For example, it is important for the Japanese to create a corporate culture (corporate
culture) that promote the values of cooperation.
169. There is a strong preference for shared responsibility in Japanese companies, such as
consensus decision making in a culture that has a strong groupthink mentality.
170. Application of Philosophy, Values, Organizational Culture of Japan in Indonesia
Importance of MNC in the transmission of values was also noted by Dunning (1993) in
Bosch & Matsuo (2011: 137), emphasizing that the MNC can "mengjinjeksi" values of their
countries of origin into their activities in the country of destination (host countries).
171. Historically, empirical studies on the values have been carried out by a cross-cultural
psychologists like McClelland et al.
172.

(1953), Rokeach (1973), Inglehart (1977) and Hofstede (1980).

173. In a company, social values is centrally located in the HR practice, which refers to all the
human resources policies and practices oriented organization (Strauss, 2001, p.
174.

874).

175. Japan, for instance, as writing in the January 14, 2013 Compass, work ethic, discipline
and high morale, all of which have become the values to be guidelines and applied in
everyday behavior society.
176.

Some values are applied is bushido, kai zen, Keisan and samurai-style discipline.

177.

Bushidodiartikan as the spirit of hard work.

178.

Japan is known as a nation that is willing to continuously learn and develop themselves.

179.

Companies in Japan are not easily satisfied ourselves.

180.

They always make innovations.

181.

Kai zen is commitment.

182.

In the business world, all work is done effectively and efficiently.

183.

Sign and return to work on time.

184. Not only in the business world, in the neighborhood school does, students enter and go
home on time, rare they are late.
185.

Keisan interpreted as the seriousness with high interest.

186.

Japan is very ambitious to make changes to the better.

187. Then samurai-style discipline, that dare to be responsible when making mistakes or
defeats.
188.

It is this attitude that makes the Japanese people have and maintain self-esteem.

189. The Japanese people do not start their revival by a sophisticated system and do not want
to achieve something with a shortcut.
190. They build wealth with the simple, such as the 5S system is to maintain a steady state and
maintain the habits necessary to perform their jobs well.
191. The original values of Japan, which until this is applied to a Japanese MNC firms are 5S,
namely Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, which will be explained as follows: a.
192. SEIRI (Meaning: Organize / Organize; conversion in English: Sort or Sorting) Japanese
office environment in which super-busy highly vulnerable to accumulation of documents,
papers, and other working media.
193. Serious problems that can occur when documents are piled so much work, filing, or
pending approval.
194. Over time, it will be difficult to distinguish between documents that require further
action, and which ones were not needed and should be discarded.
195.

Stacks is what will hinder employees to work efficiently.

196.

The basic principle is to ensure that the stack SEIRI does not happen.

197.

It is important to sort out early on, which are required to be kept and which are not.

198. Japanese companies SEIRI by giving marks (can be color labels, box containers, etc.) that
would provide guidance, document / goods what should be kept and which should be
discarded.
199.

b.

200. Seiton (Meaning: neatness / tidiness; conversion in English: Set in Order or Simplify)
After all the documents and objects sorted (which is stored and which are thrown away), it is
now time to move to the stage of Seiton.
201. Knowingly or not, we waste a lot of productive hours in the office to find or reach a
variety of different items needed for the job.
202. To avoid this, the Japanese company to make sure the goods and documents on their
office should be laid out in such a way, based on interest / frequency of use.
203. They put the stuff that is often used in place close to the workstation so easy to reach, and
items that are rarely used are put in place further storage.
204. In addition to putting items by frequency of use, the Japanese company also ensures that
the preparation of the goods and the document must be done in such a way so easily removed
/ taken; no need for extra effort to move / remove other items that are not needed and
returned again.
205.

They really ensure the efficiency of time and energy.

206. The ideal position is a storage place that still lies between the eye and the human hip; not
too high or low.
207.

c.

208. Seiso (Meaning: Cleaning / Cleaning; conversion in English: Shine or Sweep) In Japan,
people have a principle that would be more difficult to restore some object to peak condition
after a long-neglected, compared to maintain the condition of the item remained excellent.
209. Keeping each object remains in the best condition they will extend the lifetime of these
goods and to facilitate the work even more.
210. Japanese companies Seiso; make sure every thing is in the best condition as much as
possible.
211.

They do this by combining routine cleaning and maintenance (maintenance).

212.

d.

213. Seiketsu (Meaning: Standardization; conversion English: Standardize) Without the

structure, probably not a lot of results that have been obtained from each initiative ever
undertaken will be able to survive.

214. They realize, in the absence of structure and process, positive results have been obtained
will be quickly eroded, while a lot of confusion going on, which will melempemkan 5S
initiatives.
215. Therefore, they do standardization and documentation of processes that will ensure the
SEIRI, Seiton, and Seiso consistently with their SOP.
216.

e.

217. SHITSUKE (Meaning: Discipline; conversion English: Sustain / Self-discipline) Starting

a positive initiative could be an easy task, but maintaining consistency and outcomes of these
initiatives may be the most difficult aspect.
218. To achieve SHITSUKE, the Japanese company integrates 5S activities and structuring the
business process to monitor compliance of each department and the joint organization of the
5S.
219. Many Japanese companies use the strategy of rewarding, which is awarded to people who
have been instrumental in the implementation of 5S as daily activities, in addition to
conducting their own activities and work.
220. Organizations must find ways to attract 5S integration to ensure the involvement of all
stakeholders.
221. In addition, they always mengadepankan changes / improvements continuously to
achieve and get things better in the workplace.
222. They want to learn a lifetime, even willing to work overtime without demanding overtime
pay.
223. It is apparent that in general, Japanese companies such as Idemitsu demanding high
performance, therefore the behavior and discipline of employees were not spared taken into
account by the company.
224.

Idemitsu ability to survive out of the role of culture and philosophy are so firm.

225.

Discipline is a fixed price that is not negotiable in the performance appraisal system.

226. The Japanese company did not offer stock options to its employees, but they do offer
benefits, such as, among others: shelter and transportation, salary increases, health insurance,
recreational facilities, family security, and so forth.
227. In a Japanese company, the decision was made by all departments were called to Ringi, a

practice that is less commonly applied in the Japanese MNC.