Abstract
Japanese companies encourage a one‐to‐one apprenticeship style training, in which social activities form an integral part, loyalty being slowly nurtured through the junior manager's relationship with his immediate supervisor. Examples of staff development within automobile, steel and food companies show that once the subordinate has outgrown the apprenticeship role, the one‐to‐one bond diffuses to a generalised, company‐directed loyalty. The training is so company‐specific that it does not produce malleable human capital, a problem which may need to be faced as Japanese companies continue to reduce the workforce in response to the post‐1970s oil crisis recession.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
