The Development of New Businesses and Quasi-Internal Labor Markets in Japanese Firms  

Oleh:

Dan, Yasuo

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 12 no. 2 (2015), page 028-048.
Topik: The Development; New Businesses; Quasi-Internal Labor Markets; Japanese Firms
Fulltext: JLR46_dan.pdf (363.96KB)

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

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The objective of this paper is to investigate the approaches that Japanese firms have taken to securing and preserving human resources when entering into new businesses, and how these approaches are expected to change in the future. When entering into new businesses, Japanese firms have relocated personnel internally to protect the jobs of existing employees, and also used temporary transfers (shukko) and permanent transfers (tenseki) to expand the scope of personnel relocation to cover subsidiaries and other firms. When firms transfer employees temporarily or permanently, they face the challenges of matching the right employees to the right jobs, and providing employees with the appropriate training. The human resources departments of parent firms have accumulated experience in dealing with the former problem by gathering and analyzing information about the work and personnel in their firms and corporate groups. Firms have approached the latter problem by providing retraining for the personnel of the firm or the corporate group, including in cases when they are branching out into business fields in which they have limited know-how. Personnel relocation in Japanese firms started out as a means of preventing dismissals from being made when firms needed to restructure. However, as lifetime employment became increasingly established as a standard practice, personnel relocation came to serve as a means of maintaining the incentive for employees to improve their performance in the long term. Japanese firms have adopted this approach to personnel relocation and produced successful results when diversifying through the development of new businesses. The quasi-internal labor markets of Japanese firms hold an abundant accumulation of human resources and know-know on how to utilize these resources. Japanese firms have therefore reached the point where they need to review how they should utilize such resources when developing new busi- nesses in the future.

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