リエンジニアリングと個の創造性 : リストラへのマンパワーを求めて

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Since the time of the oil crises in the 70s, Japanese industry has improved its management systems and has managed successfully to increase its productivity, despite various difficulties promoting energy-saving directed investment and develping new technologies. Most of the successes are dependent on such factors as the lifetime employment system, employees' diligence, seniority system and collectivism, etc. Up to the present, the lifetime employment system, and so on has been the most ideal organizational provision in companies. Labor and management had endeavored to observe such commitment in their business activities even though it required other various matters in order to maintain this system. As a result, the Japanese economy made a remarkable and balanced development that it had never experienced in the past. However, japan's economic and managerial situation can't be attributed only through mysterious institutions of lifetime employment seniority system, etc. More important factors are the individual self-control, the creativity of self-actualization, the bunchin-type organization. For example. "harmony of human respect and high productivity (harmony and unity)" by Honda Motor Co. and so on.-this management philosophy requires personnel to be active and to participate in developing the company's strategy. Namely, each constituent member of a company spontaneously collects as much information as possible and finds out his own role, makes a job plan, and works hard using his creativity. Thus, since the system affords an opportunity to realize one's ideas, it can be said to be a system which respects everyone's human nature. As restructuring based on reengineering increase, indviduals are being emphasized more than ever, in the conduct of the business operation, changing from the conventional personal connection and human relation based performance. In areas where highly advanced technologies are required, in particular, individual originality (creativity) and gifted ability are absolutely indispensable, there, naturally, individual ability is highly appreciated. Promotion and wage system (wage structure) based on the seniority system are being-rearranged and rationalized into a system based on meritocracy. Still more, the seniority system based on lifetime employment is actually declining. 0n the other hand, the new system of meritocracy based on each employee's ability and achievement has made. Various kinds of specialists evaluated by the new social standards are increasing continuously. The quality of loyality itself, both in individual loyality and group loyalty, is also changing. If we follow Maslow's hierarchy of needs theory, desire for self-actualization will become stronger not as a member of the group but as an individual. Thus, as described above, each of member is firmly establishinging individual existence, assertion of individual rights and conditions of self-actualization.
広島文化学園大学の論文
1994-05-31

リエンジニアリングと個の創造性 : リストラへのマンパワーを求めて

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