Search

Motivation and its organization determinants in the contemporary Japanese work group are analyzed in this paper. The analysis uses an operational model, developed by James V. Clark,1 that explains motivational behavior based on conditions in the work group's environment. The study compares six environmental conditions in the Japanese work group with their western counterpart: employment security, interaction opportunity, status congruence, type of leadership, perceived contribution opportunity, and the company's supportive role. Conclusions drawn from the study are: (1) that this type of analysis, based on Clark's operational model, offers a systematic and rational explanation for much of the motivational behavior demonstrated in the contemporary Japanese work group; (2) that the Japanese work group appears to operate at the higher need levels and to exist under maximal environmental conditions; (3) that the six environmental factors analyzed represent the "keys" to much of Japan's achievement; and (4) that, while it may be folly to suggest that the west copy the Japanese system, we must begin thinking about how we might emulate their organizational climate. [ABSTRACT FROM AUTHOR]