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Attractiveness of Japanese firms to international job applicants: the effects of belongingness, uniqueness, and employment patterns

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Abstract

This article investigates factors related to the attractiveness of Japanese firms to international job applicants. The results of the policy-capturing study, using samples from 116 international students with 928 observations, found that Japanese workplaces that provide employees with a sense of belongingness and a sense of uniqueness in addition to having the performance-based rather than seniority-based employment patterns increase organizational attractiveness to international job applicants. We also found that the effect of uniqueness on organizational attractiveness depends on the applicant’s academic qualifications, the level of language skills, and the degree of embeddedness in the applicant’s community.

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Notes

  1. According to a survey conducted by DISCO Inc., 94.1% of responding foreign students (about half of whom were graduate students) indicated that they wanted to work in Japan after graduation (DISCO 2015b).

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Acknowledgements

We gratefully acknowledge the outstanding guidance and comments we received from guest editors Shige Makino and Derek Lehmberg, and four anonymous reviewers. We would like to thank Yingyan Wang and Hisako Inaba for their helpful comments on an earlier version of this article. We also thank Haiyi Liu, Ko Nai Chi, and Xin Huang for their help in collecting the data for this work.

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  1. Liang Huang and Yunyue Yang have contributed equally to this article.

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  1. Jiamusi, Heilongjiang, 154-002, China

    Liang Huang

  2. Graduate School of Economics, Kyoto University, Yoshida-Honmachi, Sakyo-ku, Kyoto, 606-8501, Japan

    Yunyue Yang & Tomoki Sekiguchi

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Appendix

Appendix

Sample description of an employer (the case of high belongingness, high uniqueness, and seniority-based employment pattern)

Employees in this company say that this company gives them the feeling that they belong and treats them as insiders rather than outsiders. In addition, the employees say that this company allows them to be who I am or to present myself the way I am. Regarding the employment pattern, the salary and promotion in this company are associated with the length of service (seniority) rather than performance base.

Below are the results of the employee survey that confirm this information.

 

Strongly disagree

Strongly agree

 1. This company gives me the feeling that I belong.

1

2

3

4

5

⑥

7

 2. This company treats me as an insider.

1

2

3

4

5

6

⑦

 3. This company allows me to be who I am.

1

2

3

4

5

6

⑦

 4. This company allows me to present myself the way I am.

1

2

3

4

5

6

⑦

 

Performance-based

Seniority-based

 5. The criteria for the salary and promotion in this company are

1

2

3

4

5

⑥

7

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Huang, L., Yang, Y. & Sekiguchi, T. Attractiveness of Japanese firms to international job applicants: the effects of belongingness, uniqueness, and employment patterns. Asian Bus Manage 19, 118–144 (2020). https://doi.org/10.1057/s41291-019-00068-0

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