As Japanese multinational corporations (MNCs) expand their businesses into major Asian Economies and intensify the depth of engagement with key Asian emerging markets, one of the key issues is how they manage their overseas workforce in foreign operations. As the second-most-populous country in the world and one of the largest and fastest-growing economies in Asia, India has always offered much to internationally minded Japanese firms. The success of companies like Suzuki and Honda, which formed partnerships with Indian firms so successful their products came to dominate their respective markets, is evidence of this potential. The research paper presents a case study which examined the Human Resource Management framework of a Japanese parent company’s to its Indian subsidiary. This paper also an analysis of such rudiments of international management of human resources through a case study of India-based Japanese corporation with their human resource framework.