Lifetime Employment in Japanese Companies In most large Japanese companies, there is a pol - 试题答案网问答

第1题

The passage mainly discussesA．how lifetime employment works in Japan.B．what benefits lifet

The passage mainly discusses

A．how lifetime employment works in Japan.

B．what benefits lifetime employment has brought to Japanese workers.

C．what lifetime employment is.

D．how lifetime employment is viewed.

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第2题

Lifetime employment influences one's career options.A．RightB．WrongC．Not mentioned

Lifetime employment influences one's career options.

A．Right

B．Wrong

C．Not mentioned

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第3题

The passage mainly discusses how lifetime employment is viewed.A．RightB．WrongC．Not mention

The passage mainly discusses how lifetime employment is viewed.

A．Right

B．Wrong

C．Not mentioned

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第4题

Lifetime employment influences one'sA．achievements at work.B．performance at work.C．career

Lifetime employment influences one's

A．achievements at work.

B．performance at work.

C．career options.

D．attitude toward work.

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第5题

According to the passage, Japanese firms differ strikingly from American firms in that the

former ______.

A．use subcontractors more extensively

B．are less flexible in terms of lifetime employment

C．hold on to the values of society

D．are more efficient in competition than the latter

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第6题

Lifetime Employment in Japanese CompaniesIn most large Japanese companies, there is a poli

Lifetime Employment in Japanese Companies

In most large Japanese companies, there is a policy of lifetime employment. What this means is that when people leave school or university to join an enterprise, they can expect or remain with that organization until they retire. In effect, the employee gets job security for life, and can only be fired for serious mistakes in work. Even in times of business recession, he or she is free from the fear of being laid off.

One result of this practice is that the Japanese worker identifies closely with his company and feels strong loyalty to it. By working hard for the company, he believes he is safeguarding his own future. It is not surprising that devotion to one's company is considered a great virtue in Japan. A man is often prepared to put his firm's interests before those of his immediate family.

The job security guaranteed by this system influences the way employees approach their work. They tend to think in terms of what they can achieve throughout their career. This is because they are not judged on how they are performing during a short period of time. They can afford to take a longer perspective than their western counterparts.

This marriage between the employee and the company--the consequence of lifetime employment-- may explain why Japanese workers seem positively to love the products their company is producing and why they are willing to stay on after work, for little overtime pay, to participate in earnest discussions about the quality control of their products.

Lifetime employment in the Japanese company perhaps means that the employee can make serious mistakes in work.

A．Right

B．Wrong

C．Not mentioned

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第7题

In Japan many workers for large corporations have a guarantee of lifetime employment. They

will not be laid off during recessions or when the tasks they perform. are taken over by robots. To some observers, this is capitalism at its best, because workers are treated as people not things. Others see it as necessarily inefficient and believe it cannot continue if Japan is to remain competitive with foreign corporations more concerned about profits and less concerned about people.

Defenders of the system argue that those who call it inefficient do not understand how it really works, In the first place not every Japanese worker has the guarantee of a lifetime job. The lifetime employment system includes only "regular employees". Many employees do not fall into this category, including all women. All businesses have many part-time and temporary employees. These workers are hired and laid off during the course of the business cycle just as employees in the United States are. These "irregular workers" make up about 10 percent of the nonagricultural work force. Additionally, Japanese firms maintain some flexibility through the extensive use of subcontractors. This practice is much more common in Japan than in the United States.

The use of both subcontractors and temporary workers has increased markedly in Japan since the 1974—1975 recession. All this leads some to argue that the Japanese system is not all that different from the American system. During recessions Japanese corporations lay off temporary workers and give less business to subcontractors. In the United States, corporations lay off those workers with the least seniority. The difference then is probably less than the term "lifetime employment" suggests, but there still is a difference. And this difference cannot be understood without looking at the values of Japanese society. The relationship between employer and employee cannot be explained in purely contractual terms. Firms hold on to the employees and employees stay with one firm. There are also practical reasons for not jumping from job to job. Most retirement benefits come from the employer. Changing jobs means losing these benefits. Also, teamwork is an essential part of Japanese production. Moving to a new firm means adapting to a different team and at least temporarily, lower productivity and lower pay.

The observers are divided with regard to their attitudes towards______.

A．the guarantee of employment

B．the consequence of recessions and automation

C．the effect of lifetime employment

D．the prospects of capitalism

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第8题

？Read the text below about death by overwork in Japan. ？In most of the lines 34-45 there i

？Read the text below about death by overwork in Japan.

？In most of the lines 34-45 there is one extra word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.

？If a line is correct, write CORRECT.

？If there is an extra word in the line, write the extra word in CAPITAL LETTERS.

34. death in the 1980s in Japan, where long working hours are the norm there.

35. Official figures say it that the Japanese work about 1780 hours a year,

36. slightly less than Americans (1800 hours a year),though more than Germans

37. (1440). But the statistics are misleading because of they do not count 'free overtime'

38. (work that an employee is obliged to perform. but not paid for). It is being estimated

39. that one in three men who aged 30 to 40 works over 60 hours a week. Factory

40. workers arrive early and stay late, without an extra pay. Training at weekends may be

41. uncompensated. During the past 20 years of economic inactivity, many companies

42. have been replaced full-time workers with part-time ones. Regular staff who remain

43. are benefit from lifetime employment but feel obliged to work extra hours lest

44. their positions will be made temporary. Cultural factors reinforce these trends.

45. Hard work is respected as the cornerstone of Japan's post-war economic miracle.

The value of self-sacrifice puts the benefit of the group above that of the individual.

(34)

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第9题

Employment in Japan Recruiting season: who, when and where Every autumn, when recruitment

Employment in Japan

Recruiting season: who, when and where

Every autumn, when recruitment of new graduates and school leavers begins, major cities in Japan are flooded with students hunting for a job. Wearing suits for the first time, they run from one interview to another. The season is crucial for many students as their whole lives may be determined during this period.

Permanency in employment in Japan

In Japan, lifetime employment is commonly practiced by large companies. While people working in small companies and those working for subcontractors do not in general enjoy the advantages conferred (赐予) by the large companies, there is a general expectation that employees will in fact remain more or less permanently in the same job.

How new employees are used in a company

Unlike in many Western countries where companies employ people whose skills can be effective immediately, Japanese companies select applicants with potential who can be trained to become suitable employees. For this reason, recruiting employees is an important exercise for companies, as they invest a lot of time and money in training new staff. This is basically tree both for factory workers and for professionals. Professionals who have studied subjects which are of immediate use in the workplace, such as industrial engineers, are very often placed in factories and transferred from one section to another. By gaining experience in several different areas and by working in close contact with workers, the engineers are believed, in the long run, to become more effective members of the company. Workers too feel more involved by working with professionals and by being allowed to voice their opinions. Loyalty is believed to be cultivated in this type of egalitarian(平等主义的)working environment.

The salary structure

Because of this system of training employees to be all-rounders (全才), mobility between companies is low. Wages are set according to educational background or initial field of employment, ordinary graduates being employed in administration, engineers in engineering and design departments and so on. Beth promotions and wage increases tend to be tied to seniority, though some differences may arise later on as a result of ability and business performance. Wages are paid monthly, and the net sum, after the deduction of tax, is usually paid directly into a bank account. As well as salary, a bonus is usually paid twice a year. This is a custom that dates back to the time when employers gave special allowances so that employees could properly celebrate bon, a Buddhist festival held in mid-July in Tokyo, but on other dates in other regions. The festival is held to appease (安抚) the souls of ancestors. The second bonus is distributed at New Year. Recently, bonuses have also been offered as a way of allowing workers a share in the profits that their hard work has gained.

Women and Japanese companies

Many female graduates complain that they are not given equal training and equal opportunity in comparison to male graduates. Japanese companies generally believe that female employees will eventually leave to get married and have children.

It is also true that, as well as the still-existing belief among women themselves that nothing should stand in the way of child-rearing, the extended hours of work often do not allow women to continue their careers after marriage.

The recruitment strategy of foreign firms

Disappointed career-minded female graduates often opt to work for foreign firms. Since most male graduates prefer to join Japanese firms with their guaranteed security, foreign firms are often keen to employ female graduates as their potential tends to be greater than that of male applicants. Why men sometimes resign from Japanese companies Some men, however, do leave their compa

A．Y

B．N

C．NG

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第10题

Decision-making is a complex business subject which combines the most complicated elements

of the operation al and theoretical aspects of management. The ability to use the decision-making process is often determined by environmental factors rather than the steps in some "ideal" model. Decisions are frequently influenced more by the environment and structure of the organization than by the method itself. The process of decision-making will, therefore, be examined in light of environmental factors.

One of these factors—social and cultural background—affects the interaction among people involved in, the decision-making process and provides the cultural framework within which they may comfortably operate. The best alter native for solving a problem, for example, might be to replace an employee who is unsuitable for a position. However, if in the society's culture there is a tradition of lifetime employment with one company, that alternative is not really feasible because of social and cultural restrictions.

With regard to the structure of an organization, there are numerous factors that may alter the "ideal" decision making process. The amount of flexibility within an organization and the available resources (such as facilities, technology, or fiscal reserves) are often controlling factors. The amount of data available may also limit the range of alter natives that can be considered. Another organizational factor is the importance of the decision being made related to other problems and responsibilities of management. The relative importance of one decision is weighed against the amount of effort involved in finding a solution and the benefit the company will receive from its implementation.

Three other factors also influence the following of a model decision process: time, creativity and risk. The amount of time available to make a decision for a given problem is often determined by the environment, not the management. The time factor may affect the creativity of the solution to a problem. The risk related to a particular course of action may be lessened by use of a group rather than an individual decision-maker. Time, resources, and culture may affect the work ability of a group process, although research shows that groups often come up with better solutions than individuals.

Decision theory and the "ideal" decision-making model tend to picture the process as one in which managers operate by themselves, free of restrictions of time, data, and resources. The reality of the decision process is much less a step-by-step procedure than it is a series of practical considerations directly influenced by the social, cultural, and organizational environment.

The decision-making process is often influenced by ______.

A．the operational aspects of management

B．the theoretical aspects of management

C．the environment and structure of the organization

D．the method of decision-making itself

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