Workforce Quality: Perspectives from the U.S. and Japan : International Symposium |
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American firms American managers basic Blue-collar workers career career-long training certification commitment conducted consensus Corporation countries cultural discuss economic education and training effective efforts employees environment evaluate example goals high school human resource development important improve in-house increase individual industry intellectual skills Japa Japanese companies Japanese employers Japanese firms Japanese managers Japanese workers Kanagawa Prefecture lifetime employment long-term Lynn Martin manufacturing Matsushita Electric ment microelectronics Motor Corporation needs Nippon Steel Nissan Off-JT on-the-job training percent personnel Perspectives policies Prefectural level private sector problems promote human resource Resource Development Promotion result retraining senior skill development skill levels Skill Test System skilled workers specific Structural Impediments Initiative Sumitomo Bank symposium team members Toyota Production System Trade Skill Test training OJT training programs training systems U.S. and Japan U.S. Department United vocational training white-collar workers work-based learning workforce quality workplace World War II
Popular passages
Page 9 - To the contrary, like the Germans, their explicit goal is to raise wages — often at the expense of other policy objectives. The effect, as in Germany, is to drive employers toward business strategies that enable them to make a profit with high cost labor.
Page 9 - Further, in Japan business strategy is almost inseparable from national economic strategy. The drive to world economic leadership has been an overriding Japanese goal for 40 years or more.
Page 10 - Workers in Japanese firms are expected to do whatever kind of work is required to make the firm successful.
Page 11 - In the end, it is the collective skill of the work team that forms the basis for the success of Japanese firms.
Page 11 - Schools can hardly afford to recommend someone not up to the employer's expectations for fear of souring an important relationship.
Page 10 - Because of these practices, frontline workers in large Japanese firms eagerly embrace changes in work organization and job assignments that management believes will result in higher productivity and increased competitiveness.
Page 11 - The result is a high rate of productivity growth, excellent product quality, and great flexibility.