Japanese vs. American Management Theory and Work Ethic

Introduction

A strong work ethic is vital to the success of any firm. In recent years, many comparisons have been made between the work ethics of American and Japanese employees (Rhody, 1995). The purpose of this discussion is to compare and contrast Japan's management theories and work ethics with those of the United States.

Japanese Management Theory and Work Ethic

Japanese workers are among the most productive workers in the world (Rhody, 1995). Much of this productivity has been attributed to a strong work ethic and the managerial structure of the Japanese labor force (Rhody, 1995). According to an article in the journal Public Personnel Management, the Japanese management style contributes greatly to the productivity found throughout the country. The journal explains, "Japanese management deals with each employee as a person rather than a worker. This concern tends to go beyond the job and the paycheck" (Rhody, 1995).

The management theories used by the Japanese have long been a topic of debate. A prime example of the Japanese management style can be found in the various Japanese automobile companies, including Nissan, Toyota, and Honda. According to the SAM Advanced Management Journal:

"The Japanese have introduced into the work environment a sense of community. Toyota, for example, has a day care center for young mothers who wish to work. Out of the 6,000 people employed at the plant, roughly 5,900 are Americans, mostly from Kentucky (Aaron, 1996). This sense of community tends to foster togetherness — or rather a sense of shared fate: what happens to one will happen to all. By careful screening of their prospective employees, the Japanese have assembled a potent workforce committed to their families, jobs, and local environment. After the selection process, training and development of human resources, employee attitudes, job satisfaction, and the importance of quality and continuous improvement are also very critical in Japanese organizational culture." (Laws and Tang, 1999)

Japanese managers care a great deal about their workers and go to great lengths to support them. In turn, employees are motivated to perform well for those in managerial positions. This type of managerial practice helps employees feel more at ease because they feel secure in their job positions; when people have job security, their productivity level and loyalty to the company increase.

A book entitled Japanese Patterns of Behavior explains why the Japanese work ethic is such an important part of the social customs of that nation (Lebra, 1976). The author asserts that the structure of Japanese society is such that hard work is expected and that a strong work ethic is taught from a very early age (Lebra, 1976). The author also argues that the Japanese work ethic was established because of the nation's historical dependence upon agricultural products (Lebra, 1976).

The book asserts that "role commitment, associated with either status or belongingness, receives cultural support from the internalized moral value of work. This work ethic, which is regarded as an equivalent to the Protestant work ethic, may relate to the historical fact that the aristocracy in Japan, compared with its European, Chinese, and Indian counterparts, has formed a less distinct cultural elite, less separate from the working mass (Hasegawa, 1966). The working man covered with sweat and dirt was a morally idealized figure that was fully utilized by the samurai elite of feudal Japan, who were parasitically dependent upon diligent peasants. In addition to such a social-structural explanation, some offer an ecological explanation for Japanese diligence: the dependence of wet-rice agriculture on intensive labor, leading to the equation of the more labor, the more yield (Koike et al., 1969)" (Lebra, 1976).

The tireless work ethic of Japanese employees has contributed greatly to the success of many of the nation's firms. For the most part, this success has been unrivaled. Not only do the Japanese maintain an unwavering work ethic, but the products created in Japan are also second to none in terms of quality and reliability.

American Management Theory and Work Ethic

Like the Japanese, Americans also have specific managerial theories and a strong work ethic, although many argue that the American work ethic and current managerial strategies are not as strong as they once were.

A book entitled The American Work Ethic and the Changing Workforce: An Historical Perspective explains that the work ethic of older Americans is much different from that of the contemporary generation (Applebaum, 1998). The book explores the American work ethic from the colonial period through the twentieth century. The author explains that "the colonial period was the time when the ideology of work, the American work ethic, took root, and that too has withstood the test of time. Americans still value work and still consider it an obligation to society, to oneself, and to one's family" (Applebaum, 1998).

The book also asserts that by the twentieth century, the industrial revolution had drastically changed the American economy and the manner in which people worked (Applebaum, 1998). The author explains that the American workforce became one dependent on mass production and mechanization, and that the nation also grew more dependent upon computers and information technology (Applebaum, 1998). The book states:

"The consequence of the change to a computer- and information-dominated society is that work and the work ethic is being redefined as the twentieth century comes to a close. Workers desiring good jobs require better education and need to be more flexible and prepared to change jobs as rapidly as changing markets for goods and labor change. In industries using new technologies, the work environment is in constant change due to new products. Companies with fast technological changes tend to employ workers with higher levels of education — the kind of workers who have more flexibility and the capacity for further learning." (Applebaum, 1998)

In addition to changes in the American work ethic, there has also been a marked change in the managerial theories governing American firms. During the nineteenth century and throughout most of the twentieth century, managers prided themselves on providing employees with lifelong jobs (Applebaum, 1998). During this period, American workers enjoyed a type of job security that is virtually unheard of in the twenty-first century labor market; this security prompted people to work harder and to be more productive (Applebaum, 1998). In today's society, many workers simply remain with a company until another offers them a better salary or more benefits, and American workers no longer possess that sense of loyalty that once accompanied job security (Applebaum, 1998).

Additionally, managers often fail to cater to the needs of workers and tend to make employees feel that they can easily be replaced. This managerial approach differs markedly from the one practiced in Japan, where managers take a special interest in the personal lives of workers. When American managers fail to view their employees as people with lives outside of the workplace, they have a difficult time creating a job environment conducive to high levels of productivity.

Conclusion

These differing notions are reflected in the managerial theories practiced in each society. For Japanese managers, the focus is on the overall needs of their employees, because ensuring that employees are satisfied is viewed as good for the company as a whole. American managers, by contrast, tend to concentrate on what makes them look good as individuals, which often results in a more impersonal style of management.

The purpose of this discussion was to compare and contrast Japan's management theories and work ethics with those of the United States. We found that historically both cultures have a strong work ethic, but that the American work ethic has been diminished in light of changes in technology. We also found that the managerial practices of these two countries differ in terms of their interpersonal appeal — Japanese management tends to be more community-oriented and personally engaged, while American management has increasingly become more impersonal and individually driven.

Applebaum, H. (1998). The American Work Ethic and the Changing Workforce: An Historical Perspective. Westport, CT: Greenwood Press.

Cutcher-Gershenfeld, J., Lin, W., Nitta, M., Moore, M., Barrett, B. J., Mothersell, W. M., Belhedi, N., Palthe, J., Chow, S. S., Ramanand, S., Inaba, T., Strolle, M. E., Ishino, I., Wheaton, A. C., Coutchie, C., Lee, S., & Rabine, S. (1998). Knowledge-Driven Work: Unexpected Lessons from Japanese and United States Work Practices. New York: Oxford University Press.

Kelly, G. M. (2000). Employment and concepts of work in the new global economy. International Labour Review, 139(1), 5.

Laws, J., & Tang, T. L. (1999). Japanese transplants and union membership: The case of Nissan Motor Manufacturing Corporation. SAM Advanced Management Journal, 64(2), 16+.

Lebra, T. S. (1976). Japanese Patterns of Behavior. Honolulu: University Press of Hawaii.

Lutz, T. (1996). "Sweat or die": The hedonization of the work ethic in the 1920s. American Literary History, 8(2), 259–283.

Mannon, J. M. (1997). Measuring Up: The Performance Ethic in American Culture. Boulder, CO: Westview Press.

Rhody, J. D. (1995). Learning from Japanese transplants and American corporations. Public Personnel Management, 24(1), 19+.

Streeter, W. W. (2003). The work ethic, pass it on. ABA Banking Journal, 95(2), 4.