Employability-Oriented Human Resource Policy and Change of Organizational Commitment

本研究项目探讨日本企业引入绩效人力资源管理改革后，日本员工对企业的组织承诺变化的影响，这些组织承诺被称为长期承诺。最近，卢梭（1992）等人提出了“心理契约”的新概念，以应对雇主与雇员之间关于雇佣合同的义务和利益的隐性解释的变化。通过人力资源管理改革，日本雇主的主要目标似乎从鼓励员工发展公司特定技能的长期工作保障转变为鼓励员工发展短期能力的工作就业能力。他们似乎也从长期承诺转变为短期承诺。我们试图调查这些变化。在2003年，我们研究了几个典型的电子公司的案例，知道他们虽然引入了基于绩效的人力资源管理改革，并注重短期能力建设，但他们也遭受了员工对这些改革越来越不满的困扰。在2004年，我们进一步对日本西部的三家公司进行了基于绩效的人力资源管理改革以及员工组织承诺和心理契约的变化的调查。我们从这个关于日本员工心理契约变化的调查中得到了有趣的结果。在年轻一代中，更多的员工对短期主义有心理契约，员工主要是为了职业发展或赚钱而投入公司，尽管许多年长的管理者支持资历制，许多年长的员工只寻求长期的工作保障。

This research project investigates how the introduction of the performance-based human resource management reforms of Japanese firms affect changes in organizational commitments of Japanese employees to them, which are well-known as the long-term ones. Recently Rousseau (1992) and her colleagues propose the new concept as "psychological contract" to these changes in implicit interpretation about obligations and benefits of employment contracts between employers and employees. Through the HRM reforms, the main targets of Japanese employers appear to shift from the long-term job security which encourages employees to develop the company-specific skills to the job employability which encourages employees to develop short-term competencies. They also appear to change from the long-term commitments to short-term ones. We tried to investigate such changes. In the year 2003, we studied several cases of the typical electronics companies and knew that although they introduce the performance based HRM reforms and focus on the short-term competency-building, they also suffer from employees' growing dissatisfaction from these reforms. In the year 2004, we further did the survey about the performance based HRM reforms and changes of employees' organizational commitments and psychological contracts for three companies in the Western Japan. We got interesting results from this survey about Japanese employees' changing psychological contract. In the younger generation, more employees have the psychological contract with the short-termism that employees mainly commit to their firms for their career development or for earning money, although many of older managers support seniority-based employment system and many of older workers only seek for the long-term job security.