In the U.S., IDV reaches a very high level, which means that the society has a more individualistic attitude and is characterized by relatively loose human relationships. The high MAS level in the U.S. reveals the fact that there is a higher degree of gender differentiation of roles. Same as in the case of Japan, it means that the female population in the U.S. tends to be more assertive and competitive.
Although the workforce in Japan is quite different from that in the U.S., a series of transformations can be observed in the Japanese market. These changes can be observed in younger employees, which try to adapt to the modifications determined by Western companies doing business in Japan. Therefore, employees of an older age in Japan tend to respond to motivational factors like security and job stability, and are less willing to change jobs, while younger employees are stimulated by wages, by diversity, and by a series of challenges that their job provides them (Gross & Lepage, 2001).
Also, traditional human resources strategies in Japan focus on employees working as a team. But younger employees seem to prefer strategies that encourage and support individualism. Such strategies that encourage individual approaches are characteristic for the U.S. Traditional human resources strategies in Japan focus on rewarding employees that respect rule and follow norms of behaviors approved by the company. Strategies in the U.S. are based on rewarding productivity and efficiency.
Modern strategies in Japan follow this example, by rewarding performance.
There are differences between the two countries regarding the recruitment and selection of personnel also. The Japanese recruitment and selection process is characterized by less transparency than the same process in the U.S. However, more and more companies in Japan are beginning to develop and implement recruitment and selection strategies based on the skills and knowledge of candidates.
Traditionally, Japanese companies used to recruit potential candidates from college graduates. Such employees benefitted from training programs within the company. But currently, companies are orienting towards candidates with experience in certain fields (Gross, 1999). Also, they are willing to increase the salary level in the case of experienced workers that can contribute to gaining competitive advantage. There are several differences between the Japanese and the U.S. workforce and the strategies applied in this field, but the Japanese culture seems to adapt to the approaches developed by other countries.
1. Geert Hofstede Cultural Dimensions (2009). Retrieved January 22, 2011 from http://www.geert-hofstede.com/hofstede_japan.shtml.
2. Gross, a. & Lepage, S. (2001). Japans Labor Market: An Overview. Retrieved January 22, 2011 from http://www.pacificbridge.com/publication.asp?id=26.
3. Gross, a. (1999). New Trends in Japans Recruiting Practices. Retrieved January 22, 2011 from http://www.pacificbridge.com/publication.asp?id=23..