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

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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.