Facoltà: Economia Aziendale e Management - Classe LM-77
Collocazione: 17335
Autore: Micoli Vincenzo
Data: 15/04/2019
Titolo: Corporate welfare: Italy and Japan
Relatore: Minelli Eliana Alessandra
Correlatore: Rebora Gianfranco
Autorizzazione per la consultazione: SI
Le tesi si possono consultare unicamente in sede
The aim of this work is to compare two different working realities, the Italian and the Japanese, in the field of corporate welfare, motivational and incentive lever that entrepreneurs can put in place for the benefit of their workers, from an economic, social and cultural point of view. Japanese differentiate their businesses with features such as long-term employment, consensual and long decision-making process with less time spent for implementation, every individual has responsibility, slow evaluation and promotion that brings to low specialized career paths, because people are trained within the company. In Italy, like the most of the western Europe countries, the HRM is shifting its strategy to satisfy more intrinsic motivation through the application of intrinsic rewards, such as love and family to motivate employees to be more productive and have a better balance life-work. The corporate welfare mechanism leads to developing, in all staff, trust and sense of belonging to the company and sharing of objectives, which will translate into concrete in an increase in their commitment to work and business development. The corporate welfare could be a valid example of win-win-win strategy: the firm win because it increases the productivity of the employee and his fidelity; the worker win that obtain non- taxable benefits; win the State that charges to the firms the responsibility of providing to their workers different protections in the welfare’s field. The only way for SMEs to take advantage of corporate welfare is to join a network, increasing the number of workers interested and so realizing economies of scale, imitating the size of a big company. Italy and Japan are both based on the persistent centrality of the family, on the low participation at work of the women and the fall of the birth rate. The two case studies on TOYOTA and GIUNCA business networks would be right models to follow in their respective or similar countries, giving importance to all the cultural, social and managerial implications affirmed in the thesis. For sure Italy could not applicate completely the Japanese style of HRM, because of cultural differences and faster career path but it could applicate its own way, with its own features, without losing its entrepreneurship tradition. The regulatory framework, with the changes introduced in the field of corporate welfare is more competitive than in the past and it will probably not be enough to solve the problem of low competitiveness of Italian companies, but it is certainly a first step.
