Supervisor-Worker Relations: A Study of Supervisory Practices in Japanese and American Firms in the United States

By Richard T. JohnsonMary Ann Maguire
1977| Working Paper No. 355

Supervisory methods of Japanese managed firms in the ‘United States are compared with those of American firms, matched by industry. Findings suggest that supervisors of Japanese firms (all of whom were Americans) were more involved in counseling subordinates, had more knowledge about their subordinates’ personal lives, and were more apt to “get their hands dirty” assisting subordinates in the production task. Supervisors atJapanese managed firms were also found to have higher job satisfaction, indicating a possible relationship between supervisor satisfaction and the extent of congruence between management and worker expectations concerning the supervisor’s role.