組織の人的資源管理施策と管理職のキャリア・プラトー現象との関係 : 大企業の課長職を対象として

概要

論文の詳細を見る
The purpose of this study was to investigate the relationship between human resource management policies in organizations and employees' career plateau. A career plateau was defined as the point in a career where the likelihood of additional hierarchical promotion is very low (Ference, Stoner, & Warren, 1977, p. 602). Career plateau contains objective phase, namely employees' position tenure and subjective phase, namely employees' perceived promotion opportunity. The facts and conclusions in this paper were drawn by using 237 executives who are all chief of a section in 10 big companies and 10 personnel executives. After using a t-test, it was clear that the length of employees' position tenure depend on whether their companies carry out the promotion test, etc., or not. Similarly, it was clear that the height of employees' perceived promotion opportunity depend on whether their companies carry out the retirement preparatory program, etc., or not. As a whole, it was clear that there are many human resource management policies which connect with career plateau on the one hand and those which don't connect with career plateau on the other hand. The implications of these findings were discussed. In particular, voluntarily participable policies or policies whose effects are objectively clarified as the promotion test tended to connect with career plateau.
日本経営学会の論文
1999-05-30