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For example, one study found:

- Japanese office workers may be much less satisfied with their jobs than their counterparts in the US, Canada and the EU.

- Americans, who reported the highest levels of satisfaction in this study, were satisfied with the challenges at work, the opportunity to work in a team, and the ability to make a significant contribution at work. Japanese workers are the least satisfied with these three factors.

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Besides the importance of work value for human resource promotion across cultures, another interesting contrast is job satisfaction.

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Satisfied with the job

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job’s content

- the methods that are used on the job

- the way in which the job relates to other jobs in the organization.

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Job design

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In societies where people believe that much of what happens is beyond their control, this theory may have less value.

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Effort will lead to performance -> performance will lead to specific outcomes -> the outcomes will be of value to the individual.

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Expectancy theory

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The U.S

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Japanese

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For example, while many American companies prefer to use a merit-based reward system, companies in Japan, Korea and Taiwan, where individualism is not high, often feel that This reward system too breaks corporate culture and traditional values

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Sometimes these are of a financial nature such as salary increases, bonuses and stock options.
In other cases, the difference is greatly explained by culture.

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Managers everywhere use rewards to motivate their employees.

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Leadership style

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Reward

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More and more Japanese companies are trying to push the mandatory retirement age from 60 to 65 and, with the exception of workers in the United States, Japanese workers work the longest hours.

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Japan has the highest concentration of work, followed by moderately high for Israel, medium for the United States and Belgium, moderately low for the Netherlands and Germany, and low provided to the UK.

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Provides important insights into how to leverage human resources in different cultures.

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The U.S. managers focused on opportunities

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Japanese focused very heavily on problems

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U.S. executives are taught and tend to use variety reduction, which is the limiting of uncertainty and the focusing of action on a limited number of alternatives

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For example, British managers tend to use a highly par- ticipative leadership approach.

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Japanese executives are taught and tend to use variety amplification, which is the creation of uncertainty and the analysis of many alternatives regarding future action.

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The U.S. leadership approach is almost the opposite

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Japanese leadership approach is heavily group-oriented, paternalistic, and concerned with the employee’s work and personal life.

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Centrality of work:

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Younger Japanese fall into this category only for sharing information and objectives and in the use of internal control

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The most effective way to control employees: through rewards and punishment or that employees respond best to internally generated control

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Younger U.S. managers appear to express more democratic attitudes than their older counterparts on all four leadership dimensions

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The leader support participative leadership practices

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In Japan, the profile is quite different.

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Large U.S. firms tend to be more democratic than small ones

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The Haire and Associates study

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Subordinates need only receive complete and detailed instructions in order to perform their duties, or more general instructions are sufficient,
and that subordinates can use their initiative to iron out the details

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Most people can develop traits like initiative independent of their innate abilities and traits (Theory Y)
or that most individuals prefer to be guided and have little ambition (Theory X).

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The U.S

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Japanese

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Internal control

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How senior-level managers process information and learn.

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Participation

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Sharing information and objectives

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Managers have a basically different philosophy of managing people

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Differences between Japanese and U.S.Leadership Styles 	  	 

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Differences between Japanese and U.S.Leadership Styles 	  	 

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Leadership in the International Context 

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Leadership in the International Context 

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Capacity for leadership and initiative

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 Attitudes of European Managers toward  Leadership Practices

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 Attitudes of European Managers toward  Leadership Practices