The influence of the collapse of three Japanese artifacts on Japan

Lifelong employment, seniority sequence and trade union were once the three great artifacts used by Japanese enterprises to adjust personnel relations and stimulate employees' working status and enthusiasm. For Japan, which was in a state of great waste in the past, these three great artifacts played a great role in helping Japanese enterprises, and made Japanese enterprises and even the whole country burst into greater creativity and vitality. But at present, the creativity of Japanese enterprises and even the living standard of Japanese people are badly hurt by two of them (lifelong employment and seniority sequence).

Let's talk about the lifelong employment system in Japan.

The lifelong employment system is inherited from the Japanese craftsman spirit and carried forward by the famous Matsushita Group. Influenced by the solidification of the ancient class (household registration system), Japanese people in the past not only engaged in one occupation (job) all their lives, but also did the same job for generations-if grandpa was a carpenter, his son would be a carpenter, and even his grandson would still be a carpenter. This is the Japanese craftsman spirit.

To tell a joke, in Japan, it is not a craftsman to engage in only one kind of work all one's life, and it is not a craftsman spirit at all. Yes, generations have been engaged in a kind of work.

@ Japanese craftsmen handed down from generation to generation

It is precisely because of the influence of the craftsman spirit, coupled with the business philosophy that Panasonic Group regards employees as family members and never gives up employees, Panasonic vigorously promotes the lifelong employment system, and employs employees to work in the company for life and never dismisses them.

In the past, the development of science and technology and the change of business philosophy were relatively slow. For an enterprise, it needed a large number of employees who were familiar with the operation mode of the enterprise. Therefore, the lifelong employment system just comes in handy, it can stick a large number of "skilled workers" and increase the efficiency and benefit of enterprises.

but for modern enterprises, the development of modern science and technology and business philosophy is much faster, and often changes will lead to life and death, and there is no such thing as a victorious general. In order to seek more changes, modern enterprises need more and more different voices, different modes of thinking and different business ideas. Because only by combining different ideas can modern enterprises keep up with the trend of the times.

However, enterprises with lifelong employment often have a large number of employees of the same type. There are not many people who change jobs among enterprises, and there is less communication between them, which is naturally not conducive to enterprises to catch up with the trend of the times, which also slows down the development of modern enterprises.

Then there is the annual merit sequence system that poisons Japanese adults.

The annual merit sequence system, that is, the salary level of employees is evaluated according to their working age. The longer an employee works, the higher his income will be.

In the past, Japan was in a hurry, Japanese enterprises had just started, and there were not many Japanese employees with long service, so there was not much pressure to implement such a system. However, with the passage of time, once adults have gradually become old, and Japan has also entered an aging society, and a considerable number of elderly employees have appeared in various enterprises.

This has caused a very serious problem. Every Japanese enterprise has a large number of high-income elderly employees, but the overall profit of the enterprise is limited. Therefore, the income ratio of young people is relatively small, and most of the wealth created by enterprises is taken away by elderly employees with relatively low work efficiency. This gives Japanese young people a strong hint: no matter how hard they work, their income will never be comparable to that of their predecessors.

There are even some Japanese people who think that hard work is useless, and the social wealth has been taken away by the elderly, so they have become otaku and otaku (neets) who never work.

@ Japanese homebodies who gave up their jobs

Even among Japanese young people who still work hard, there are many proletarians who have been working hard, but still have no savings, stocks or real estate in their thirties. Hard work but little reward has really dealt a heavy blow to the work enthusiasm of Japanese adults.

@ As shown in the figure, 5% of adults have no savings

With low work enthusiasm, it is naturally difficult for Japanese enterprises to improve their work efficiency. If we observe deeply and understand carefully, in fact, many Japanese companies are not as desperate as the legend, and a small number of Japanese companies are just overstaffed. Employees there work overtime every day, but overtime is nothing to do, and they basically rely on seniority and seniority to raise their wages.

some Japanese enterprises have made some reforms, but the results are not remarkable, and the results are minimal.

generally speaking, the times are developing and the situation is changing, and the past enterprise artifacts are really not conducive to the development of modern enterprises.

Trade unions are still possible, and workers need to protect their rights and interests with them at all times.