Abstract

This article focuses on the industrial efficiency and loyalty of Japanese employees. Some Japanese companies have increased their efforts to instill a strong sense of loyalty and purpose. The Japanese managers do not rely on outside influences or culture to do the full job of developing character in their employees. This would indicate that American managers can follow suit, using as their example the large number of American companies which do an excellent job of developing loyalty and a sense of purpose among their employees. Many American companies can serve as both an example and a resource to a manager who is committed to improving loyalty and a sense of purpose. Examples of such companies are, Borden, CocaCola, General Foods, General Electric, G. D. Searle, IBM, Kodak, Johnson & Johnson, 3M, Motorola, Proctor & Gamble, Texas Instruments, Tandem, and Union Carbide. These American companies and many others like them are world class competitors who are proving what Professor Skinner of Harvard wrote in one of his recent articles, "A group of loyal, productive employees is an organization's most effective competitive weapon."