For the past decade, I have offered training and held lectures on how Japanese companies manage human resources for many foreign workers and international students, including from global companies and business schools in Japan and Singapore.
When I ask attendees about their image of Japanese companies, they often mention things like “the seniority system,” “lots of overtime,” and that “loyalty to the company is required.” Despite some positive comments such as “stability” and “high technological capabilities,” the overall impression is that it is tough to work for these organizations.
Why so? One key answer lies in Japan’s different employment systems and their opaque structures and goals — almost none of the people I teach are able to put their finger on what distinguishes them from foreign ones.
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