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2015 | OriginalPaper | Buchkapitel

12. The Study of Career and Promotion Systems in Japan

verfasst von : Ryoko Sakurada

Erschienen in: Japanese Management in Change

Verlag: Springer Japan

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Abstract

This chapter shows the need for a new career framework that assumes a delayered and flat organizational structure and an unstable business environment. Traditional organization and career research investigated the framework of growth and stability in the middle and latter twentieth century. However, a highly unstable global business environment has resulted in company downsizing and delayering. The delayering organizational structure has caused a new relationship between organizations and individuals. We assume that it has led to the career plateauing of middle managers, though few previous studies, especially in Japan, have examined the relationship between the delayered hierarchies and career plateauing. This study surveys this topic and determines which organizational factor and HRM practice can help plateaued managers succeed in Japanese companies.

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Vorheriges Kapitel Leadership Skills for Enhancing Subordinates’ Ability to Learn from Experience

Nächstes Kapitel A Discussion of the Development of Work-Life Balance in Japan: From Quantity to Quality and Diversity

Section 12.2 and 12.3 is based on a discussion of the section 2 of Sakurada (2014). 12.2 and Fig.12.1 are based on updated data.

This figure is based on the data of CiNii Books search engine (http://ci.nii.ac.jp/books/, Cited 1 March 2014) with the keyword “career.” We count the books with the keyword “career” in Japanese.

We can find Japanese books with the keyword “career” only from the 1960s. The data of Gunz and Peiperl (2007) indicates that there are books with the keyword “career” before the 1960s. Compared to these data, we can say that career is a fairly new concept in Japan.

This survey was sent to managers in the departments of human resources and general affairs of 2,000 companies between October and November 2002 to study the change of company organization and its influence on work and ways of working (valid response rate: 6.05 %).

Yamamoto revised this book three times. The first edition is published in 2000, the second one is in 2001, and the third one is in 2003. Yamamoto (2006) is the fourth edition of the book.

This survey was sent in 2006 with JMAM and Prof. Mitsutoshi Hirano of Kobe University. We asked the chiefs of HR division about payroll numbers, the delayering of hierarchies and HRM (Reward system) of this analysis model. We asked middle managers about other questions of this analysis model, for example controlled variations, the degrees of the delegation of power, and career plateaus.

The questioner surveyed other variables for career plateaus as well. Thus, we will investigate other type of career plateaus in other papers.

This study matched HR division data and middle managers data. Following this procedure, we used 300 middle managers data in this annalistic model.

Of course, in the future, boundaryless, and job-hopping careers may become more popular for Japanese employees. Therefore, we hereafter will have to examine whether more boundaryless career will appear even in Japan.

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Titel: The Study of Career and Promotion Systems in Japan
verfasst von: Ryoko Sakurada
Verlag: Springer Japan
Buch: Japanese Management in Change
Print ISBN: 978-4-431-55095-2

Electronic ISBN: 978-4-431-55096-9

Copyright-Jahr: 2015
DOI: https://doi.org/10.1007/978-4-431-55096-9_12