Japanese manufacturing techniques

Abstract

Japanese human resource management, particularly as manifested in Japanese manufacturing companies, has undoubtedly been seen as highly successful. This paper analyses how and why it has developed into such a commanding position. It looks at the cultural contexts of new means of production and analyses factors contributing to its success using examples and case studies drawn particularly from Japanese motor manufacturing. Japanese human resource management policies and techniques as well as production techniques have been emulated by many non-Japanese manufacturers, although there is great selectivity in the adaptation of techniques. It is also difficult for researchers to attribute direct causal influence.

Nevertheless, the influence continues and this paper goes on to examine the impact upon workers and the design of work these techniques are having. Empirical evidence is examined.

The paper ends with a plea for work and organizational psychology to complement its traditional natural science paradigm and neo-positivist approach with a multiperspective, ethnographic, and qualitative methodology.