Indeed, we find in Japanese companies that the motivating factors are actually restrictive factors that are used to control production capabilities. Promotion, for example, one of the motivating tools most used in the Western world, is almost non-existing in Japan, as promotion is performed according to age and you will never expect to reach a certain position within the company until a certain age. Additionally, the fact that you work in the same company and have long-term contracts may induce the fact that you will not be interested in delivering highest achievements, as the workplace is in any case ensured.
In this sense, as a solution to these issues, I would suggest a mixed Japanese and American approach. First of all, the long-term contracts need to be implemented, frankly because the workers are used to such contracts and would probably be negatively surprised not to have them.
On the other hand, the Western component also needs to be strongly used. Promotion, in my opinion, is one of the most efficient tools in motivating your staff and can be widely used here, in this context. All the same, any promotion moves should be carefully made, so as not to hurt or unease the older individuals' position within the group.
If we look at all the issues arising from a U.S. plant implantation to Japan, these can probably be classified into communication issues and cultural differences issues. In the same sense, it is probable that the former are included in the latter.
As an overall tactical solution, the manager who will be in charge of the plant should follow a 3-6 months preparatory course before leaving for Japan. This will include a language course (basic level, so as to be able to give simple commands and instructions. Again, as previously...
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