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The Managerial Revolution in Industrial Relations in the Progressive Era : The Labor Reform Movement in the Several Industrial Enterprises in the Chicago Area

进步时代劳资关系的管理革命:芝加哥地区几家工业企业的劳工改革运动

基本信息

批准号：
10630079
负责人：
UENO Tsuguyoshi
金额：
$ 0.32万
依托单位：
Kyoto Sangyo University
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (C)
财政年份：
1998
资助国家：
日本
起止时间：
1998 至 1999
项目状态：
已结题

项目摘要

This research project aims to understand how the labor management strategy and its structure of the modern industrial enterprises had been formed the two decades of the early twentieth century in the United States.Early 1920's most of the larger industrial corporations that combined a wide geographical range with a broad range of industrial corporations that combined a wide geographical range with a broad range of industrial products had a centralized labor bureaus commonly known as the industrial relations department, with a trained manager in charge corresponding to the managers in charge of sales, production, and other main functions of corporation's head office. The industrial relations department was established for the need of a comprehensive policy dealing with all labor relations to coordinate all of various industrial betterment activities of the every local works. To carry out this coordination, the manager of industrial relations criticized the professional standards of the war-time liberal thoughts of employment management. He endeavored to secure the cooperation among the local works personnel forces and between them and line production managers as well as the coordination of the relationship between employer and employee.Main programs directed through the industrial relations department were the employee representation plan and the foremen's training, both of which were traceable to various systems of committee management. The committee management was invented by progressive mechanical engineers to establish"teamwork" on the shop floor, and then it was applied to accident prevention activities by safety managers. The philosophy of committee management was based on the principle that the good will and cooperative spirit of the workers is a valuable asset. But industrial relations managers realized that the excessive enhancement of sharing in the management did not make for the kind of efficiency that was necessary for modern mass production.

本研究项目旨在了解美国现代工业企业的劳动力管理战略及其结构是如何在世纪初的20年中形成的。20世纪20年代初，大多数具有广泛地域和广泛工业产品的大型工业公司都有一个劳动力管理战略，即劳动力管理战略。中央劳动局，通常称为劳资关系部，由一名受过训练的主管经理负责，相当于负责公司总部销售、生产和其他主要职能的经理。劳资关系部的成立是为了制定一项处理所有劳资关系的综合政策，以协调每个地方工厂的各种工业改善活动。为了进行这种协调，劳资关系经理批评了战时自由主义就业管理思想的专业标准。他致力于确保当地工作人员之间以及他们与生产线经理之间的合作，以及协调雇主和雇员之间的关系。通过劳资关系部门指导的主要项目是雇员代表计划和工头培训，这两个项目都可以追溯到各种委员会管理系统。委员会管理是由进步的机械工程师发明的，用于在车间建立“团队合作”，然后由安全经理应用于事故预防活动。委员会的管理哲学是基于这样的原则，即工人的良好意愿和合作精神是一种宝贵的资产。但是，劳资关系管理者意识到，过度加强管理中的共享并不能带来现代大规模生产所必需的效率。