Effects of diversification of career orientations on management systems in Japan

Abstract

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.