The three pillars of Japanese enterprise personnel system are similar to those of China, but the results are quite different. Why?

I work in Japan and talk about my personal feelings.

Let's start with the lifelong employment system, which is a good system. It takes millions to tens of millions of yen for an enterprise to train a person. If you don't resign, so much investment will eventually be fed back to the enterprise. Morally speaking, rewarding is the basic value, and employees are embarrassed to let the company down.

When a person goes to work, in addition to earning the money he needs, he also needs spiritual support and inner warmth, which can be found in lifelong employment enterprises.

Let's talk about the seniority system. When I first came to work in Japan, I strongly opposed this system, thinking that it would obliterate the creativity of motivated young people. After so many years, I actually don't like this system now, but this system is more and more beneficial to me because I have become an old employee.

So I also began to accept this system. In fact, a person's working life is very long, and it is impossible to work hard all the time. Doing that will make a person lose his life outside of work. In fact, the annual merit sequence system does not need to pursue achievements too much, and there is still a long way to go.

Finally, it should be the trade union in the enterprise. This is basically just a name in Japan, and it doesn't play any role. At least in my business, it is a decoration. I think other countries are the same.