文章基本信息

标题：Introduction
本地全文：下载
作者：Fumio Ohtake
期刊名称：Japan Labor Review
印刷版ISSN：1348-9364
出版年度：2007
卷号：4
期号：2
页码：4-4
出版社：Japan Institute for Labour Policy and Training
摘要：Since the second half of the 1990s, Japanese companies have adopted and operated the ¡°Seikashugi (performance-based pay system).¡± Changes from the Japanese traditional pay system based mainly on the service years and age to the performance-based pay system have resulted in various confusions among companies and employees in Japan. Two opposite opinions have been applied to the case that the performance-based pay system introduced does not work well in Japan in a sense that productivity does not improve or that many complaints arise from employees. One opinion is that the introduction of the performance-based pay system is essentially wrong because the system is not fitted at all to Japanese culture or Japanese company management. Another opinion is that the failures of the introduction in many Japanese companies are attributable to their inadequate operations of the introduced performance-based pay systems. Considering these two completely different opinions, we can say that the Japanese society has not yet finalized the evaluation of the performance-based pay system adopted by many companies in Japan.