The main subject of management in Japan is labor. The goal, set by a Japanese manager is to increase the effectiveness of the company mainly due to the increased productivity of employees.
Japanese management style is based on the belief and not coercion of workers. The chief does not separate himself from the mass of subordinates, his task is to guide the work being done by others, and to promote interaction between employees, provide them with the necessary support and help to form harmonious interpersonal relationships, called "leveling mentality." This phenomenon determines some aspects of labor motivation in Japan. As we know, Japan has a system of "lifetime employment." It takes a special place among the means of motivation in Japan. A firm provides regular personnel with employment guarantee, direct professional training, and additional benefits.
Japanese firms spend on payroll about 85% of all the funds meant to be spent on labor, which is much more than in other countries. Monthly income is supplemented by bonuses paid 2 times a year and consists of tariff income given for fixed working hours and overtiming. In turn, the tariff income consists of wage rates and allowances for it. In many companies, about 10-15% of monthly salary of ordinary workers constitute overtiming payments. Monthly income is spent mainly on current expenditure, annual – on durable goods and savings. Severance payments provide employees with a normal life when retired. If a senior employee remains alone, the company takes care of him, and in the case of his death bears all the costs of burial.
A relevant range of benefits and services of a social nature, which each firm is committed to provide its staff with, operates in Japanese companies. Those are severance payments and pensions, health care, housing and subsidies for its purchase and payment, meals during the working day, sports entertaining events, personal insurance, ensuring occupational injuries, so-called natural benefits (free provision of goods, often is done by the company), assistance in obtaining education for family members of employees of the company, non-cost price subsidies and other services. In addition, there is a specific form of activities among Japanese firms to which they attach great importance, such as greeting workers with family holidays and expression of sympathy on the sad events in life.
There is an interesting fact that, according to the Japanese, since people differ in their natural sources, the work has to be assessed by their capabilities and award has to be mostly the same as everyone contributes to work with something he can. The criteria for work assessment are: the attitude towards work, accuracy, interaction with colleagues, focus on the implementation of production tasks.
Thus, the main components of labor motivation in Japan are a system of lifetime employment; informal interpersonal relationships of employees; collectivism in work; rotation of staff; corporate philosophy, labor morality. All components act in a complex that enhances the overall labor activity of people, which is a positive experience in the world. These factors could be used at Ukrainian enterprises, but each of them requires specific prior training, both for the person and for the environment in which he operates.
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