The Discrepancy of the Social Organization of Human Resources Factories

Abstract

If we compare the social organization of factories in Japan and in the United States, then there is a discrepancy which can immediately be noted and continues to dominate and represents a large part of all the differences between the two systems. At any level of Japanese factory organization, at the time of the company for the rest of his remaining career. The company will not dismiss him even if only temporarily, except in the usual broad circumstances. He will not leave the company to work in another industry. He is a member of the company in such a way as to resemble membership in a family; fraternal organizations and members of personal and intimate groups in the United States. This lifelong commitment is well-proven because there are rarely exceptions, and the permanent relationship between workers and companies that imposes duties and responsibilities on both workers and employers differs from the employment practices and employee-company relations that exist in the United States. The difference between the two systems is of course not absolute, only a matter of level. The reluctance of workers to leave the company on the one hand and the reluctance of the company to lay off workers on the other, are constant factors in American relations; Japanese companies will lay off workers, and workers sometimes also leave work. However, the differences are quite large, and the consequences and implications will appear repeatedly throughout the description of this great Japanese factory