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Effects of diversification of career orientations on management systems in Japan
Author(s) -
Sakakibara Kiyonori,
Kusunoki Ken
Publication year - 1993
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930320407
Subject(s) - diversification (marketing strategy) , perception , business , work (physics) , marketing , management , public relations , political science , economics , psychology , mechanical engineering , neuroscience , engineering
Until a few years ago, when compared to employees in countries of the Western World, Japanese employees entering an organization tended to have similar values and to stay in that organization rather than switching from one organization to another. That fact, however, has been changing. This article discusses the effects of this diversification of career orientations in young Japanese people. The main focus is on the effects of diversification on employment choice, the individual's decision‐making as to which kind of employer to work for, and on the differing perceptions of management systems. © 1993 by John Wiley & Sons, Inc.