Human Resources Departments of Japanese Corporations: Have Their Roles Changed?  

Oleh:

Hirano, Mitsutoshi

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Japan Labor Review vol. 10 no. 1 (2013), page 81-103.
Topik: Human Resources Departments; Departments of Japanese Corporations; United States
Fulltext: JLR37_hirano (5)_PAS.pdf (1.53MB)

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ134.9 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The purpose of this paper is to examine whether the roles of the human re¬sources (HR) departments of Japanese corporations have changed. This study compares the operations of HR departments in Japanese firms today with those during the stable growth period in Japan (1975 1996), as well as with the business partner theory advocated in the United States. Using survey data ob¬tained from the answers 365 HR managers provided to a questionnaire, this study finds that the centralization of personnel management and intensive ac¬cumulation of personnel information which characterize the HR departments of Japanese firms have mostly remained unchanged since the stable growth period. Moreover, the advantages of HR managers, such as high status within companies and promising career paths, have remained unchangedJapanese HR departments negotiate individual personnel transfer issues with line man¬agers, using sticky personnel information that is, information embedded in the workplace about employees' characteristics—as their sources of power. They then contribute to the reform of workplaces by placing the right persons in the right positions. To fulfill these duties, HR managers are required to have experience working in multiple divisions, thorough knowledge of various per¬sonnel roles within the company, and the imagination to match their employ¬ees to their right roles. As a result, the career paths of HR managers extend to a variety functions, and they come to have high status which vests them with bargaining power over line managers.

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