Japanese Human Resource Manage


Employee Performance in Japan: Evaluation and Reward
Postwar economic development provided quite and immense amount of status and income to the Japanese. Since the 1960s, close to 90% of the Japanese people consider themselves to fall somewhere in the middle-class according to a survey conducted by the Prime Minister’s office. Today, status in society is determined mostly by one’s employment. Out of the labor force that consists of more than 60 million people, 45 million of those are regular employees. And for those who are working in a large firm, they are usually hired at the time of school graduation and retire at the compulsory age of 60. This kind of long-term ...

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or goal of the Japanese firm, instead it is a corporate reality in itself. The Japanese firm also exists in two levels, one which lies in the firm and one that lies outside the firm. Within the firm, the Japanese company tends to be a much more homogeneous group compared to its western counterpart. Large firms hire their workforce, mainly university graduates, from preferred schools to which they subtly assign quotas. These new recruits are hired for their potential. Training and development are essentially an internal affair which the firm is responsible for. This would lead to a system of job rotation and on the job training which is further nurtured by the classic Japanese system between junior and senior (sempai-kohai) found ubiquitously in Japanese society. The firm invests heavily on training generalists, or company specific skills in the sense that any employee should adept all the skills needed for the task assigned to the group, and that the overall work ...

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appraised have and will work for quite some time. Evaluation is for two related purposes, promotion and remuneration. It is then a complex task that can be handled neither by an individual superior nor on the basis of short-term considerations. It can only be handled over time and collectively. It is no accident that managerial experience with human resources is valued substantially higher in Japan than in the West. Japanese CEO’s regard experience in human resource very highly. Whereas other corporate functions can turn to numerical data to outline experience, experience of human resources is more of an art than just numbers. This is especially true in Japan where human ...

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PAPER DETAILS
Added: 9/13/2008 11:32:02 PM
Category: Miscellaneous
Type: Premium Paper
Words: 2097
Pages: 8

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