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WORK ETH !" # MOT $%T O&

Value Concept' $alues represent t(e standard or ideals a)out *(at a person+ o),ect event or activity+ -oug(t to )e.. /or e.g. *e expect people s(ould )e sincere and (onest. Parents oug(t to guide t(eir c(ildren and in turn c(ildren must loo0 after t(eir parents+ people s(ould follo* rules and so on. T(us values denote a sense of rig(t or *rong+ good or )ad+ and ot(er ,udgmental criteria )ased on our strong sense of *(at t(e idea oug(t to )e. $alues s(ape attitudes+ perceptions+ interests and finally personality. T(ese values are not explicitly stated. We may not )e even a*are of t(e values t(at guide our actions. 1ut if anyt(ing (appens t(at offend our values+ *e *ould )e distur)ed. $alues are learnt not taug(t. $alues are learned from c(ild(ood+ from t(e variety of contacts one (as *it( persons+ stories and situations t(at reflect values. $alues are )eing formed. "atsangs+ c(urc( services+ legends+ dinner ta)le conversations+ sc(ool activities+ all influences values. !onsciousness is t(e custodian of t(e values. 3. Human and ethical values are the wealth of character. Discuss, in terms of the Indian perspective. Et(ics is related to issues of rig(tness and *rongness. T(ese are determined )y ones values. Our sense of rig(t or *rong or *(at is proper or not proper+ (as its )ase in t(e values t(at *e up(old or c(eris( We may not )e even a*are of t(e values t(at guide our actions. "o first of all *e *ill see *(at does value means' Value concept: $alue represents t(e standard or ideals a)out *(at approac( person+ o),ect event or activity -oug(t to )e. E.g. *e expect people to )e (onest # sincere

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$alue denotes a sense of rig(t or *rong good or )ad and ot(er ,udgmental criteria )ase on our strong since of *(at t(e ideal oug(t to )e. -$alue. s(ape attitudes+ perceptions+ interests and finally personality. Value classification: T(e values are inex(austi)le and innumera)le relating to different stages of life+ 4ifferent functionalities of life+ and different purpose of life. T(e fallo*ing are t(e some of t(e classification according to Hindu p(ilosop(y' Human values to lead life and to )ecome -Purna Purus(a. covers5 4(arma' do unto ot(ers as *ould (ave t(em to do unto you %rt(a' earning Kama' fulfillment of p(ysiological and psyc(ological needs Mo0s(a' transcendence of mind or self2actuali6ation. Value at individual level includes: /ait( "elf respect "etting an example or )eing ideal !ompetitiveness !reativity 4evotion to*ards *or0 Tolerance "acrifice !ourtesy Honesty !ivil sense Honesty

Humility %)sence of egoism Poise "implicity Reason Trut( &on2covetousness. /orgiveness !leanliness 4etac(ment E7uanimity /ortitude
"ocial conscience !o2operation 3ive and let live !oncern !are Mutual trust 3ove Team2spiritedness Effectiveness Productivity Responsi)ility %ccounta)ility "acrifice

Values that can be imparted to members of organization collectively includes:

Harmony Resourcefulness 4iscipline 4(arma E7uity 1rot(er(ood

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Need for human values and ethics' Every (uman )eing+ at every moment+ )ot( in personal life is faced *it( a dilemma of selecting or c(oosing t(is pat( or t(at one. n individual life one face several dilemmas. /or example+ ta0ing a c(illed to (ospital+ attending on t(e guests+ attending party+ going to movie *it( a friend+ preparing material for t(e next days ,o) and (ost of ot(er dilemmas. n organi6ational life+ one face several dilemmas for instance attending to (is ,o)+ attending t(e *or0 (e li0es+ attending t(e *or0 t(at satisfies )oss+ appeasing colleagues+ doing somet(ing for t(e sa0e of su)ordinates+ (elping out of *ay due to several reason li0e corruption+ favoritism+ and nepotism+ etc. in all suc( situation+ if t(e man is clear *it( (is values t(ere *ill )e less predicament+ confusion+ filing of loosing somet(ing to t(e ot(er and frustration. t is )ecause t(e values created convictions even in critical situations. % value to an individual is *(at a compass to a navigator )ot( in personal and organi6ational life.

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Comment on work ethics and culture as per Indian insi ht. !nswer" Et(ics+ *(ic( is normally 0no*n as t(e 8Moral P(ilosop(y9+ deals *it( t(e concerns of rig(t or *rong+ good or )ad+ correct or incorrect. 4ue to t(e value and cultural differences+ and pattern of t(e *or0 across t(e *orld et(ics and et(ical values varies from location+ society+ country+ region and religion. T(is clearly defines et(ics in context specific+ society specific and cultural specific. Even in our "(ree 1(agavad2:ita t(e concept of 81a(u,an Hitay 1a(u,an "u0(ay9 (as )een emp(asi6ed. t means t(at t(e interest of t(e ma,ority of people (as )een protected. T(e entire group of individuals must )e(ave and fulfill t(eir duties in tunes of t(eir p(ilosop(y. T(e disc(arge of duty of every individual must (ave t(e ultimate end of t(e (appiness of t(e ma,ority. Every individual (as to consider (is *or0 as *ors(ip and (as to understand t(at t(ey (ave to *or0 for t(emselves+ *or0 for t(e excellence not merely for t(e survival. Our ndian ancient p(ilosop(y )elieves t(at every individual (ave a uni7ue talent and a uni7ue *ay of expressing it. T(ere is somet(ing t(at every individual can do )etter t(an anyone else in t(e *(ole *orld. T(e ndian economy (ad )een )ooming for t(e past fe* years. T(e country (eld great promise for t(e future. 3i)erali6ed foreign policies (ad unleas(ed t(e entrepreneurial spirit of its people+ and many multi2national firms (ad set up offices (ere

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Everyone is s(aped )y t(eir o*n culture *(et(er t(ey 0no* it or not. Our very t(oug(ts and actions are dependent on our culture. T(ese t(oug(ts and actions are so ingrained t(at *e don.t even t(in0 a)out t(em until *e are confronted *it( anot(er culture and anot(er *ay of doing t(ings. Upon first confronting a ne* culture a )usinessperson.s first reaction is to t(in0+ 8my *ay is )est.9 % )usinessman or *oman may experience a -culture clas(.. T(is can )e avoided *it( some study t(at may lead to a reali6ation t(at (e;s(e *as *rong and t(at ot(ers (ave a )etter *ay of doing t(ings. /inally t(e )usinessperson may experience a ne* a*a0ening to t(e pro)lems in (is;(er culture. ndians are 0no*n t(e *orld over for )eing very productive people. n fact our

productivity in certain areas (as left competitors far )e(ind. T(is is all )ecause some*(ere deep in every ndian t(ere is a value system exists. Every ndian *ere to contri)ute far more to t(e ndian system <deposits=+ t(an (e;s(e ta0es out of it <*it( dra*ls=+ our large population *ould soon )egin to appear as an asset instead of a lia)ility. Our state and situation *ould not )e different+ contend+ even if *e (ad a smaller population and a lo*er rate of gro*t(+ *it( our existing per capita productivity 22 resulting from our prevailing *or0 culture+ *or0 et(ics and attitudes. We are li0e an individual in de)t *(o+ instead of *iping out (is de)t )y generating extra income+ see0s to do so )y ta0ing anot(er loan. %nd t(is extra income can come only t(roug( increased productivity or t(roug( extra efforts aimed at additionally resource generation compared to *(at *as o)taining previously. country>s future *ell2)eing depends on arresting t(e prevailing rot+ reversing t(e present trend and reesta)lis(ing (ig( standards and values in our daily lives no

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matter *(o and *(ere *e are+ and *(at *e do 22 and *(et(er *e are in government+ or outside? We s(ould )e. &ot only t(at+ *e oug(t to )e doing somet(ing a)out it if *e ever *ant to realise t(e ndia of our dreams@ %s t(ings are and t(e *ay *e are going+ can no longer )e accepta)le. We must )rea0 a*ay and )egin doing t(ings differently. % )eginning (as to )e made. f it is not possi)le to do so as an organisation+ or as a unit *it(in an organisation+ no one can stop us from doing so at your o*n individual level. f t(at turns out to )e t(e only option+ so )e it. T(e next )est t(ing *ould )e to loo0 for li0e minded individuals in our o*n unit;organisation+ or in ot(er organisation<s=+ and net*or0 *it( t(em. One' t(is is )etter t(an doing not(ing. Two' net*or0ing can lead to synergies and )etter prospects for ot(ers ,oining in.

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#$%& '$(IV!(I$N
Introduction" Tec(nically+ t(e term motivation (as its origin in t(e 3atin *ord 8movere9 *(ic( means+ 8to move9. T(us t(e *ord motivation stands for movement .One can get a don0ey move )y using a carrot or a stic0 .Wit( people one can use incentives+ or t(reats or reprimands (o*ever t(ese only (ave a limited effect. T(ese *or0 for a *(ile and need to )e repeated+ increased or reinforced to secure furt(er movement Motivation is also very nicely descri)ed in $edanta. t says t(at it says t(at *or0 is very natural for living (uman )eings. T(ey *or0ed for t(eir o*n development and gro*t(. "o $edanta insists t(at let good actions flo* out of us naturally. Rig(t action+ perform in an excellent manner *ill manifest t(e )est of 7ualities in us. t *ill uplift t(e doer and produce maximum (appiness to greatest num)er of people. T(us+ motivation is internal and not external. nfact :EET% itself is example of *onderful motivation provided )y 3ord Kris(na to %r,una. 4efinition' )!n ur e to perform certain act*s+ willin l, and enthusiasticall, toward the attainment of some common o-.ectives.) /rom t(is definition+ t(ree points emerge prominently' *a+ /irst+ motivation refers to a person>s inner urge and feeling. *-+ "econd+ t(e person>s urge or feeling must result into some sort of *illing and ent(usiastic action. *c+ T(ird+ t(e action<s= of t(e person must )e goal2oriented

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#ork motivation" !raig Pinder'.*or0 motivation is set of energetic process t(at originate )ot( *it(in as *ell as )eyond an individual )eing+ to initiate *or0 related )e(avior and to determine its form+ direction+ intensity+ duration.. "tep(en Ro))ins'. *or0 motivation as a *illingness to exert (ig( level of efforts to*ards organi6ation goals+ conditioned )y t(e effort.s a)ility to satisfy some individual needs. T(us t(ere are A 0ey elements in t(is definition' B. Effort C. orgnisational goals A. &eeds Indian approach to motivation" ndian approac( assumes t(at every (uman )eing is an integral part of supreme creator+ "upreme 1eing+ :od or nature. He is potential:od. He is on t(e pat( of self2reali6ation. n t(e sense t(at is setting (is true identity and aims to*ards )eing one *it( :od.&aturally+ s(ould not )e treated merely as a )undle of animal instinct+ vices and struggling for satiation of (is material or selfis( motives. He may )e ignorant of (is true self li0e (e is potential god+ )ut it is one.s duty ma0es (im realise (is true nature. Once e reali6es (is true self+ (e *ill approac( to*ards ot(er (uman )eing sand t(e organsation *it( a sense of service and dedication. t is necessary to give a person patience listening+ understanding (is pro)lem and difficulties+ )e(avior and suggest to (im t(at organi6ation is very muc( concern *it( (is attempt to satisfy (is personal goal+ t(at ac(ieving organi6ational *ill increase (is c(ances of attainment of (is personal goal. Personal goal and organi6ational goal s(ould )e

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aligned (armoniously. T(e person s(ould )e clear idea as to *(at is expected of (im+ *(at s0ills (e s(ould develop to attain (is o*n goals and t(roug( (is efforts for attaining Personal goals attaining t(e organi6ational goals. t is (olistic approac( of motivation. T(e *or0 s(ould )e meaningful organi6ation (im. He s(ould )elieve t(at *or0 *ould (elp (im self2reali6ation. #estern approach to motivation " Western approac( to motivation )elieves t(at a person is motivated )y a (ierarc(y of needs+ ranging from )asic need or from p(ysical or )iological needs li0e food+ clot(ing and s(elter+ security needs+ social need+ ego needs and self actuali6ation needs <%)ra(am Maslo*= T(e needs are insatia)le5 t(ey are ever increasing and after satiation of one needs anot(er need crave for satisfaction. Mostly approac( person cannot )e motivated for (ig(er type of *or0 unless T(is present needs are satisfied. Every person is at particular level of needs craving for satisfaction. Man is )y nature motivated )y t(e cravings for satisfaction of (is needs. He is approac( )undle of p(ysical and psyc(o2 social needs. %pproac( person mind is *or0ing at t(ree level i.e. unconscious level+ conscious level and superconscious level or conscience. Western t(in0ing is predominantly )ased on t(e t(eory of mind+ proposed )y sigmund /reud and ot(er psyc(ologist li0e %lfred %dler+ Dung+ 1 /. s0inner+ %)ra(am Maslo* etc. "igmund /reud gave more importance to t(e sexual and aggressive cravings contained in t(e d <unconscious level of mind=+ *(ic( are unrelated to (e reality ego i. e. conscious level )eing related to t(e material *orld+ it tries to see0 opportunities to allo* satiation of t(e )asic instinct suppressed in t(e d. "uper ego or conscience is developed due to cultural up)ringing and it determines *(ic( need could )e satiated as per t(e socially approved norms or pattern of )e(avior. INDI!N /(H$0 !ND '$(IV!(I$N "

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Et(os (as not(ing to do *it( et(ics. Et(os may )e )e(avior t(at is not desira)le+ )ut it is )e(avior i. e. normal+ spontaneous+ unplanned. t is result of t(e lessons <)eliefs+ values= t(at (ave )een stored in t(e su)conscious+ from t(e variety of experiences from c(ild(ood on*ards li0e grandma.s tales+ discussions at (ome. ndian et(os is not Hinduism.)ecause ndia is multicultural2 multiet(nic+ multireligious. 1e(avior differ considera)ly )et*een metropolitan cities and villages+ )et*een nort(+ sout(+ east and *est+ according to different religious persuasions+ and num)er of ot(er factors t(at affects culture. T(e only )asic trut( *(ic( (as developed into t(e vast ndian et(os is t(at t(ere is profound spiritual dimension in every (uman )eing over and a)ove t(e p(ysical and psyc(ic dimension. !pplication of Indian ethos in motivatin the people" . %s per ndian et(os to motivate t(e employees trust (vishwas), and respect (shradha) is needed. T(e *or0ers li0e to )e recogni6ed as self2respecting (uman )eings. t is possi)le *(en t(e leader recogni6es t(em as dignified men and *omen. %t t(e same time *or0ers li0e to see t(eir leaders as person a)ove average+ *it( integrity of character (charitra). f (e can command t(e love+ respect and fait( of (is su)ordinates+ (e can motivate t(em easily. T(e su)ordinates expect e7uality and ,ustice from t(eir leader. T(ey li0e to see t(eir leader as honest, *sat,ta+ t(at is trut(fulness+ so leader or manager (as to earn t(ese 7ualities. To retain t(e spirit of ndian et(os *e s(ould (ave used t(e *ord 8 nspiration9 rat(er t(an motivation. Motivation )asically means to )ring a c(ange in approac( # )e(avior in a person. n ndian et(os t(ree pat(s are suggested in t(ese regard2 1ath of knowled e * ,an ,o a+

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W(en one understands t(e rig(t and *rong pat(s and intellectually understands t(e importance of c(ange+ one ta0es action on t(is line. Training to employees can (elp in t(is regard 'ovin one emotionall, *2hakti ,o a+ W(en some )ody is emotionally aroused or feels t(at (e *ill ac(ieve psyc(ological fulfillment if (e ta0es particular step+ (e *ill do it. Only t(is step s(ould )e to*ards c(ange 1ath of action *karma ,o a+ W(en some one does somet(ing (e sees t(at every action produces certain results or conse7uences2)ot( good and )ad. /rom experience (e learns t(e cost effect relations(ip and (e tries to ta0e t(e rig(t step. T(is first (and experience can )ring approac( c(ange in (im T(ere are five steps to motivate some)ody2 B= 3isten to (im. &ote (is feelings first and t(en (is t(oug(ts <i.e. (is value system=. Try to understand (im. C= Put stress on (is strengt(s or good sides. Ma0e (im a*are of t(is and say t(at (e can ac(ieve greater t(ings. Treat (im on t(e emotional plane <earlier *e (ad referred top t(is as 82hakti ,o a A= &o* proceed from t(e intellectual angle. 4iscuss t(e pros and cons of (is approac(+ (is irrational deep2rooted )eliefs+ and (elp (im to set t(e rig(t 0ind of goal. E= &o* tell (im t(e action step to )e ta0en to ac(ieve t(e goal. Only understanding some t(ing intellectually may not (elp one unless one starts *or0ing on it.

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F= !onse7uences or t(e results of t(e action are also to )e discussed so t(at (e can (ave t(e clear idea of end results. He must (ave specific goals+ not in t(e a)stract sense )ut in a concrete form. ndian et(os (ig(lig(ts t*o very important factors in motivation2 !char,a3 n "ans0rit a teac(er is called ac(arya i.e.*(o teac(es ot(er )y practicing t(e ideals (imself. n ndia common man expects t(eir leader to )e uncommon+ a )etter person t(an t(emselves. "o leader or manager can motivate people more if (e (imself lives upto t(e ideals (e spea0s of. Divinit, of man3 t *as given t(e utmost importance in Hinduism. T(e

significance is every one (as got )ot( good and *ea0 sides+ )ut (arping on one.s *ea0 points *ill not solve t(e pro)lem. Rat(er+ (ig(lig(t (is strong or good aspects. t *ill (elp (im in t(e rig(t direction. "tressing on t(ese aspects you can )oost (im and t(us can ma0e (im more productive *(ic( in turn *ill (elp t(e organi6ation. 0elf mana ement with an Indian insi ht " $edanta teac(es t(at unless you learn to manage yourself you cannot manage ot(er people and ot(er t(ings effectively. /or managing efficiently and successfully t(e outer *orld one must learn to manage and control one.s inner *orld i.e. ones o*n desires *(ic( arrives at mental level. One.s t(oug(ts cause )y desires+ *(ic( arrives at one.s level of intellect and one.s activities+ *(ic( ta0e place at t(e level of p(ysical )ody to execute t(e t(oug(ts. "elf2management also implies e7uanimity of mind against t(e pair of opposites li0e ,oy and sorro*+ success and failure etc. it also implies one.s perfect control over attac(ment <Raga=+ fear <1(aya= and anger <Krod(= in one.s day to day functions. f one *ere to loo0 for t(e distinctive competence+ core competence+ uni7ue selling proposition of t(e shastras, it is t(e systematic model of self2management. t is *ell recogni6e t(at *(ile *esterEn t(oug(ts focus more on t(e external *orld+

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ndian t(oug(t )egan *it( t(e deep understanding of t(e self and t(en related it to t(e cosmos. Self-awareness ' T(e in,unction is -0no* t(yself.. %mong several related ans*ers are t(e follo*ing.aham brahmasmi < am t(at universal soul=. Tat twam ASI <you are t(at+ immortal reality of t(e cosmic universe=. Drives: understand and moderate your drives. 4o not repress t(em. %llo* t(em scope in legitimate *ays. T(en transcend t(em. /urt(er on+ transmute t(e energy of t(e drivers to no)ler causes. Reduce tamas2slot( inaction+ negativism+ and cynicism+ fear anxiety. !onvert ra as2 Ra* aggressive+ egoestic+ tur)ulent+ energy into satva2 refined+ (ig(ly efficient focused+ calm+ (armoni6ing+ and socially )inding energy. T(us t(ere are+ four important factors for self management2 B= %n untertur)ed mind C= 4eveloping oneself+ t(e gro*t( *it(in A= &ot to su)mit to fear and temptation and E= !aring for ot(ers T(e ndian et(os puts stress on -self2management.. Hitler *as s0illed manager. He could motivate t(e *(ole :erman nation5 (e *as approac( very good team2)uilder. :oe))els2(immler2goering2rommel proved t(at Hitler *as an expert in t(e art of delegation. Dust in CG years (e made :ermany strong and (ig(ly productive. %ll t(ese s(o*ed t(at Hitler *as class one manager. 1ut lac0 of self2 management ruined (im and also destroyed :ermany and ot(er countries.in ndia t(e -ra arshi! concept *as prescri)ed as t(e ideal of an effective manager. He must )e -ra,a. <s0illed in governance= and also -ris(i. <an ideal (uman )eing *it( divine 7uality=. To )e precise+ self2management means to )e t(e master of one.s o*n t(oug(ts+ feelings and actions. !merican 0t,le of 'otivation "

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%t different times of evolution of management t(oug(t in t(is century+ different motivation tec(ni7ues *ere employed in t(e West. T(ese tec(ni7ues varied from punis(ment and;or fear of punis(ment to t(e more recent )e(avioral tec(ni7ues. "alient motivation tec(ni7ues+ *(ic( (ave )een in vogue in most of t(e Western countries during t(e current millennium+ are descri)ed )elo* *it( t(is aut(or>s commentary. *a+ &ick Him in the 2ack *&HI2+ (echni4ue.3 T(is tec(ni7ue (ad )een very popular among managers of industrial concerns during eig(teen+ nineteen and early t*entiet( century. t is no* out of fas(ion due to t(ree in(erent dra*)ac0s. /irst+ it is inelegant and in(uman in t(e so2called )enevolent democratic societies of t(e *est. "econd+ it may )ac0fire also5 t(e su)ordinate may also 0ic0 t(e manager in t(e )ac0. T(ird+ it only facilitates p(ysical movement of employees5 mental movement of t(e employees mig(t )e in t(e opposite direction. *-+ 1s,cholo ical 1unishment (echni4ue.3 T(is tec(ni7ue is still used )y many managers due to its refinement and su)tleties in punis(ing people. Psyc(ological punis(ments of scolding+ t(reats and (olding )ac0 re*ards result in internal )leeding and psyc(ological stress. T(e employee is psyc(ologically coerced and ca,oled to cooperate. 4espite )eing su)tle and discrete+ t(is tec(ni7ue+ apart from suffering from t(e dra*)ac0s of KH 1+ (ardly motivates t(e personnel since motivation involves *illing and ent(usiastic actions. *c+ 5rin e 2enefits (echni4ue.3 T(is tec(ni7ue (ig(ly relies on monetary re*ards for good )e(avior of people. Many managers are convinced of its utility in moving personnel to*ard common goals. n fact+ a large num)er of managers complain t(at t(ey are not in a position to motivate t(eir su)ordinates since t(ey do not control financial incentives and ot(er fringe )enefits. Ho*ever+ t(e argument seems to )e self2defeating )ecause many management aut(ors are of t(e vie* t(at fringe )enefits tec(ni7ues are not properly geared to motivate t(e contemporary employees due to t(e follo*ing reasons' 2

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< = Most fringe2)enefits programs are not directly lin0ed *it( t(e employees> productivity. <ii= T(e )enefits dra*n )y t(e personnel from t(e fringe2)enefits programs often lead to more off2t(e2,o) comforts t(an on2t(e2,o) motivations. <iii= Relative affluence of personnel in t(e recent years and t(e meagre s(are of fringe )enefits in t(e total earning of employees (ave also considera)ly d*arfed t(e significance of t(is tec(ni7ue. <iv= %t its )est+ t(is tec(ni7ue mig(t *or0 for a s(ort *(ile5 at t(e *orst+ no)ody mig(t )e pus(ed a )it )y t(is tec(ni7ue. <v= W(en fringe2)enefits programs are administered most ,udiciously and involve doling out su)stantial )enefits+ t(e employees are usually motivated to perform t(eir routine and regular tas0s most efficiently. Ho*ever+ t(eir effectiveness in motivating personnel to*ard innovative tas0s is still dou)tful. T(e main reason )eing t(at money may stimulate p(ysical muscles of a person5 it can (ardly influence t(e intellectual capacity or stimulation of an employee. <vi= Monetary re*ards (ave proven ineffective to motivate t(e employees *(o seem to possess strong religious or nationalistic convictions. <vii= /ringe )enefits also lose t(eir motivating force in case of employees *(o place (ig(er value on (uman relations outside t(e organi6ation. *d+ Human %elations (echni4ue.3 %fter t(e emergence of (uman relations sc(ool of management in BHEGs+ a num)er of Western companies (eavily invested in costly (uman relations programs to teac( t(eir managers t(e psyc(ological approac(es of (andling people. Ho*ever+ muc( to t(eir dismay+ positive results are only marginally visi)le and t(e companies> c(iefs are still pondering over t(e issue' (o* to motivate t(eir personnel. 6apanese st,le of 'otivation"3 Over t(e years+ Dapanese management styles (ave )een focus of discussion in management sc(ools and various courses. T(e Dapanese concept of motivation of

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corporate personnel revolves around four principles+ namely )I./.) Imeaning alternatively family+ (ouse(old+ firm or organi6ationJ+ )N/N&$> Ilifelong employmentJ+ )%IN7I) Iconsensual decision ma0ing in corporate mattersJ and profit2n2loss s(aring among employees of t(e company. T(e first principle of > .E.> see0s to instill in employees a sense of )elonging+ identification and loyalty to t(e firm as one )ig family. T(e second principle of >&E&KO> provides muc( needed ,o) security to employees since t(ey are employed on permanent )asis *it( t(e understanding t(at t(ey *ould not )e laid off during recession times. T(is practice )reeds loyalty among employees to*ard t(e company un(eard in rest of t(e *orld. T(e t(ird principle of >R &: > provides an opportunity to employees to display t(eir feelings and give suggestions to management in nearly all types of corporate matters+ e.g.+ pace of *or0+ 7uality standards+ overtime sc(edules+ and even acceptance or re,ection of a )ig export;import order for t(e company. T(e fourt( principle of profit2n2loss s(aring (elps to furt(er solidify t(e contentions of employees t(at t(ey are real o*ners of t(e company. 1ig Dapanese companies and corporations (ave uni7ue practice of placing t(eir employees on / R"T PR OR TK in profit2n2loss s(aring formula. T(erefore+ *(ile Dapanese employees earn (uge )onuses during )oom5 t(ey agree to accept reductions in t(eir salaries *(en t(e firm is suffering financial losses. n t(is regard+ t(e c(ief executives and senior managers ta0e t(e lead to agree voluntarily to reduce t(eir salaries+ t(us prompting a similar response from rest of t(e corporate personnel. &eedless to say t(at all t(ese principles+ *(en *or0ing toget(er+ ma0e Dapanese employees t(e most motivated (uman resources in t(e *orld.