EE survey results in Japan

[Michael Miener]

We recently conducted the first EE survey in Japan. Local management was really surprised because of the bad scores. Our survey provider could only confirm that scores are generally lower in Japan across industries, but no explanation.
I learn from Paul Mastrangelo's recently published article in OD Practitioner (posted here) about two points:
(1) A general regression to the mean caused by a culturally triggered avoidance of "strong" responses
(2) A higher standard for quality and customer service - which obviously translates into a lower "baseline" for EE benchmarks.

I wonder whether some of you might have further literature references in cultural studies or even this specific EE context. I would also be interested in your experiences with EE surveys and follow-ups in Japan, if any?

Thanks and have a great day!
Michael

[Richard Parkes Cordock]

I don't have much to offer in terms of surveys in Japan, but I did read a great book about a western guy who went to work in corporate Japan - this book gives a behind the scenes insight into life in corporate Japan, and perhaps explains some of your findings.

The book was called Blue Eyed Salaryman _ http://www.amazon.com/Blue-Eyed-Salaryman-World-Traveller-Mitsubish...

If you are interested in Japan in anyway, or understanding their work culture, this is a very entertaining read, I couldn't put it down.

[Michael Miener]

Richard,

many thanks for the book recommendation!

[Marion Schloemer]

Hi Michael ... You might want to check with Kenexa. I recently attended a presentation by Jack Wiley, Executive Director from the Kenexa Research Institute. His topic, “Engaging Today’s Workforce” indicated that --globally-- the growing economies (and North America) are highest in engagement. India is at the top, China in the middle, and Japan at the bottom of the stack. (Japan was #14 out of a list of 14 countries, so that validates what you were told by your survey provider.)

From personal experience, I absolutely resonate with the two points that Paul Mastrangelo's article makes about the reasons why that might be so. Because of a cultural avoidance to submitting "strong" responses, I've seen a higher proportion of "neutral" responses from my team in Japan. Although it seems counter-intuitive, a "Neutral" response gets scored as a "negative" simply because it isn't "positive".

That doesn't mean there can't be improvement! For the past four years I've supported a small division in Japan and seen them improve their engagement scores by double-digits in about 18 months' time. Please let me know if you'd like to discuss further...

[e-mail]

[Michael Miener]

Hi Marion,
this is what our recent management discussions also confirmed. I also feel confirmed in reducing the benchmarking overall (i.e. cross-country) since this has only weak clues to offer, and, instead, turn to local, or "internal" assessment and discussion earlier in the process. Thanks also for the pointer to the Worktrends study. Kenexa is producing a wealth of very useful research material I would say. And it is applicable to a more generic construct of engagement it seems.
Thanks
Michael