MOTIVATING & LEADING
Income is the most important motivating factor for Japanese.
It holds far greater importance than any other factor. Work is also
more important than other things. Japanese work until the job is done not
at 5 p.m. like in the United States. The Japanese are also motivated
by companywide or groupwide goals. Teamwork, productivity, long-term employment,
and dedication to the company also motivate Japanese employees.
Leaders in Japan delegate authority despite the very participative
decision-making culture of the Japanese people. Managers have a high
level of drive and responsibility that encourages this authoritative behavior.
Most successful businessmen use the art of Zen as a guide instead of western
management practices. Zen promotes the pursuit of common goals or
selflessness. Zen also influences "continuous improvement" and "behind
the scenes consensus-building".
Incentive / Reward System(s)
The Japanese base their reward system on seniority, gender,
and marital status (married men receive the highest compensation).
Cash incentives are limited because the Japanese frown on rewarding the
individual. They believe rewarding the individual encourages competition
rather than the desired group cooperation that the Japanese value in society
and within the corporate world. Promotions are based on age and not merit.
Deresky, Helen. International Management. Prentice-Hall, New
Miyakoda, Tooru. Interview, February 2002.