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

1.控制白领工作的方法有三种。首先，使用销售、利润率和成本等管理目标。这些目标分配给各司和科，并定期监测其实现情况。其次，根据过去记录计算出的计划数据会定期与实际数据进行比较。例如，在新产品开发的情况下，工时是根据过去的案例计算的。第三，没有具体数字，只设定了质量目标。人事行政等部门也是如此。当在每种情况下发现差距时，就会搜索原因并设计措施。绩效人事管理制度只有在上述工作控制制度的基础上进行设计，并适用于有责任实现目标的人员，才能取得成功。然而，人事管理系统可以不与工作控制系统连接而设计。随着绩效人事管理制度的盛行，越来越多的人去读MBA课程，希望自己能发展自己的事业。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，而那些没有这个打算的人认为MBA课程毕业会影响他们的内部职业生涯。我们计划用日文出版两本书。

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.