BRITISH EMPLOYEES: RESPONDING TO JAPANESE MANAGEMENT PHILOSOPHIES

Abstract

Japan's industrial success has opened new opportunities in the area of business research and has generated particular interest in ‘the Japanese way of doing things’. One specific area of concern has been that of job satisfaction and its relation to productive achievement. The study carried out in the United Kingdom involving one American, two ideally‐matched Japanese subsidiaries and one British company, all involved in television manufacturing, refutes certain stereotypes about Japanese management. First, the study revealed that the two Japanese companies employed distinct personnel policies which were reflected in the differences in job satisfaction registered by their employees. Second, it showed that the paternalistic personnel policies instituted by one Japanese company were not preconditions for its high productive achievement but, selectively applied, generated appreciative feelings among its British work‐force.