Japanese and non-Japanese Managerial Ratings

Japan’s Ministry of Justice (MOJ) Foreign Residents Survey (FRS, 2016) indicated that NJ residents face both overt and covert discrimination. While this survey focused on day-to-day interactions, language, and behaviors, interactions with managers/supervisors were not examined. To study the interactions between managers and others (both Japanese and non-Japanese), data from 360-degree feedback programs were examined. Specifically, results from coaching programs that used the Life Styles Inventory™ (LSI) were used to determine if Japanese managers’ behavioral styles differed between Japanese and non-Japanese raters. 207 focal managers who completed their survey in Japanese were chosen, and their feedback from others were analyzed. Raters appraised managers on both general and management style characteristics and effectiveness Japanese raters were determined by survey language choice of Japanese; and non-Japanese raters were determined by survey language choice of any non-Japanese-language (eg., English, Chinese).

Japanese and non-Japanese Rater differences were found, specifically in the task vs. people realm. Japanese raters indicated that managers were higher in people-oriented styles, primarily effective “people skills”, cooperation and teamwork. In contrast, non-Japanese raters indicated that managers were higher in task-oriented styles, primarily competence, goal-setting, and lasting achievements. Regarding effectiveness criteria, Japanese raters indicated that managers were higher in personal criteria, specifically stress level and interpersonal interactions. In contrast, non-Japanese raters indicated that managers were higher in task criteria, such as time management and overall effectiveness. These results are discussed in terms of language and social egoism. Additionally, the impact of these results on coaching and manager training programs are discussed.