京都大学 / 0048 / 新制・課程博士 / 博士(法学) / 甲第18742号 / 法博第173号 / 新制||法||150(附属図書館) / 31693 / 京都大学大学院法学研究科法政理論専攻 / (主査)教授 土井 真一, 教授 毛利 透, 教授 曽我部 真裕 / 学位規則第4条第1項該当 / Doctor of Laws / Kyoto University / DGAM

戰後的高度經濟成長讓日本頓時成為世界各國注目的焦點，美國企管學者與國際性研究團體機構相繼指出日本企業有長期雇用習慣的特色，且此習慣於戰後形成且在高度經濟成長時期扮演著極重要的角色。但一九九０年代日本泡沫經濟結束後，日本陷入前所未有的、長達十年的低成長期，過去備受讚揚的日本式管理如今成為日本企業競爭時的包袱，企業界、學界紛紛指出，日本企業在不景氣之下必須要有新的作法，首當其衝的就是日本式雇用制度。因此，本研究旨在探討日本企業於泡沫經濟結束之後，因應內外環境之改變，其在人力資源管理上的革新做法。 本研究採文獻探討法，再輔以實地訪談。本研究共分六章，除緒論、結論之外，本論部分共有四章；第二章先探討人力資源管理的理論基礎，再整理出日本式管理的特色，及日本企業人事制度成立的歷史與經緯。第三章強調經營的內外環境變化會影響人力資源管理的做法與走向，指出日本企業於經濟泡沫結束之後所面臨之人力資源管理上的課題。第四章探討日本企業引進歐美企業之成果主義的做法與其配套措施。第五章探討日本企業為建構一高效率及富彈性化的組織，其在人力資源管理上的動態分析。 綜合本研究發現，日本此波人力資源管理上的革新做法與運作有以下幾項特色： 1.和洋折衷：日本雖導入美式人事制度，就是改以職務為基礎，以成果表現敘薪，但此成果是一包括性的成果，並非歐美企業中的結果，成為獨樹一格的「日本式成果主義」。 2.追求適才適所的互動面試方式：日本式管理下，日本企業中由人事部門來決定錄取者將來所屬部門；但此波革新中，日本企業為求實現適才適所，將人事權下放至各部門的主管，改由部門主管決定最後的錄取者。 3.員工自我導向的激勵、培育：日本企業仍相當重視公司內部的訓練，但員工個人也將承擔起愈來愈多的責任，員工成為企業人力資源管理工作的主體，企業只是輔助的角色。 4.重視「選擇與集中」的人才組合：封閉式的終身雇用制使日本企業內部勞動市場的供需無法彈性的因應環境變化，日本企業設法透過人力資源結構的調整，以降低成本、追求更有效率的營運績效。 5.價值創造導向的人力資源發展活動：人力資源管理部門的層次提升，成為企業創造價值、贏得競爭優勢的一個重要部門。 / Japanese management system is famous for his lifetime employment and seniority system after World War II. But when “Bubble Economy” in Japan in the 1990s came to an end, Japan’s economy faced its slowest growth that had never happened before in the next decade. The academic community indicates that it is the lifetime employment that leads to the loss of competitiveness in Japanese corporations; therefore, Japanese corporations need to start transforming their company structures, especially the Human Resources Management. In this thesis, the main discussions were about what innovative ideas Japanese corporations took on when faced with inside and outside environmental changes. The thesis is divided into six chapters. The second chapter discusses the theory of HRM, the features of Japanese personnel management, as well as the history of Japanese personnel management. The third chapter analyzes how the changes of the environment affect Japanese HRM. In the fourth chapter, we discuss what strategies Japanese corporations adopt to introduce “Pay for Performance” into their business. At last, the fifth chapter analyzes what Japanese corporations need to adjust in their HRM in order to become more efficient and more flexible. From the thesis and research, there are four findings as below： 1.Compromise between Japanese and Western styles：Even though Japanese corporations brought the “Pay for Performance” into practice, the Performance here is somewhat different from what it means in Western corporations. Unlike Western companies, Japanese corporations take your effort into account too, instead of judging directly from the business figures you reach every month. This is the so called “Japanese Pay for Performance”. 2.Interactive interview of pursuing the right man in right place: Under the Japanese management, the department of human resources is responsible for deciding which attachment is suitable for the admitted persons. However, in this innovation trend, in order to realize the right man in right place strategy, Japanese corporation decides to release the power to the directors of each department and let the directors be the last judge of the final admitted person. 3.Employee Oriented, Manager Supported：On Job Training is still valued in Japanese corporations; however, employees are taking more and more responsibilities themselves. Japanese corporations are changing to a supporting role. 4.The strategy of “The choice and the centralism” on Human Resource Portfolio：To cut the cost and be more efficient, Japanese corporations need to adjust the proportion of their workforce accordingly. This means there’s more flexibility to terminate employees’ contracts or to hire contract workers when needed. 5.Value-creation oriented HRD：Once the department of human resources is improved, it will help bring more customers for the business and then increase the competitiveness for the company.

日本企業の職場において個別化された仕事・労働条件決定のルールの構造を記述するフレーム、そして青木昌彦が展開した組織アーキテクチュアとコーポレートガバナンスの分析枠組みを労使関係・労働組合機能の分析に活用できるよう詳細化したフレームを提起し、企業別労働組合が個別化する労働条件決定における合意形成に向けてどのような役割を果たしているのかを賃金制度の労使協議・労働時間決定・経営参加の事例を展開した上で明らかにした。 / 博士(産業関係学) / Doctor of Philosophy in Industrial Relations / 同志社大学 / Doshisha University