Personnel and operation management of white-collar workers in large-sized companies during a period of reform -Japan, U.S. and France

1.控制白领工作有三种方法。首先，使用销售额、利润率和成本等管理目标。这些目标分配给各司和各科，并定期监测其实现情况。第二，根据过去的记录计算的计划数字定期与真实的数字进行比较。例如，在新产品开发的情况下，工时是参考过去的案例计算的。第三，没有具体数字，只订出质的目的。人事行政司等处也是如此。如果在每一个案例中发现差距，就会寻找原因并制定措施。基于绩效的人事管理系统只有在基于上述工作控制系统的基础上设计，并适用于那些负责实现目标的人时，才是成功的。而人事管理系统的设计可以与工作控制系统没有任何联系。2.随着基于绩效的人事管理系统的盛行，越来越多的工人去读MBA课程，希望自己发展自己的职业生涯。MBA课程为他们提供了宝贵的机会。他们中的大多数人打算在公司外寻找更好的工作，而没有这种意图的人认为MBA课程的毕业会影响他们的内部职业生涯。3.我们计划出版两本日语书籍。

1.There are three methods to control white-collar workers' work. First, such management objectives as sales, profit rates and costs are used. The objectives are allocated to divisions and sections and the achievement are regularly monitored. Second, planned figures calculated by past records are regularly compared with real figures. For example, in case of new product development, man-hours are calculated referring to past cases. Third, qualitative objectives are set without any concrete figures. It is the case with such divisions as personnel administration division. When a gap is found in each case, causes are searched and measures are devised. The performance-based personnel administration system is successful only when it is designed based on the above mentioned work control system and also it is applied to those with responsibility for attaining the objectives. The personnel administration system, however, can be designed without any connection to the work control system.2.As the performance based personnel administration system prevails, more workers go to MBA courses, hoping to develop their own careers by themselves. MBA courses offer them invaluable chances. Majority of them intend to search for better jobs outside their companies, while those without such intention think that graduation of MBA courses affects their internal careers.3.We plan to publish two books in Japanese.