Abstract
This study explores how on-the-job training (OJT) and quality control (QC) circles affect work group orientations among Japanese and American factory employees. By contrasting Koike's skill formation theory (1988) and Nagano's multi-effect hypothesis of job training (1984), it investigates whether the impacts of OJT and QC on group attitudes are conditioned by individual expectations for promotions. The results, based on samples of 2241 Japanese and 3583 American manufacturing workers, suggest that the combination of QC participation and promotion, but not that of OJT and promotion, enhances employees' work group orientations. The provision of promotion opportunities was particularly important to encourage Japanese QC members to become group-oriented. Surprisingly, having promotion expectations reduced the effect of QC on group attitude for women employees. The mechanisms of group work activities in the Japanese workplace, and their implications for maximizing worker effectiveness are discussed.
