人事等級制度と組織における調整様式の適合 : 日本企業の人事制度改革に着目して

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  • THE INTERNAL FIT BETWEEN HUMAN RESOURCE GRADING SYSTEM AND COORDINATION MODE IN ORGANIZATION : FROM THE VIEWPOINT OF REFORMING HUMAN RESOURCE MANAGEMENT SYSTEM IN JAPANESE COMPANY
  • ジンジ トウキュウ セイド ト ソシキ ニ オケル チョウセイ ヨウシキ ノ テキゴウ : ニホン キギョウ ノ ジンジ セイド カイカク ニ チャクモク シテ

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There have been many human resource management system reforms seen in Japanese companies since early 1990s according to the collapse of the babble economy and intensified global competition. Many Japanese companies aim to reform especially wage and employee system which has been thought as the key factors of Japanese way of management system. In this paper, the author focus on human resource management reform especially from the viewpoint of the internal fit between human resource grading system and coordination mode in organization. In this paper, the organization is simplified as coordination system which has two patterns. One is called vertical coordination. The other is horizontal coordination. There are also two patterns of human resource grading system which are job-based grading system and skill-based grading system. Job-based grading system is regarded to be effective when it combines with vertical coordination. On the other hand, skill-based grading system is regarded to be effective when it combines with horizontal coordination. This paper examined the necessity of this internal fit by analyzing 321 Japanese companies. Empirical results are as follow : First, human resource grading system itself has no positive effect to the performance of the company. Second, there is a new pattern of human resource grading system which has strong integration of job-based and skill-based elements. This author defines this new pattern as "role grading system" which was seen most in this empirical research. It was also found that the role grading system had positive effect to performance only with strong integration of vertical and horizontal coordination mode. These results imply that there is a new pattern of human resource grading system which is able to be effective in contemporary Japanese company. But it is able to be effective only in appropriate fit between human resource grading and coordination mode in organization.

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