This research aimed to study the cultural environment of Japanese companies in Japan under the cultural workplace context that influences Thai employee motivation working in Japan. The research results found the various influencing factors on their motivation to stay and work in Japan. Thai senior and junior employee in Japan faced cultural issues in different ways which also depends on the ages, experience of the employee and the size of the company.
This research provides a recommendation for the Japanese organization and Thai employees working in Japan to improve their understanding, prevent conflicts within the organization, and create a healthy workplace environment for both parties. The purpose of this research is to examine the Japanese cultural conflict in the workplace that affects the motivation and discouragement of Thai employees living in Japan. Cultural conflict will be explained and described in terms of workplace motivation towards the Thai employee.
Finally, an interview result will identify the perceptions of Thai Senior and junior employee working in Japan towards the Japanese workplace culture. This research will benefit the Thai and foreigner employee in Japan and Japanese organization in Thailand and Japan to know the main factors that affect employees' work motivation in the Japanese organization.
LITERATURE REVIEW
The Japanese behavior in the workplace can cause confusion and frustration for non-Japanese as follows;. The origins of the Japanese aversion to pride or recognition of individual achievement is the relationship with Japanese collectivist mentality. The relationship between private and public itself has been described using the Japanese paired term which is.
The reason behind hiding real intentions is derived from social pride in Japanese culture and social expectations. The Japanese approach to discipline is dominated by the awareness of shame or disapproval by others, rather than by feelings of guilt. Kagawa, 1997) However, the foreign subordinate discovered that it is rarely difficult to accept Japanese superiors.
Name-calling fits into the bigger picture of the Japanese people and business culture because the characteristics of the Japanese people are high achievement, high uncertainty avoidance, and low tolerance for mistakes. Reservation” is the modest way the Japanese talk about inner members to people on the outside.
RESEARCH METHODOLOGY
- Sample
- Research Design
- Data Collection Method
- Data Analysis Method
- Outline for Interview
- Physiological and Safety needs
- Social and Self- esteem needs
- Self-esteem and self-actualization needs
It may provide additional details or a real-life example that will be useful and supportive of the research statement. In order to answer the research question, the research will collect data using a qualitative method with the open questions. The data was collected and stored by voice recordings and will be transcribed for research findings and study purposes.
To analyze the respondents' data, the research will be conducted by applying the data value coding to represent the derived values such as respondents' attitudes and beliefs towards Japanese workplace culture. To increase validity, respondents' data will also apply a proof technique to check the answer by offering different numbers of questions that fall under the same content and topic. This research will be conducted using three different sets of questions related to the level of motivation according to Maslow's theory of motivation.
The difference level in each motivation theory will be linked to the cultural context which is mainly emphasized on the Japanese workplace culture and style. How do you feel about the term "never good enough" or the perfectionist idea among Japanese at your organization?.
FINDINGS
Another influencing factor is benefit and compensation or physiological needs in Maslow's theory. Due to the high salary and benefits, it is difficult for them to return to their homeland. 2 out of 15 respondents said they wanted to learn a skill in the most disciplined country in the world.
When they return home to Thailand, upgrading their resume with the Thai job market will be a great experience. 2 out of 15 respondents said that great support and respect from a Japanese colleague and boss can motivate their working life in Japan. They mentioned that excellent teamwork and a sense of acceptance is essential to accomplishing the work's conclusion.
However, some respondents are concerned about the cultural dimension as an important factor for living and working in Japan.
Key influencer to Thais employee's motivation in Japan
The result of Thais senior and junior employee toward to Japanese workplace culture in Japan
- Lifetime employment
- Seniority system
- Consensual decision making
- Quality cycle
- Tatemae-Honne (Private self/ Public self)
- Scolding
- Reserve
To enhance career development through a rotation program, the junior level must have been with the company for 3 years or more, as is the company's policy. The seniority system in Japan motivates Thai employees to stay with the organization if the senior supports them and cares about their feelings. In addition, E15, E7, E8, E11, E14, and E15 said they were asked to do unnecessary work such as cleaning the desk, making a restaurant reservation, and using polite Japanese words to indicate senior status.
Consensus decision-making can motivate a Thai employee as it creates a sense of belonging to a group. E4 said that she likes to participate in the quality cycle, but when the content of the quality cycle focuses on details such as color and font for presentation, which is part of taking action to improve something. E5, E8, E10, E11, E12, E14, E15 said they were very frustrated when trying to establish clear communication by phone call or email to ensure their genuine intent.
15 Thai employee respondents do not believe that scolding can motivate the employee to understand the company and collaborate faster and easier. E6 said the reason they are reluctant is to present the envy and jealousy in the company.
Summary
Tatemae-Honne creates the unclear communication that will slow down the workflow or redo the work. Therefore, lifelong employment culture and pressure of seniority system do provide the discouragement to Thai junior employee in Japan. However, consensual decision-making culture and quality circle culture may discourage Thai senior employee in Japan.
Tatemae-Honne also accomplishes the consensual decision meeting and quality cycle project because they are alert to other thinking, usually providing indirect words and ending with unclear communication. However, the interview found that the fact that Japanese are reserve action does not motivate or discourage Thai employee in Japan. Finally, Thai senior's motivation cannot reach the self-actualization needs because the Japanese workplace culture does their voluntariness to suppress bias and carry out the decision-making together with the colleague in the company.
Also, the motivation of Thai junior cannot reach the needs of self-confidence and self-actualization because they are in the period of adaptation and adjustment in the Japanese organization. They need to make sure to gain trust and create a healthy cohesive workplace environment in order to secure their salaried life in Japan.
RECOMMENDATION
Practical Implication for Thai employee and Japanese organizations
Reduce the problem from consensus decision making and quality cycle among the Thai junior level by providing the feasible and effective solution. During the meeting, the Japanese should provide the direct communication to prevent the time-consuming problem. Instead of completing as many levels of meeting as the Japanese and Thai can submit the individual report such as weekly status report.
To also recognize the employee, activities such as employee of the month can encourage the employee to participate in the quality cycle and increase their joint decision-making. Reduce the issue of Tatemae-Honne by participating in the family day or Nomikai (drink after work) to reduce the social distance between Japanese and Thai. It also helps to foster a sense of companionship as a family which will strengthen the positive attitude at the workplace.
Minimize the reprimand problem by providing the company with detailed work that mentions all workflow, procedures, and policies.
Limitation
Future Research
Management Relations in Work Culture in Japan Compared to the West, 116-122.
APPENDICES
Appendix A: Interview Employee
In the first year they don't trust me and my ability, they look down and don't think I can cope with the task even though I got N1 the highest language ability. I don't believe it's not my motivation, I don't think it can support, however people work for a living and for their own benefit. The senior scolds me and makes me paranoid until I feel like I don't want to give a presentation.
I don't trust them, they are completely different when they are in nomikai (after work drinking party) and when they are in the office. I have to be aware in my action on the company, such as If I go back earlier than other seniors, they will interpret that I am not dedicating to the company enough. Yes, I can achieve many things in this business, but I don't see my future with this business.
However, it may be too late when I don't know the truth or important details. They don't say anything in front of me if I do something wrong, but they will report the boss directly behind my back.
