Motivation in a management system is the basic foundation and the ultimate measure for success. Most importantly, the stimulation, direction, and the control of a person’s will to work are exposed in the progress of nations, industries, and firms.
Shifting to the corporate scene, Japanese executives often express concern about the increasing demands of employees for work-related and inner satisfactions. The work attitudes toward work between the ‘young’ and ‘old’ differs as the generation gap widens. There is much concern these days among older Japanese that young people are changing the nation’s traditionally strong work ethic. Even though these young workers are still hard working, there is fear that their loyalty to the company may be slipping. This can lead to concern that the younger generation lacks the values that built Japan’s success: dedication, loyalty, selflessness, and cooperation.
It’s difficult to translate the theoretical discussions of motivation by Japanese scholars into a language and form that all other countries would understand on a widely basis. Fortunately, the Japanese have related to two Western theorists. They are A. H. Maslow and Frederick Herzberg. With some adjustment, these theories seem to fit quite well. For example, in such affluent societies as Japan and the United States, the Maslow theory of ‘prepotency’ of needs has equal application. In both countries, the vast majority of citizens generally satisfy the lower level of biological and safety needs. For that reason, it is a driving force that the citizens desire to focus on meeting the higher level of ego, social, and self-fulfillment needs. These needs are universal, though the means to meet them may vary widely among management systems.
Similarly, if we look at Herzberg’s two-dimensional motivation theory, with a few adjustments, it is applicable and helpful in the Japanese situation. Several ‘maintenance factors,’ such as peer and supervisory relations, are important enough to be shifted to the ‘motivator’ category. Motivators, such as achievement, advancement, and recognition, need only to be expressed in groups rather than individual terms to fit the collectivism of Japanese corporate life. Herzberg feels that latter needs are expressed in confusing code words like tradition, rights, participation, and quality of work life. However, to satisfy the basic managers, one must accept human needs of employees as an essential prerequisite to reaping the benefits of a truly motivated workforce.
The single source of motivation mentioned most frequently was the seniority wage and promotion system. Since Japan has lifetime employment, every person can look forward to a secure career with normal progression and salary increases. Therefore, each employee may devote his or her full energy to achievement of group and corporate goals. When the goals have been reached, it results in an end product of motivation.
Less frequently mentioned motivators still having a distinctly Japanese flavor include: drinking with fellow employees; personal, friendly leadership; an ‘at home’ and friendly atmosphere; overnight excursions; job rotation; and company sports programs. The quality of supervision, and the friendship and respect of one’s peers, appear large among the factors contributing to the high motivation level of Japanese workers.
Japanese business organizations use the principle of equality to motivate employees to compete and simultaneously to cooperate with one another. A good point that should be made is that individuals in Japan do compete. The interpersonal competition is aimed at gaining the more desirable position assignments and special considerations in long-term career development rather than at getting an immediate promotion or salary increase.
The other source of corporate vitality this executive considers of prime importance is the separation of ownership and management. Individual shareholders in Japanese corporations have little interest in active intervention in corporate affairs. Japanese managers are also attempting to create an environment where all employees identify their own interests with those of the company and are motivated to strive actively for the goals of the organization.
Systems and standards for performance appraisal vary among companies in Japan as they do among companies of any nation. At the subjective end would be an annual review by the supervisor in brief and descriptive terms. There would be no follow-up with rates, and management would make decisions concerning salary and position changes unilaterally. Nevertheless, like every company, this approach has many problems. The validity of factors considered predictive of future performance, lack of reliability among raters and over time by the same rater, personal bias and favoritism, and other factors along the lines of that is questionable.
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