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07/06/2012

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Not sue how to respond to this.

1. It is sad that the corporate office couldn't find a creative compromise (but not too surprising).

2. It is great that the Japanese sales people worked as a team to create a solution that worked for all of them. My guess is that it took a rare leader to guide them onto this path.

3. The recent failure of the nuclear power plant in Fukushima, after the earthquake and tsunami, was blamed in large part on the group-think mentality in Japan and on the lack of questioning authority that this business culture tends to inspire.

In your example there was an obvious questioning of authority (curiosity is good), but there is now a section of the employment staff who is compensated in a way that is neither supported nor known by management. The worry-wort in me thinks that this could lead to issues down the road, including, but not limited to, pay entitlement issues.

Your thoughts?

The local group has already demonstrated (albeit rebelliously) their dedicated resolution to stick with their particular culturally-validated approach. The undeniable and now obvious fact that their HQ management just doesn't "get it" is abundantly clear. Seems like the only "pay entitlement issues" here are the determination of the Japanese team to impose a uniquely Japanese distribution scheme onto the corporate progam.

That might create a few problems with internal audits, but it is a more egalitarian solution that addresses the group far more than the individual. Hence, I would suspect that any entitlement attitude would be group vs. individual and thus minimally troublesome.

Reminds me of some past dealings where the concept of "face" had to be invoked to explain particular policies. And it again proves the old adage never to issue a command you know will be disobeyed.

Dan --- agree with you. I wasn't around to see how it all played out. The MD was new and so I'm hoping that once he established relationships at corporate he was able to change their minds. He told me that a couple of other companies he had worked for allowed that practice.

That's all about setting a strategy at corporate (revenues) and then letting the local operation choose how to get there. And I know it would set precedents by allowing the receptionist to get a small bonus. About the Japanese people --- yes their culture has some bad points -- but also good ones. In the tsunami and power plant failure there were no reported incidents of looting. Can you imagine what would have happened here? Personally I wish we had some of their qualities.

Derek --- I do know some companies that allow people who get recognition awards to divvy the booty up among their co-workers.

Jim agree ---- how can I say this ---- the company headquarters was. . . . not very flexible if ANY rules were broken. And it never occurred to them that the Japanese would disobey a ruling from Corporate (no one else did!). Yes, it might present a problem with accounting. I'm not sure how it was resolved in the end.

Greetings from HR Republic

Hi Jacque,

Very interesting post you have here.

Would like to repost this particular post in our monthly eMagazine call Guild of HR eMAG in our latest edition themed Conpensation & Benefits.

I'm very sure that this post will definitely benefits all the HR Practitioners


Kindly want to get your approval on it

Hope to hear from you soon

Regards,
Zharif Zahri

Hi Zharif ---- I am happy to let you do that. Just please let me know what comments you get.

Do you know Rowena Morais editor of HR-Matters in Malaysia? I have written a couple of articles for them.

I will be sure to look at your website.
Best regards.

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