Research on New Trends about Occupational Careers and Occupational Abilities

研究于2000年4月展开，至2004年3月共举行了18次会议/研究会议。我们采访了96名员工，包括丰田、小松机械、Wacoal和岛津公司的文员、技术人员和工厂工人。这份研究报告共360页。具体内容在“新工作能力与职业研究”的最后一章，主要发现如下：[1]总体而言，在长期雇佣制度下，白领和蓝领员工的职业生涯都在稳步建立，工作能力也在不断提高。20世纪90年代，丰田、新津、和煤、小松等企业的人事政策并没有发生变化，也没有彻底改变日本的雇佣惯例。基本原则是从80年代以入职年份和资历为基础的公司主导型管理转变为以自我负责的绩效管理，这是一个非常慎重和缓慢的过程与20世纪80年代相比，主要的不同之处在于……更多的不同之处如下：在白领和蓝领员工中，[A]员工采用绩效管理制度；[B]多轨职业体系正在进行；[C]公司驱动的职业规划正在向个人驱动的职业规划转变，[D]大多数员工认为这些变化是可取的，没有严重的抱怨或反对无论是白领还是蓝领，都引进了临时工和合同工等外部人力，而全职员工的工作时间和对同事的关心都很紧张。但是，他们并不认为外部人力的增加会对他们的职业生涯产生直接影响，即改组和替换白领文员和技术人员希望得到晋升，并期望公开公平的人事管理。与此同时，员工经常提出申诉，提升自己。他们对职业建设的积极态度是一种新的趋势还是以前就存在，这是一个有待进一步研究的问题蓝领员工对职业培训很感兴趣。紧迫的问题是技术工人的知识继承和工头的培养和管理。在课题公司中，人事管理已经从80年代的以入职年限和资历为基础的公司驱动型向以个人为基础的绩效驱动型转变，但这种转变的速度较慢，而且员工仍然以工会为导向，而不是以美国为导向，这表明从前者向后者转变需要很长时间。劳动力市场的流动性是最近的话题，但这种流动性只出现在临时工、合同工和兼职工人组成的外部劳动力市场上，而内部市场却出奇地稳定。今后的问题是，在企业内部晋升的外部人力，会对专职人员的职位产生什么样的影响。少

The study began in April 2000 and 18 meetings/research sessions were held through March 2004. We interviewed 96 employees, consisting of clerical and technical staff and factory workers of Toyota, Komatsu Machinery, Wacoal and Shimadzu Corporations. The study report totaled 360 pages. The details are described in the last chapter of "Study of new job ability and career" and the major findings are as follows:[1] As a whole, both white-and blue-collar employees steadily built a career and improved their working ability under the long-term employment system. Regarding Toyota, Shiniadzu, Wacoal and Komatsu, also in the 1990s, no changes were found in the personnel management policy to reform Japanese employment practices drastically. The fundamental principle has been transferring from company-driven management on the basis of entry year and seniority in the '80s to self-responsible performance-based system, which is a very deliberate and slow process.[2] The major differences from the '80 … More s are as follows: among both white-and blue-collar employees, [A] employees are managed by the merit-based system; [B] multi-track career system is proceeding; [C] company-driven career planning is shifting to personal-driven career and [D] most employees think these changes desirable and have no serious complaints or backlash.[3] External manpower including temporary and contract workers has been introduced into both white-and blue-collar areas of employment, while full-timers are strained in working time and concern for co-workers. However, they do not consider that the expansion of external manpower will have a direct effect on their career, i.e., restructuring and replacement.[4] White-collar clerical and technical employees have an interest in promotion and expect open and fair personnel management. At the same time, employees frequently appeal their complaints and promote themselves. It is an issue for future investigation whether their proactive attitude toward career building is a new tendency or was present before.[5] Blue-collar employees have an interest in job training. Immediate problems are succession of the know-how from skilled workers and fostering and management of foremen.In the subject companies, the personnel management has been shifting from a company-driven system on the basis of entry year and seniority in '80s to a personnel-driven performance-based system, however this tendency is slow and employees are still union-oriented, not American market-oriented, which suggests that it takes much time to shift from the former to the latter. The fluid labor market is a recent topic however, this fluid tendency is found only in the external labor market consisting of temporary and contract workers and part-time workers and the internal market is surprisingly stable. The future problem is to determine what effect the external manpower that has been promoting into companies will have on the position of full-time workers with job separation and reorganization. Less