TQO The Effects of Participatory Human Resource Management Practices on Productivity and Quality in the U.S. and Japanese Firms

本研究的重点是参与式人力资源管理（HRM）的做法对生产率和产品质量的影响，可比的美国和日本的生产单位。 它还探讨了为什么参与式人力资源管理的做法是或不通过在美国和日本的原因。 重点将放在人力资源管理实践系统的影响，而不是个人的做法，基于人力资源管理实践可能是互补的假设。 该研究将使用美国和日本23家不同公司拥有的可比钢铁生产线的详细数据，这些数据是通过个人工厂访问收集的。 数据集将包括特定钢铁生产线上使用的特定人力资源管理实践的措施，每条特定生产线的技术措施以及生产水平绩效的措施。 这项研究还将包括对工作人员在工作中实际开展的活动的分析，如他们的时间日记所述，作为理解和解释人力资源管理做法对工作业绩的影响的进一步手段。 将收集纵向数据，以跟踪人力资源管理做法的长期可持续性。 参与这项研究的公司包括NKK America和Nippon Steel USA。

This study focuses on the effects of participatory human resource management (HRM) practices on productivity and product quality for comparable American and Japanese production units. It also examines the reasons why participatory HRM practices are or are not adopted in the United States and Japan. The emphasis will be on the effects of systems of HRM practices, rather than individual practices, based on the hypothesis that HRM practices are likely to be complementary. The study will use detailed data on comparable steel production lines owned by 23 different firms in the U.S. and Japan, with data collected through personal plant visits. The data set will include measures of specific HRM practices used on specific steel production lines, measures of technology for each specific production line, and measures of production-level performance. The study also will include analysis of activities workers actually perform on the job, as described in their _time diaries▄, as a further means of understanding and interpreting the effects of HRM practices on work performance. Longitudinal data will be gathered to track the sustainability of HRM practices over time. Companies participating in this study include NKK America and Nippon Steel USA.