Research on New Trends about Occupational Careers and Occupational Abilities

研究于2000年4月开始，到2004年3月共举行了18次会议/研究会议。我们采访了96名员工，包括丰田、小松机械、华歌尔和岛津公司的文职和技术人员以及工厂工人。研究报告共360页。研究结果如下：[1]从总体上看，在长期雇佣制度下，白领和蓝领员工都在稳步地建立职业生涯，提高了工作能力。关于丰田、Shiniadzu、Wacoal和小松，也是在1990年代，人事管理政策没有发生变化，没有对日本的雇用做法进行彻底的改革。基本原则是从80年代以入职年份和资历为基础的公司驱动管理过渡到自我负责的基于业绩的制度，这是一个非常慎重和缓慢的过程。[2]与80年代的主要区别是 ...更多信息 具体如下：在白领和蓝领员工中，[A]员工由基于绩效的系统管理; [B]多轨职业生涯系统正在进行; [C]公司驱动的职业生涯规划正在转向个人驱动的职业生涯，[D]大多数员工认为这些变化是可取的，没有严重的抱怨或反弹。[3]包括临时工和合同工在内的外部人力已被引入白领和蓝领就业领域，而全职人员在工作时间和对同事的关注方面感到紧张。但是，他们并不认为外部人力的扩张会对他们的职业生涯产生直接影响，即，重组和替换。[4]白领文职和技术员工对晋升感兴趣，并期望公开和公平的人事管理。与此同时，员工们也经常申诉自己的投诉，提升自己。职业生涯建构的主动态度是一种新的倾向还是以前就存在的，有待进一步研究。[5]蓝领雇员对职业培训感兴趣。当前面临的问题是技术工人知识的继承和工头的培养与管理。在研究对象公司中，人事管理已经从80年代的以入职年限和资历为基础的公司驱动型制度转向以员工绩效为基础的制度，但这一趋势进展缓慢，员工仍然是以工会为导向，而不是以美国市场为导向，这意味着从前者转向后者需要很长时间。流动的劳动力市场是一个最近的话题，然而，这种流动的趋势只存在于由临时工和合同工以及兼职工人组成的外部劳动力市场，而内部市场却出奇地稳定。今后的问题是，如何判断不断晋升的外部劳动力对离职和重组后的全职劳动者的地位会产生什么影响。少

The study began in April 2000 and 18 meetings/research sessions were held through March 2004. We interviewed 96 employees, consisting of clerical and technical staff and factory workers of Toyota, Komatsu Machinery, Wacoal and Shimadzu Corporations. The study report totaled 360 pages. The details are described in the last chapter of "Study of new job ability and career" and the major findings are as follows:[1] As a whole, both white-and blue-collar employees steadily built a career and improved their working ability under the long-term employment system. Regarding Toyota, Shiniadzu, Wacoal and Komatsu, also in the 1990s, no changes were found in the personnel management policy to reform Japanese employment practices drastically. The fundamental principle has been transferring from company-driven management on the basis of entry year and seniority in the '80s to self-responsible performance-based system, which is a very deliberate and slow process.[2] The major differences from the '80 … More s are as follows: among both white-and blue-collar employees, [A] employees are managed by the merit-based system; [B] multi-track career system is proceeding; [C] company-driven career planning is shifting to personal-driven career and [D] most employees think these changes desirable and have no serious complaints or backlash.[3] External manpower including temporary and contract workers has been introduced into both white-and blue-collar areas of employment, while full-timers are strained in working time and concern for co-workers. However, they do not consider that the expansion of external manpower will have a direct effect on their career, i.e., restructuring and replacement.[4] White-collar clerical and technical employees have an interest in promotion and expect open and fair personnel management. At the same time, employees frequently appeal their complaints and promote themselves. It is an issue for future investigation whether their proactive attitude toward career building is a new tendency or was present before.[5] Blue-collar employees have an interest in job training. Immediate problems are succession of the know-how from skilled workers and fostering and management of foremen.In the subject companies, the personnel management has been shifting from a company-driven system on the basis of entry year and seniority in '80s to a personnel-driven performance-based system, however this tendency is slow and employees are still union-oriented, not American market-oriented, which suggests that it takes much time to shift from the former to the latter. The fluid labor market is a recent topic however, this fluid tendency is found only in the external labor market consisting of temporary and contract workers and part-time workers and the internal market is surprisingly stable. The future problem is to determine what effect the external manpower that has been promoting into companies will have on the position of full-time workers with job separation and reorganization. Less