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U.S. And Japan economic
I have chosen lifetime employment as the observable feature of Japanese and U.S. economies to be analyzed and described. As we are probably aware, the employment span is quite different in Japan with respect to the United States. In Japan, employees are generally recruited from college or university by the company, usually have a residence period while still in the university and, for the most part, spend their entire life working for the same company. This means that they start their way at the bottom and usually reach higher positions in the company late in their life (over 50 years old anyhow).
In the United States, the procedure is somewhat different. It is quite uncommon for a person to spend more than a few years within a company. If they do so, it is either because they have not found a better position elsewhere...
However, the most important feature here is that age is no issue, although we do tend to have CEOs in average at over 35 years old.
From the two descriptions above, we can draw several conclusions about the social and cultural factors and patterns that influence these attitudes. One of them is certainly age. In the Japanese society, this is the basic factor on which promotion decisions are made. You can be an extremely good employee, if you have not reached the necessary age, you will not be promoted in a higher position within the company. The creed of the Japanese society is that older people are much wiser and much more able to make decisions at a higher level. It is also the…
Japanese companies have had to focus more on generating revenue for shareholders. There is less deference to authority and past company image. Long-term stable employment is less reliable, but still employment fluidity is less marked than it is in the United States. The seniority system remains, although industry analysts predict wage differentials will widen, terms of employment and working conditions will become more individually specific, and awards systems will
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