文章基本信息

标题：Seikashugi from an Employee Perspective
本地全文：下载
作者：Shingo Tatsumichi Motohiro Morishima
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：80-80
出版社：Japan Institute for Labour Policy and Training
摘要：It is believed that not until Company A, a major domestic electronics manufacturer, introduced a performance-based pay system called ¡°Seikashugi¡± that the word first drew attention in Japan.1 At the time, Company A was attempting a major change in their line of business from hardware manufacturing to software development and sales. In the software development business an engineer¡¯s skill greatly influences productivity, occasionally boosting it 200 fold in a single month, and at the time their management benefits system had reached its limit. Through technological innovation centered on ICT, they attempted to change wage distribution rules. There was a major turning point in the personnel system reforms of Company A with the concept of a salary based on performance instead of working hours.