Early or Late Promotion/Screening?: Empirical Analysis of Career Ladders for Japanese White-Collar Workers Using Employees’ List*  

Oleh:

Uehara, Katsuhito

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 6 no. 3 (2009), page 25.
Topik: Japanese White-Collar Workers; Promotion; Career Ladder; Employees
Fulltext: JLR23_all.pdf (1.25MB)

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ134.5 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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In this paper, a long-term selection process from joining to leaving General Trading Company A and the reality of in-house career are clarified by analyzing the promotion and personnel assignment (job rotation) with data of 2,933 college-educated male white-collar workers who joined the company from 1962 to 1977 based on its employees’ lists. Company A has adopted a late promotion pattern which is a human resource management characteristic of Japanese companies. As a result of minute analysis on assignment before occurring of the promotion (speed) disparity which had not been clarified yet, a significant disparity which can explain the order of promoting to manager, the time when initial differentiation in upgrading occurs within a group of workers who joined the company at the same time and the finally reached grade was detected in the first personnel transfer after the initial assignment. Even after occurring of promotion disparity, the work contents were significantly different at the same position depending on the order of promotion. In Company A, employees fight in a multilayered tournament shortly after joining the company and human resources may be allocated depending on individual employee’s skill acquirement.

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