Japanese companies have had to focus more on generating revenue for shareholders. There is less deference to authority and past company image. Long-term stable employment is less reliable, but still employment fluidity is less marked than it is in the United States. The seniority system remains, although industry analysts predict wage differentials will widen, terms of employment and working conditions will become more individually specific, and awards systems will be diversified (Takeshi, 2003). Before, quite often work team performance, rather than individual performance determined an employee's rating. Anthropologists still describe Japanese people as having an insider/outsider mentality, namely that employees are concerned less concerned with issues outside their immediate company and see competitors as hostile, rather than as place for new, better-paying potential jobs (Yamakoshi, 2007). This insularity is seen as the root of Japanese corporations' commitment to quality, dedication of their employees to a certain, specific corporate culture and kind of practice, and a willingness to identify with corporate teams and corporate product. Although some aspects of Japanese management have been portable to the United States, such as a stress upon quality and defect-free work, which resonates with American affection for scientific...
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