Japanese Trade Union Movement

Regarding the practice of long-term manipulation, darn some people urge Japan to adopt American-type anxiety practices and short-term employment contracts; Rengo defends the rationale for long-term employment and separate corporate decisions based on long-term interests.

According to Inoue, take - management relations in Japan move over non changed to any significant extent from the previous two decades. The basic characteristics of enterprise - familiarity-based unions, a seniority-based engross scale, a spring pains offensive involving annual negotiations over compensation increases, and long-term employment and in some cases lifetime employment fastens remain the indwelling characteristics of the Japanese labor market. Partnership and cooperation between labor and management, which have developed steadily over many years, remain strong. This relationship is the base of the Japanese corporate system and for Japan's economic growth.

Inoue writes that in the context of continuing economic problems in Japan, there is blackmail to adopt what is referred to as a new market doctrine. on that point is also a school of thought that relates the causes of Japan's economic stagnancy to the traditional practice of lifetime employment. No social reap is overtly hostile to trade unions in Japan. However, the market approaching seems to be gaining influence, even though unemployment is rising and widening engage discrepancies are observed

DeMente, B. (1994). How To Do Business with the Japanese. Lincolnwood, IL. NTC Business Books.

Another difference between the Japanese and British approach to labor relations involves the strategies that management uses to precedent determine. There are fundamentally two strategies; responsible self-direction and direct control. Direct control involves close supervision of employees by management. The direct control model views the organization and its employees as a kind of machine in which output can be optimized through the application of scientific management principles. Direct control can involve discipline that is characterized by threats of dismissal for woeful performance and a refusal to delegate self-direction or spot to individual union employees.

This direct control strategy is a lot seen in unionized companies in Britain. In contrast, responsible autonomy involves an effort to mobilize labor by delegating to employees the leave to control their work provided they work in a style that benefits their employer. Ironically, adherents to the direct control model and the responsible autonomy model of management each believe their strategy will upshot in the best results in terms of organizational performance.

The guarantee of lifetime employment eliminated the fear among employees of losing their jobs to automation, and employees were quick to realize that with wage increases tied to corporate profits that automation and labor thrift devices would result in the company becoming more juicy and better able to offer pay increases. An added benefit was that the chop-chop the company grew and the more profitable it became, the more likely it was that the company would not go out of melody leaving workers scrambling to descry work in other firms in an society in which seniority is not transferable from one company another. In other words, if a company were to go out of business as a result of a prolonged dispatch or work slowdown resulting from actions in
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