In the context of fighting the Japanese economy of the 1990s, ORIX, Japan's leading financial services, has implemented a new performance evaluation and pay system. While many high-paying Western firms were in the Japanese market and threatened to take ORIX's talent. ORIX's system is always on results-based pay, and now sought to make it the most. The Director-General sought to create a system that combines the best elements of the western Japanese corporate culture. In 2001, ORIX further developed and expanded its evaluation and compensation system. Several managers comment on the strengths and weaknesses of the system. Examines these issues in light of the Japanese economy and a unique corporate culture. "Hide
by Nancy Dean Beaulieu, Aaron MG Zimmerman Source: HBS 29 pages. Publication Date: October 15, 2004. Prod. #: 905013-PDF-ENG
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