According to the Exhibit 3 which deals with the question of Japanese expatriates and American in executive positions in Japanese firms in the United States, 69.4% of employees in a top executive echelon or in a middle management branch are Americans. For example, 76.5% of employees from the branch are host country nationals. A serious study compared those figures with German-owned corporations in the United States and there is a lower percentage of American employees in the top echelons than in the Japanese firms.
So, according to those studies, we cannot say that Japanese corporations in the United States have more of a glass ceiling for the promotion of American employees than do other foreign-owned corporations in the United States.
Keywords - multinational companies, multinational company, multinational companies in india,
[...] To stay in a foreign company, a host country national need to be well integrated because the more employees are integrated, the more they are efficient and productive. For example, a Japanese firm does not use reward for individual performance, but in the United States, this system is well spread. Thus, foreign firms have to fit with the business culture of a country to enhance the retention of host country nationals. Obviously, those approaches should benefit to the employees of both countries and also to the organization as well Given that a glass ceiling for promotion for women appears to be more in existence in the United States and Japan than it does in other parts of Asia such as Hong Kong, what does this tell us in regard to the need for cultural awareness among managers in multicultural settings? [...]
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