ABSTRACT
This chapter discusses the challenge of development and deployment of multicultural assessment centers (ACs), which are highly important for many Japanese companies facing the needs of further globalization. It explains the issues and future outlook of AC practices by organizations operating in Japan. Japan was in the bubble economy in the late 1980s and many companies reported record-high revenues and profits. The notable features of a Japanese program are most clearly observed in the DC for junior managers. Japanese companies use senior manager/executive ACs for internal promotion in almost all cases, while the Japanese subsidiaries of foreign-based Multinational Corporations (MNCs) sometimes use them as methods for external hiring. Japanese companies often consider that the role of an AC/development centre (DC) assessor provides their internal assessors with opportunities for growth. As Japanese corporations become more globalized, even junior managers must be prepared to deal with hetero-cultural situations.
