Need help on culture differences
Craig D
44 Posts
We are a privately owned Japanese corp. We have 3 plants in the USA. The U.S. operations were managed by an american vice-president until he retired. We now have a Japanese vice-presidnet here from the parent company. The problem is that he doesn't understand the difference in American and japanese work culture. For example instead of merit increases every one gets the same, instead of flex lunch times every one must take lunch at the same time, and etc.
What I am looking for is some publications, data or anything else that the 3 Human Resource Managers can use to try and explain the differences. Speaking with him does not seem to work. If any one has been through thsi or has any ideas please let me know.
What I am looking for is some publications, data or anything else that the 3 Human Resource Managers can use to try and explain the differences. Speaking with him does not seem to work. If any one has been through thsi or has any ideas please let me know.
Comments
Good luck and let me know in six months if I was wrong.
CHINEESEE OVErtiMe too? ;;)
They know. They don't care.
$$$
2) I told her once that it is a violation of law to not return to work a woman out on FMLA for childbirth. Her answer: Don't care for that. My company. You tell her she fired.
This was a constant daily battle. Both of them have masters degrees. His is in economics and hers is in marketing. They know the law. They understand the ramifications. They simply do not care and often the company is their personal cash cow and plaything.
They would go to court at the drop of a hat and spend two years in litigation rather than settle for 15 thousand.
I'm guessing your employees are non-union, so their leverage is very limited. Now certainly high turnover, poor production results, etc. will get the attention of the parent company, but odds are they'll just send in another clone.
Your two examples of equal pay increases and a set lunch hour may be different, but I'd be more worried about bigger issues like lay offs, pay cuts, reduction in benefits, job eliminations, etc.
Learning to work for a new boss is a basic employment requirement from the beginning of time. Some of us are currently bosses and expect our employees to do it our way, because we have bosses too who expect us to do it their way. Your employees are unlikely to change you any more than you can change your boss.
Well, enough soap box talk from me. Good luck to ya. It'll work out.
You import the idea that workers should be treated as value-less robots, and you eventually have a union. And the cycle repeats itself.
There have been three attempts, each has failed. You may be right that this is the way to approach it. But, even if you convince him of that, he will have a Japanese approach to solving the problem with an American workforce.
Best of luck.
BUT, my earlier point was partly to suggest you pick your issues to fight for. You indicated hiring freezes and using Temps, so job security would seem to be a concern. Yet, there are pay raises, albeit modest ones, so not all is bad, especially where job opportunities may be limited without traveling to Chattanooga.
Changing a mind set makes sense. The question is which side must adjust. Maybe there is a middle ground of understanding. Good luck.
Job security is a very good point to pursue in the union avoidance area. I have been discussing this thread with our HR mgrs. in MI and KY and we will be putting together a presentation for the VP.
Thanks to all of you for your input it has been a hugh help. Also thank you to Carole for the email.
I will keep every one advised to how this progresses. Thanks again.