 |
For example, the same applies to employment structures. Japanese companies adopt a membership-based model. In this model, the company and employees are connected by ”°strong connections”± as if they were parent and child. In contrast, in the U.S., a job-based model is adopted. In this model, the company and employees maintain an equal relationship and are connected by ”°weak connections.”± Thus, 33% of employees in the U.S. are enthusiastic about working, while in Japan the figure is the lowest at 5%, or about a seventh of the U.S. level. Therefore, the percentage of employees who are willing to learn (reskilling) is also overwhelmingly low in Japan, at a third of that in the U.S. As a result, a vicious cycle has developed in which wages do not increase in Japan.
|
IEEE/ICACT20250027 Slide.09
[Big Slide]