States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West. Investigates Japanese recruitment philosophy in relation to its effective and planned orientation management. Examines and illustrates the scheduling of Japanese orientation programmes. Posits that within this scenario, employee development is perceived under three distinct headings: becoming part of a team, becoming a company person and becoming trained in organizational expectations. Emphasis is put on inter‐relationships, requiring a shared understanding of the direction and values needed for effective business and individual performance. Communication, through orientation, is seen as an essential key to the integration and efficacy of new recruits and existing employees facing strategic change.
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