わが国における「労務管理現代化」の現状とその日本的特徴
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概要
- 論文の詳細を見る
The aim of this paper is to make the existing condition of the contemporarization of personnel administration in Japan and its features clear. To speak "the contemporarization of personnel administration" means that the personnel administration has become to have the same as the postwar characteristics in U.S.A. These are following; (1) personnel policies and managerial thinking, (2) system's thinking, (3) human relations' and behavioral sciences' approach, and (4) managing people at work by every managers. I have named the personnel administration, having these postwar characteristics, "the contemporary personnel administration." Therefore, I think, it is not unfair to say that the above mentioned characteristscs are the indexes of contemporary personnel administration. While the modernization of personnel administration in Japan was promoted under the guidance of GHQ after the war, the personnel administration in U.S.A. had advanced from the modern one to the contemporary one. Therefore, many big businesses in Japan have made strenuous efforts to introduce the techiniques of the contemporary personnel administration since 1960, especially 1975. As I have taken an interest in the development of Japanese personnel administration, I researched on the existing conditions of "the contemporarization of it" through sending the questionaires to 850 big companies. Receiving the answers to them from 196 companies, I, analysing the answers, wrote this paper on the base of the analysis. The conclusions are following: (1) the characteristics of contemporarization, namely, personnel policies and managerial thinking, system's approach, human relations' and behavioral sciences' approach and managing people at work by every managers, have been introduced formally into the personnel administrations in about 60-70% of the big companies, (2) however, the introductions are substancially only about 20%, (3) the reason of this gap between formal and substantial percentage is found in the fact that most Japanese business organization forms are still now substancially "functional organization": and don't mature to "line and staff organization": therefore, although most personnel specialists in Japanese big companies are progressive to take new techniques and thinkings into their personel systems, the managers and supervisors in line haven't enough understood that every manager should be personnel managers, so that most of them don't intend to introduce these new techniques into their practices in line. In short, we find "Tatemae and Honne," which means the large gap between the formal stance and the substance, one of the Japanese labor practices, in the answers to my questionaires on "the contemporarization of personnel administration in Japan."
- 日本大学の論文
- 1981-03-20