“Effects Of Wage And Promotion Incentives On The Motivation Levels Of Japanese Employees”

This research paper objected to delving into the role of rewards in determining how well workers might be engaged in Japanese firms where job stability is critical. The aim of this research was to investigate how various rewards could be used to successfully involve workers in company operations through various motivational aspects. Employee wages and promotion bonuses were the primary motivation approaches tested and found to have an effect on the degree of employee involvement. Precisely, the research sought to examine the comparative strengths of the impacts of wage as well as promotion incentives on the employees’ motivation which forms the classical methods through which employees can be effectively engaged while at the same time being motivated. The study obtained1, 823 respondents and data from Toyota Company. Data were collected using structured questionnaires and analyzed using multiple regressions. The study findings compared the effectiveness of wages and promotion in motivating employees at the workplace. The findings revealed that employees felt to be well motivated through job promotion had of β ¼ 0:26 than increased wages β ¼ 0:07. According to Takahashi (2006) "this paper found that fair promotion was a more powerful motivator than wage level and wage increase". Providing chances for development was key in motivating employees as it had t ¼ 4:42. The insights gained are that employees can be engaged and motivated using different methods which apply differently to their needs. Second, non-financial motivation is preferred to financial motivation. According to Takahashi (2006) “providing more opportunities for development… raised the employees’ motivation” Reference Takahashi, K. (2006). Effects of wage and promotion incentives on the motivation levels of Japanese employees. Career Development International, 11(3), 193-203.