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Distributive Justice' and 'Self-actualization' in Organizations-A Comparative Study of Work-related Values in Japan and the UK

组织中的“分配正义”与“自我实现”——日本和英国工作相关价值观的比较研究

基本信息

批准号：
16330103
负责人：
WATANABE Satoko
金额：
$ 8.32万
依托单位：
Sophia University
依托单位国家：
日本
项目类别：
Grant-in-Aid for Scientific Research (B)
财政年份：
2004
资助国家：
日本
起止时间：
2004 至 2006
项目状态：
已结题

项目摘要

During the three year period of the project five workshops were held in Tokyo which all the project members attended. The members discussed research design and interview method, and analyzed research results. The head investigator, Watanabe carried out interviews of employees and managers in 11 companies, 5 in the UK and 6 in Japan. Watanabe stayed at the London School of Economics as visiting professor for 5 months in 2004, and for two weeks in 2005 to carry out the interviews. Watanabe held three workshops while she was in London where Professor Anthony Giddens of the LSE was in attendance to discuss the research result. The findings from the research are as follows.(1)The issue of distributive justice has become increasingly important in both countries as the employees have become more aware of their rights at the workplace.(2)The difference between Japan and the UK in terms of work-related values and organizational behavior, when occupational category is controlled, is decreasing. … More On the other hand, the difference in these terms by occupational category has become more significant in both countries. Different HR policies and different incentive levels should be set for four occupational groups, i.e. (1) top managers, (2)gold collar (professionals, managers, entrepreneurs, consultants etc.), (13) blue-collar, lower white-collar and service employees, and (4)flexible employees (part-time and contract employees).For (1) and (2), performance-based incentive system is effective. Especially many of (2) seek for self-actualization and respond best to challenges. For them high performance standards should be set; and they should be encouraged to participate in strategic processes, in designing their own work, and in making and executing their own decisions. In contrast, many of (4) and (4), having learned not to expect intrinsic rewards, work for pecuniary reward since their jobs offer few opportunities for self-actualization. As these groups often look to satisfy social needs, the management can effectively motivate them by creating work environment where they can enjoy sociability and work friendship. For (4), employment security and stability is important.In designing new effective HR policies, a hybrid model should be developed for each occupational group by adopting beneficial parts from the two antithetic systems, the Japanese and Anglo-Saxon systems. Less

在该项目的三年期间，在东京举办了五次讲习班，所有项目成员都参加了讲习班。成员们讨论了研究设计和访谈方法，并对研究结果进行了分析。首席调查员渡边对11家公司的员工和经理进行了采访，其中5家在英国，6家在日本。2004年，渡边以客座教授的身份在伦敦政治经济学院待了5个月，2005年，为了进行采访，渡边又待了两周。渡边在伦敦期间举办了三次研讨会，伦敦政治经济学院的安东尼·吉登斯教授出席了研讨会，讨论了研究结果。研究结果如下：(1)随着员工对工作场所权利的意识日益增强，分配正义问题在两国都变得越来越重要。(2)在控制职业类别的情况下，日本和英国在工作相关价值观和组织行为方面的差异正在缩小。…另一方面，这些术语在职业类别上的差异在两国都变得更加显著。针对(1)高层管理人员、(2)金领(专业人士、经理、创业者、咨询师等)、(13)蓝领、低层白领和服务性员工、(4)弹性员工(兼职和合同制员工)四个职业群体，设置不同的人力资源政策和不同的激励水平。尤其是许多人寻求自我实现，最好地应对挑战。对他们来说，应该设定较高的业绩标准；应该鼓励他们参与战略进程，设计自己的工作，并制定和执行自己的决定。相比之下，(4)和(4)中的许多人在学会了不期待内在回报后，为了金钱回报而工作，因为他们的工作几乎没有提供自我实现的机会。由于这些群体经常寻求满足社会需求，管理层可以通过创造工作环境来有效地激励他们，让他们能够享受社交和工作友谊。在设计新的有效的人力资源政策时，应该借鉴日本和盎格鲁-撒克逊两种对立制度的有益部分，为每个职业群体开发一种混合模式。较少