Chapter 1: The Competitive Pressures of Globalization and theMotivation Crisis
The Motivation Crisis
The Global Fall in Motivation: Objective Indicators/ Trends to the Present/ Motivation and Economic Growth
Increased Expectations and Workplace Reality
Conclusion
Chapter 2: Japanese Management: Changes and Survivals
What is Japanese Management?
Corporate Practices Supporting Japanese Management/ Origins and Historical Background
Organizational Management: Ideal Types and Current Practice
Personnel and Employment/ Internal Decision-Making
Performance-Based Management
Introduction of the Concept of Job-Based Pay/ Introduction of Performance-Based Management/ Course Correction: The Move to Multi-Layered and Selective Use of Performance-based Management/ Moving toward Mix-and-Match System
Operational Measures to Improve Japanese-Style Personnel Management
Demotion/ Promotion of Non-permanent Employees to Permanent Status and a Shift in Emphasis from Hiring Non-permanent to Permanent EmployeesChapter 3: Intercorporate Networks and Corporate Governance: The Present and Future
The Diversity of Capitalism and Comparative Institutional Analysis
Classifying Different Types of Capitalism/ Two Models of the Market Economy/ Japanese Capitalism: Its Characteristics and Relationship to Other Types of Market Economy
The Fate of the Keiretsu
Characteristics of Japanese Keiretsu/ Keiretsu: Changes Since the Bubble/ What the Future Holds
Corporate Governance
Japanese-style "Insider" Corporate Governance/ Changes since the 1990s and Future Changes in Boards of Directors
Chapter 4: Japanese Management: Strengths to Preserve
Social Capital and Japanese Management
Japanese Organizations and the "Ie" System/ Social Capital and the Development of Corporations/ Inward- and Outward-Oriented Social Capital
The Organizing Principles of Japanese Corporations: A Combination of Collectivism and Rationality
The Four Strength of Japanese Management
Trust and the Norms of Reciprocity/ The Human Relations Approach that Satisfies Employees' Social Needs/ Egalitarianism and On-site Management/ Innovation Advantage
Conclusion
Chapter 5: International Transferability and Adaptability
Lean Production System and Its Expansion Overseas
Japanese Manufacturers' Experience of Success/ A New Evaluation of Lean Production
The Human Side of Lean Production: Reconciling Human Needs and Efficiency
Employment Security and a Lean Workforce/ Trusting Management and Care
ful Recruitment/ Avoiding Team Rivalries and Antagonism Between Teams and Management/ Incentives/ Coping with Boredom/ Community Spirit, Family-like Consideration, and Relationships of TrustGlobal Adaptability of the Lean Production System
Chapter 6: A Hybrid Model of Human Resource Management
The Multi-Layered Hybrid Model: Combining the Best of the Anglo-Saxon and
Japanese Model
Executives/ Gold-Collar Employees/ Blue-Collar, Clerical (Lower-level White-Collar), and Service Employees [Permanent Employees]/ Blue-Collar, Clerical (Lower-level White-Collar), and Service Employees [Non-permanent Employees]Conclusion
About the Author: Satoko Watanabe is Professor of Sociology and Management at Chuo University in Tokyo, Japan. She has taught at International University of Japan and subsequently at Sophia University, where she was Professor of Sociology. She received her undergraduate degrees from University of Tokyo and Western College for Women in the United States and her M.A. and Ph.D. in sociology from Boston University.
