Japanese Personnel Management and Flexibility Today
Japanese Personnel Management and Flexibility Today
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当今日本的人事管理和灵活性
DOI：
10.1057/palgrave.abm.9200196
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发表时间：
2006
期刊：
影响因子：
--
通讯作者：
K. Kuroda
中科院分区：
文献类型：
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作者：
K. Kuroda
1995年，日本雇主协会提出了新的人事和劳工管理政策，强调日本人事和劳工管理的变化。JEA新政策的一个特点是在所有商业领域的就业、工资、晋升和劳资关系方面增加灵活性（灵活化）。之所以需要灵活性，是因为信息技术的进步、全球化以及就业和工作的根本变化。为了应对这些巨大的变化，JEA提出了“新日本管理”，包括增加合同类型，晋升等，根据业绩、可变工作时间和弹性工作时间。这些建议尚未完全实现，但人事和劳工管理方面的灵活化趋势已经出现。然而，在同一时期，日本经济出现了各种严重问题，包括失业率上升和由此造成的就业不稳定，以及年轻人失去工作意愿。这些问题增加了引入基于业绩的就业制度的难度，并提出了一个不同的改革方案的必要性，一个不仅仅是给劳动力增加负担的方案。
In 1995, the Japanese Employers Association (JEA) presented its new policy for personnel and labour management, emphasizing the changes in Japanese personnel and labour management. A characteristic of the JEA's new policy was the increasing flexibility (flexibilization) of employment, wages, promotion and labour–management relations across all fields of business. The need for flexibilization is attributed to progress in information technology, globalization and fundamental changes in employment and work. In response to these drastic changes, the JEA proposed ‘new Japanese management’, involving such things as an increase in types of contract, promotion, etc., based on performance, variable working hours and flexitime. These proposals have not been completely realized, but movement towards flexibilization in personnel and labour management has occurred. However, over the same period, various serious problems have developed in the Japanese economy, including higher unemployment and resultant destabilization in employment, and loss of the will to work among younger people. These problems compound the difficulty of introducing a performance-based employment system, and raise the need for a different programme of reform, one that does not consist solely of placing more burdens on the workforce.