终身雇佣制度前瞻.docVIP

终身雇佣制度前瞻 (1996)lodged the concept ofNew Economyand KnowledgeEconomy.The GDOof the United Statesgrew26.7%from1990to1998.In thisoasion,the newtechnology contributesa lotto thegrowth ofGDP.The technologymanagement is an importantissue bothfor the enterprisesand for thegovernments.With thesuessful cooperationof thegovernments in the majoreconomies for thexxglobal financialcrisis,the globalizationof thecurrent worldhas developedfurther.Economic Globalizationis the worlds economicactivity beyondnational borders,through foreigntrade,capital flows,technology transfer,provisions ofservices,interdependent and interrelated and the formationof the organic worldeconomy as a whole.Economic globalizationis animportant featureof thecontemporary worldeconomy.It is one of the importanttrends inworld economic development.In the future,with thefurther developmentof globalization,the internationalcross culturemunication will be more and moreimportant.With thistrend,the employment system ofone countryhas someinfluence on the othercountries.Life-time employmentmeans that the jobseekers onlywork ina samepany fromthey graduateto retired.With the time esinto being in20s yearafter Second World War,applied fromlarge enterprises to mediumand small-sized enterprises.It developedvery fastafter SecondWorld Warand fadingafter thebubble economybroke upin the90sin20th century.1.2Research objectiveAfter theend ofSecondWorld War,Japan facedthe lackof labor,baby boomand economirisis insuession,but allof theseimportant eventshave takenhold byJapan.Just becauseJapan has aumulated arelative abundantexperience and some countermeasuresin theprocess,among thesefactors whichhelp Japans economywake upis thatJapans enterprisesestablish aseries methodsof achievingadvantage in the relativepetition.As thecore of these methods,life-time employment is anobject which has greatresearch value.In this article,we takean exampleof Toyota,analyze theirlife-time employment system expectingthat their value willbring itinto playsomeday inChina.In this research,thisresearchaims to analyze thelifetime employment systemin Japan,and itwill predictthe futureof this system.This research will also analyze theinfluence of thissystemon Chinesebusiness.And thisresearchwilltake GeelyandToyotaas example.This researchwill try to cover the followingquestions.1.Whether the Japanese lifetime employment(the systemin Toyota)can begood-running inChinese autoindustry such as Geely?2.Is the lifetime employmentcan befetched inChinas autoindustry(like GeelyInc.)based on the economicbackground now?3.What the problems the lifetime employment is facingafter runningso manyyears sincethe World War II?4.What are the revolutionsof lifetime employmentisexperiencing now?5.What is the direction the lifetime employment willgo in the future?6.Will theflexible employmenttotally takeplace iflifetime employment?7.What methodsthe Toyotapany usewhen lifetime employment facingcrisis such as inlate1980s financialcrisis?8.How isthe lifetime employment goingwhen the pany isadverse inbusiness?9.Will lifetime employment keepits ownadvantagein thefuture?1.3Brief methodologyof thisresearch Duringthisresearch,the followingfactors will be researched:1.Culture with a parison of Chinese culture.2.Economic elements:CPI,PPP,GDP,GNP,Exchange rateof after the worldwar IIwith aparisonofChinas economy.3.A briefparisonbetweenthe Toyotaand GeelyCompany inenterprises history,operating conditions,earning conditionsHR systemtechnology,and marketstrategy.4.Systematic factorsof Toyotas lifetime employment system:Wage system is basedon seniority,the employersage schedule,the re-employed rateafter retireage.FACTORS2.1The relatedterms Thedefinition of life-time employment:Life-time employmentmeans thatthe jobseekers onlywork ina samepany fromthey graduateto retired.The developmentof life-time employment:It esinto beingin20s yearafter SecondWorldWar,applied fromlarge enterprisesto mediumand small-sized enterprises.It developedvery fastafter SecondWorldWarand fadingafter thebubble economybroke upin the90s,20th century.Life-time employmentfacing problem:As Japans economyrecession beemoreand more serious,the disadvantagesof life-time employmentbee clearand exposedby manyscholars.They thinkthere arefour majorproblems:Because ofenterprise can not reducestaff,labor costbeesafixed cost,the salaryand bonusalso beesfixed,which posesthehighfixed costin producingfor enterprise.Life-timeemploymentadapt toenterpriseswhichkeep upgrowing,and notadapt todead stateenterprises orreducing enterprises.When laboris abandonedand withhigh education,their advantage cannot beeclear.Life-timeemploymentonly applicableto manufacturing,their parativeadvantagecan be hard to bringinto playin ITindustry.The innovationof life-timeemployment:At present,Japanese enterpriseinnovate thelife-timeemploymentmainly throughnarrow dohe quantitylabor of life-timeemployment,adopt manykinds formationof employment,increase contractlabor,temporary labor,and talentdispatch fromDispatch Companyand employthe retiredlabor again.The futureof life-timeemployment:Advantages:In thisway,employerspersonal interestand the developmentofenterprise beea closeassociation orunion.Employers andenterprise alsobee munityof destiny.So employerswill carethedevelopmentof panyand alsobe pleasureto acquirenewtechnology and newknowledge,they willwork hardand havethe motivationto takean activein groupdiscussion ofgroup work.Because of the lowflowing of labor,enterprises noneed toworry aboutthe revealingof newtechnology.Disadvantage:Japan hasenter ina agewhich isa lowspeed for enterprises development,but their salary levelarethe highest in theworld,thehighwage havebee thefixed costforenterprises,and nofewer andfewer enterprises can absorb.Asthefast developmentof globalization,Japanese investgets moreandmoreoutside,so they will hireemployers indifferent countries,life-timeemploymentcan behardtoimplement inforeign countries.People in Japan havechanged,withalong-time recessioneconomy,life-timeemploymentis considered to beinnovated to adapt to the changingenvironment.2.2The developmentoflifetimeemploymentinJapanToyota Motor,the Japanesecarmaker,plans todismantle its traditional paysystem andintroduce merit-based salariesto itswhite-collar employees.The planby Toyota,a groupviewed as a corporatetrendsetter,deals anotherblow toJapans traditionallifetime employmentculture.It affects20,000Toyota assistantmanagers andbelow whowill havepart of their salarydetermined bycapabilityrather thanseniority.The movefollows Mazdas recentefforts toshake upits promotionsystem byappointing a38-year-old executiveto itsboard ofdirectors,who isbelieved to be theyoungest boardmember ata Japanesecarmaker.（Harney,Alexandra.Financial Times.London(UK):Jul8,1999.pg.28)The prospectof deeplosses and the abruptannouncement thata Toyodawould returnto power,after peoplefrom outside the familyhad runthe panyfor14years,have joltedthe autogiant in the sameway thatlooming bankruptcyhas rattledDetroit automakers.The panyplans to cut spendingby10percent and is lettingmany temporaryworkers go;permanent workersthus farhave beenprotected bya lifetime employment policy.(Micheline Maynard.New YorkTimes.(Late Edition(East Coast).New York,N.Y.:Feb15,xx.pg.BU.1)In Japan,Honda isknown forits engiechnologyandMazda forstyling.Less positively,Nissan has a poorbrand imageandisseen asplaying secondfiddle toToyota.It issomething thatCarlos Ghosn,Nissans Brazilian-born chiefoperating officer,is chargedwith changing.Lifetime employmentand seniority-based promotionscould beamong thevictims ofhis radicalplans whichinclude removing21,000workers-14%of thetotal-from Nissans payrollduring thenext threeyears.(Alex TaylorIII.Strategic Direction.Bradford:May2000.Vol.16,Iss.5;pg.25,2pgs)Toyota Motor,the Japanesecarmaker,plans todismantle itstraditional paysystem andintroduce merit-based salariesto itswhite-collar employees.The planby Toyota,a groupviewed as a corporatetrendsetter,deals anotherblow toJapanstraditionallifetime employmentculture.It affects20,000Toyota assistantmanagers andbelow whowill havepart of theirsalarydetermined bycapabilityrather thanseniority.The movefollows Mazdas recentefforts toshake upits promotionsystem byappointing a38-year-old executiveto itsboard ofdirectors,who isbelieved to be theyoungest boardmember ata Japanesecarmaker.(Harney,Alexandra.Financial Times.London(UK):Jul8,1999.pg.28)Although Toyotaremains Japans largestcar makerand theworlds3rd largest,with$109billion inconsolidated sales,its vitaloperating profitmargin skiddedto anestimated3.5%in thefiscal yearthat endedin March1996-several percentagepoints belowToyotas marginsa fewyears back.Hiroshi Okudas jobas Toyotapresident is not aneasy one.He isthe firstexecutive fromoutsidetheToyoda familyto runthe panysince1967.A primeOkuda targetisthe panys bloatedcost structureat home.Globalizing partsprocurement willenable Toyotatocutthe cost of expensiveponents suchas airbags and anti lockbrake systemsby50%overthenext2years.Savings of at least$5billion onToyotas$47billion annualparts billare projected.Where Toyotaused tooperate with7layers ofmanagement,it nowhas3.The panyis alsoaiming tohire30%of newworkers ascontract employeesso it is notmitted tooffering lifetime employment.(Weinberg,Neil.Forbes.New York:May20,1996.Vol.157,Iss.10;pg.68,4pgs)2.3The relatedresearch aboutthelifetimeemploymentThe concept“employability”was addressedaround1955,and notuntil1990s thatempirical studieswere performed(van derHeijde&ven derHeijden,xx).There aresocial,economic,policy,technology factor,and marketdemand affectingthe labormarket.Knowledge-based economyand technologyadvancement mademany industrieschange theirstrategies onhiring newpersonnel.Impacts ourinmanyaspects:the economicimpact ofskill andlabor shortages,the changein thenature ofcareers,and thefading ofjob security.Driven by the aboveimpacts,the concernof employabilitygrows evenfaster(Hillage&Pollard,1998;van derHeijden,xx;Department ofEducation,Science,and Training,xx;Clarke&Patrickson,xx).With collegesexpansion，theproblemof graduatesemploymentisall outstandingsocial issueAs aBusiness Englishgraduates arefaced with the samecontradictions andproblems of employmentColleges planningis veryimportantIt shouldbe dependenton correctoneself cognition，oupational analysis，establishing theoupation targetand cultivatingoneself ability,suchas the businessEnglish Majorsbeinginprogress systematicallycareer planningin Highervocational collegesThe abovephenomena affectedmany countries;even well-developed countriescould notescape fromthese influences.The majorimpact of these influencesison employment,whichhassuffered themost.Researchers,organizations andpolicy makersadopted“employability”asa new frameworkto solvethe unemploymentproblem.Employability wasone of the keytopics ofpolicy inUK(Verhaar&Smulders,1999).Graduates employabilitywas takenas anindication of the educationsuess inEducation system of UK(Harvey,xx).Many otherEuropean countries,like Portugaland Netherlandshad similarvision.Portugal researcheradopted employabilityasaframework fortraining in the yearof transforminglow skilledeconomy tohigh skilledone(Tome,xx).Dutch researchersurveyed employability of workersin agriculture industry tofind adirection forincreasing theirpetition(Verhaar&Smulders,1999).Employability wasembedded inUK education system asone of the hottestapproach toenhance qualityof higher education(McFarlane,xx;Rae,xx).National YouthCommission ofChina conductssurvey onemployability ona regularbasis andencourages theeducationsystemto increaseemployabilityof their newgraduates soas toincrease employmentrate.Individuals,as thesupply sideoflabormarket,face themost difficultchallenges.Career ladderno longerexist;they haveto figureout theircareer themselves.Loyalty doesnot guaranteeever-lasting employment.Continuous changeand learningis requiredbesides human capital.Unstable employmentis threateningthem.They cannotrely onorganization aloo directand maintain their careers.The conceptof“employability”had beeninvoked invarious literatures,employee relations,industrial andmercial training,highereducation,human resourcemanagement,human resourcedevelopment,career development,vocational psychology,oupational psychology,government surveyandthelike.The definitionsof employabilityvary aording to theirconcern,petence-based employability(ven derHeijde&van derHeijden,xx,xx),self-perceived employability(Rothwell&Arnold,xx),psycho-social employability(Fugate,M.,Kinicki,A.J.,&Ashforth,B.E.,xx),dispositional employability(Fugate,&Kinicki,xx),humancapital(Tome,xx),integrative employability(Pool&Sewell,xx)and so on.Major concernsare employment,job seeking,job security,retaining job,adaptation inaneworganization,job performance,and careersuess.The aboveconcepts canbe categorizedinto“supply side”and“demand side”,wherein theformer refers to characteristicsof individuals;the laterreferstoorganizational factors.In hierarchicallinear modeling,concepts canbe categorizedinto“level1”,“level2”and“level3”aordingto the analysis.“Level1”represent“individual level”,“level2”represents grouplevel,to which the individualsbelongs to,“level3”represents thebigger populationwhichthegroup in“level2”are nested(Raudenbush&Bryk,xx).The conceptsmentioned in the aboveparagraph reston thelevel1;whereas mostof thedemand esfrom level2or level3.No matterwhat kind of perspectiveemployability isabout,theconceptof employabilityremains unclear,sometimes tooplicated for application(e.g.Pool&Sewell,xx).As describedbefore,there aredifferent levels of employability.Employability differsamong employeesand employers.Employees lookforasuitable jobandinter-organizational mobility,that is,they lookfor“transitional employability”.Fugate etal. (xx)focused onthis kindof employabilityand stressedon dispositionemployees need.Employers lookfor employeeswho havethe skills,knowledge,and experienceto fillgaps withinan organization,“functional employability”is whatthey areconcerned with.Clarke (1997)asked managerabout whatkindofemployability theyhope theiremployees possessed:“The employableperson ismotivated,self-confident,mitted,adaptable andflexible.He orshe is alsoateam workerand articulatemunicator.The employableperson willbe aninnovator,problem solver,decision makerand managerof change.He orshe willalso demonstratean appreciationof business and merce,a customer-focused approachandamitment to thehighestquality.The employableperson willhave a strong desirefor self-development andwillbecurious andanalytic intheir approach.”Harvey (xx)suggested thatconceptualization ofemployability dependon thegoal(s),his viewpointimplied thefact thatthere isno monconsensus about“employability”and thatmore researchesare requiredto establisha bettertheoretical foundation.Aording toLaw,Wong,and Mobley (1998),multidimensional constructconsists of a number of interrelatedattributes ordimensions andexists inmultidimensional domains,the dimensionsof amultidimensional constructcanbeconceptualized underan overall abstraction,and itis theoreticallymeaningful andparsimonious touse thisoverallabstractionasarepresentation of the dimensions.The nature of amultidimensional constructdiffers whendifferent interpretationsare attributedto therelations betweenthe overallconstruct and its dimensions.Without specifyingthese relations,the variousdimensions area simplecollection ofrelated variables,and there isnoneed tolabel themas ponentsof amultidimensional construct.2.4The relatedtheory aboutculture Crossculture refersto havingsufficient understandingofthe right,and onthis basis to beaepted inan inclusivemanner andto adaptwhen there are differenceswiththenational cultureortheculture ofconflict phenomena,customs andhabits.The manager should adaptthe newenvironment of new habits,customs andsoon.The cultureconflict refersto twoor culturalcontact witheach otheron thewar andconfrontation.A culture is basedonthe human life experience andlifeexperience.Living ina closedenvironment,istoproduce somethings inmon tribalor villageculture base.With thedevelopmentofhistory,between tribesor villageswho aregrowing variety of contact,closed statewill graduallybe broken.The culturalconflict isa cultureofcongenitalor determinedby thenatureofcultureisculture inthe inevitableprocess ofcontinuous developmentofanatural phenomenon.The individualist culture paysmore attentiononthedevelopmentofindividual.They encouragepeople topursue freedomand democracy.The personalwealth andhappiness areconsideredtobe themost importantthing.America andEurope arethe typicalindividualist cultures.On theother hand,people incollectivist culturelive andthink for the munity.People areencouraged togive upsome ofthe personalinterest for the collectivistgoal.Japan andChina arethe typicalcollectivist cultures.Western cultures are mostlyindividualist cultureswhile easternculturesaregenerally collectivist cultures.East andWest eachhasaunique ethnicand culturalbackground andsocial psychologicalstructure,production methodsand differentlevels ofdevelopment,reflected inthe thinking,knowledge andstyle onthe waytherearesignificant differences.So the managershouldlearn moreaboutthethinking methodsand customsof collectivist cultureinorder to avoid themisunderstanding inmunication.Japans uniquegeography andhistory,gave birthto theunique Japaneseculture.Cherry blossoms,kimonos,and haikuwarrior,sake,traditional JapaneseShinto constitutethe twoaspects-Chrysanthemum andthe Sword.In Japanthere isthe famousthree,thattheJapanese peoples teaceremony,flower arrangement,calligraphy.Brought toJapan fromChina infighting sports-karate donot useany weapons,fist andfeet only,pared toother fightingsports,isavery realsense aform ofexercise.Aikido wasoriginally justfor theexercise ofaformofthemovement,whose basicphilosophy isnot toforce aconfrontation withforces.Firstly,individualist culture and collectivistculture havedifferent understandingof conceptof family.Western humanis