Decision-Making Japan by Ruth Taplin

Author:Ruth Taplin [Taplin, Ruth]
Language: eng
Format: epub
Tags: Social Science, Ethnic Studies, General, Regional Studies
ISBN: 9781138967274
Google: Ek4dvgAACAAJ
Barnesnoble:
Publisher: Routledge
Published: 2013-10-23T00:52:45+00:00

Training Policies

This tendency to be frugal is seen in the way Japanese companies are loath to spend money unless they absolutely need to do so. This is reflected in Japanese companies in the City who make immediate cutbacks as soon as there is any hint of recession, especially in training programmes for non-Japanese staff. This is in line with the Japanese perception of Western employees. Money spent on non-Japanese or gaijin is money wasted because the non-Japanese employees do not tend to be loyal, seeing money and benefits as their main motivation and seeking employment from those who provide the most benefits.

This feeling was reflected in the case of one well-known Japanese bank in the City in which one of the promising British managerial employees decided to take a year off from his duties and to travel around the world for a year involved in a Royal charity fund-raising scheme. The attitude of the Japanese management to his application and acceptance in this scheme was not delight that they had been chosen for such an honour but anger and hurt. They felt that this employee had accepted training and appeared to want to stay with the company for a prolonged period of service but had now changed his mind. The Japanese management expressed anger and bitterness even though the cause was a worthwhile one. They decided that this person should never return to their company again. What the Japanese perceived as loyalty is obviously an aspect of their decision.

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