Managing an Ageing Labour Force: The Interplay between Public Policies and the Firm's Logic of Action — The Case of Japan
Managing an Ageing Labour Force: The Interplay between Public Policies and the Firm's Logic of Action — The Case of Japan
复制标题
管理老龄化劳动力：公共政策与企业行动逻辑之间的相互作用——以日本为例
DOI：
10.1111/1468-0440.00248
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发表时间：
2003
期刊：
影响因子：
--
通讯作者：
Takeshi Kimura
中科院分区：
文献类型：
--
作者：
M. Oka;Takeshi Kimura
本文分析了该公司对老年工人采取行动的逻辑与日本公共政策之间的相互作用。它基于丰田汽车公司的一个案例研究，使用了1994年和2002年进行的问卷调查和访谈调查收集的数据。丰田对待年长员工的行为被描述为“拒绝和保留”。这意味着将55岁左右的年长员工排除在公司的资历体系之外，而保留在集团公司。排他性行为产生于资历制度的逻辑，而保留行为产生于外部环境的逻辑，包括来自政府和工会的压力。“拒绝并保留”政策可以被评估为日本式的方法，目的是通过国家、管理层和劳工三方分担负担，为老年员工提供更长的就业机会。然而，这种做法的先决条件似乎不再存在。丰富的内部和准内部劳动力市场使吸收老年雇员成为可能，但在1992年开始的长期衰退以及最近艰难的竞争形势期间，这种市场减少了。
This article analyses the interplay between the firm's logic of action towards older workers and public policy in Japan. It is based on a case study of the Toyota Motor Corporation, using data collected by questionnaire and interview surveys conducted in 1994 and 2002. Toyota's behaviour towards older workers is characterized as “reject and retain”. This means excluding older workers from the company's seniority system in their mid-50s, while retaining them in the group firms. The exclusionary behaviour arises from the logic of the seniority system, while the retaining behaviour arises from the logic of external environments including pressure from the government and the trade union. The “reject and retain” policy can be evaluated as the Japanese-style approach towards the goal of providing longer employment opportunities for older employees through a tripartite sharing of the burden among the state, management and labour. It seems, however, that the preconditions for the approach no longer exist. The rich inner and quasi-inner labour market, which enabled the absorption of older employees, diminished during the long recession which started in 1992 as well as the recent difficult competitive situation.