The U.S./Japanese HR culture clash

Article Abstract:

American human resources managers employed in US-based Japanese companies are adjusting to Japanese human resources management principles. Unlike American corporations, their Japanese counterparts value teamwork over individual performance as exemplified by the practice of consensus building. Furthermore, the Japanese hire employees based on their attitudes instead of experience, a characteristic trait that US companies look for in applicants. Also, benefits and salaries of employees in Japanese-owned firms are based on loyalty and not on individual merit. Training in Japanese corporations are less formal than their US equals and tends to be general in nature, incorporating various areas of operations. Lastly, the Japanese have high regard for senior employees regardless of their contribution. Nevertheless, Japanese corporations are slowly adapting to the accepted human resources management system in the US because it is requirement for survival and profitability in the US market.

Human resource management, International business enterprises, Multinational corporations

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The light before the dawn: the origin of quality Japanese products during the 1920s

Article Abstract:

The influence of such prominent experts on scientific management in the US as Frederick W. Taylor, Lillian Gilbreth, Harrington Emerson, Carl Barth and Horace Hathaway played an important part in Japan's economic renaissance during the 1920s. The management techniques of these leading US authors were used by Japanese managers in manufacturing the high-quality products that made Japan famous the world over during that time. These techniques are still relevant today.

Research, Production management, Influence, Industrial management, Taylor, Frederick Winslow

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