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題名 | 日本的經營之考察:以日本雇用制度為中心=A Study of Japanese Management: Focusing on Japanese Employment System |
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作者 | 賴文榮; Lai, Wen-jung; |
期刊 | 服務業管理評論 |
出版日期 | 20231200 |
卷期 | 18 2023.12[民112.12] |
頁次 | 頁1-19 |
分類號 | 494.31 |
語文 | chi |
關鍵詞 | 日本的經營; 雇用制度; 終身雇用; 年功序列; 三種神器; Japanese management; Employment system; Life-time employment; Seniority sequence; Three magic tools; |
中文摘要 | 因應全球化的快速進展、日新月異的技術革新、產業結構的變化、白熱化貿 易戰等內外部環境的影響,1970 年代開始,日本的經營已被國內外學者進行深 度研究。 「日本的經營」之三種神器,泛指終身雇用、年功序列及企業別工會。此外, 日本在戰後從戰敗國一躍成為世界第二大之經濟體(2010 年由中國取代,成為 世界第三大經濟體),諸多學者研究之後,視三種神器的獨特性乃促進日本經濟 起飛之重要因素。日本的經營另一特色在於經營者由企業內部升遷,幾乎鮮有外 部任用,採集團主義及家族主義,少有個人主義色彩。總體而言,日本企業並非 由大股東掌管組織而成的經營團隊,而是透過員工之間一股強大之命運共同體所 形成的經營組織。 日本產業界最大組織之經濟團體連合會認為,終身雇用制度對於企業效益提 高是有積極作為。該組織透過分析豐田、佳能、三菱重工、日立等日本優良企業 的財務報表和企業策略,得出了企業員工的平均工作年資越長,企業的收益越好 的結論。因此,企業競爭力的源泉已從資金調度轉換為人財確保。近年來,即使 我們經常可以聽到日本的經營制度正在改變,事實上,在終身雇用及年功序列制 度依然深值在大多數日本企業當中,這正是有別於人員流動率較高美式企業之特 殊的日本的經營。 |
英文摘要 | In response to the rapid progress of globalization, rapid technological innovation, changes in industrial structure, and the white-hot trade war, Japanese management has been studied in depth by scholars in Japan and abroad since the 1970s. The three magic tools of Japanese management refer to life-long employment, annual merit series, and corporate unions. In addition, after the war, Japan leaped from a defeated country to become the second largest economy in the world (replaced by China as the third largest economy in 2010), and many scholars have studied the uniqueness of the three magic tools as important factors contributing to Japan's economic take-off. Another characteristic of Japanese business is that the managers are promoted from within the company and are almost never appointed from outside, adopting syndicalism and familyism, with little individualism. In general, Japanese companies are not organized by a management team headed by a major shareholder, but by a strong common destiny among employees. The Federation of Economic Organizations, the largest organization in Japan's industrial sector, believes that a life-long employment system has a positive effect on corporate efficiency. By analyzing the financial statements and corporate strategies of excellent Japanese companies such as Toyota, Canon, Mitsubishi Heavy Industries, and Hitachi, the organization has concluded that the longer the average length of service of a company's employees, the better the profitability of the company. Therefore, the source of corporate competitiveness has changed from capital deployment to human and financial security. In recent years, even though we often hear that the Japanese management system is changing, in fact, the life-time employment and seniority system is still deeply rooted in most Japanese companies, which is the special Japanese management that is different from the American companies with high turnover rate. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。