HR Policies in Japanese Firms
| Autor: | ENATSU, Ikutaro |
|---|---|
| Jazyk: | japonština |
| Rok vydání: | 2018 |
| Popis: | 上林憲雄・平野光俊編『日本の人事システム―その伝統と革新』同文舘出版, pp.42-62（2019年6月刊行予定）に掲載のため、論文データ（PDF）を取り下げ。[2019/6/27] Withdrawn due to publication. [Jun. 27, 2019] 日本企業の人事ポリシーの多様性は3つの軸で捉えられる。「戦略的能力調達」は従業員の働きがい向上に結びつく傾向にある。「エンプロイヤビリティ重視」「貢献主義的処遇」の効果は，人事管理が環境に影響される度合いや組織の分権性が高いほどよりネガティブになり，環境不確実性が高いほどによりポジティブになる。「戦略的能力調達」の徹底は，他の2つの人事ポリシーの効果をよりポジティブにする。 Japanese economy and society still have been on the way for establishing new standard model in Human Resource Management. This research found that various HR policies in Japanese firms can be plotted in three-dimensional space, “Ensuring Employability (EE),” “Strategic Talent Development (STD),” and “Merit based Reward (MR).” According to our analysis, although STD has positive impact on employeesʼ QWL (Quality of Work Life), this HR policy is not deeply practiced by many firms. The effect of EE and MR become more negative when decision making in HRM is influenced by external social forces and when firmsʼ general decision-making process is decentralized. Contrary, the effect of these two HR policies become more positive when the degree of perceived uncertainty in external environment is high. Finally, thorough practice of STD makes the influence of EE and MR on QWL more positive. |
| Databáze: | OpenAIRE |
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