In this article discusses the features of foreign experience of personnel management (the case of Japan).
Recently in foreign economic literature growing focus on corporate governance issues (corporate governance) ie Management of Joint Stock Company in terms of interaction between the participants proprietors, managers and other stakeholders (mainly by creditors). One or another model of corporate governance defines the structure of the control and financing of the enterprise. It is obvious that the interests of the various members of the company do not coincide in many ways. Therefore, the task of corporate management system is the achievement of such a combination of these interests, which will allow the company to follow most effective strategy in the conditions of existing legislative and economic environment. Despite the fact that each national model are inherent own characteristics, caused by, in its turn features of the law and the structure of the financial system, can identify two basic types of corporate governance models. The first type is distinctive for the US and the UK, is based on the "sparseness" of financial requirements, highly liquid financial markets and threat operations to seize control over of companies in case of insufficient activity of managers. For these countries characterized by the development of institutional investors investment and pension funds, insurance companies, etc.
For institutional investor the main goal is not to participate in management of the company, holder of shares or bond which he is, and achieving of a satisfactory of profitability of their investments at the expense of their maximum diversification. The theoretical basis for this approach was the theory of "efficient" market, characterized by accessibility and perfect "symmetry" of information and the lack of opportunities for obtain additional, than the average profit. Portfolio investors are not interested to take on costs implementation of direct control and therefore do not are inclined to take an active part in corporate governance. For most other industrialized countries (the countries of continental Europe) is characteristically the predominance of a model based on "internal" control. This model assumes to representation of interests of various participants in the administrative council of enterprise, which aims to exercise direct control over the company's management activities. Shareholders can also trust of exercise control by qualified intermediary a bank (Germany). In contrast, the control by the capital market plays a much more modest role. For countries where this model prevails, characterized by a relative lack of development of financial markets, the markets of control, as also a higher degree of concentration of financial requirements, ie their smaller "sparseness", long-term investments in shares and frequent cases of cross shareholdings. Institutional investors are not so well developed, and the output of the companies on stock market is difficult with all sorts of restrictions. It is obvious that in this case there is a significant information asymmetry (the requirements for dissemination of information on companies are less stringent), and the costs of "active" investors are relatively small Thus, investors seek to exercise direct control over the actions of managers and actively participate in corporate governance.
Japanese personnel management system is significantly different from the Kazakh, because it (as, indeed, and the personnel management system of any other country) is based on the mentality of its employees This at first glance, the main problem of implementation a Japanese experience of management in Russian companies. Firstly, it is the selection of personnel the cornerstone of the work with the staff. As you know, in Japan the corporate spirit almost complete absence of conflicts, coordination of work, team cohesion depend on the national composition of organization. Accordingly, in most of the organizations a team looks like a extremely Japanese team. Kazakhstan reality is very different from the Japanese, but within one organization to pick up a well-coordinated and mono-national team is possible. Secondly extremely an important condition for high labor productivity is the corporate spirit. This condition, however, follows from the previous one. Taking into account the Russian mentality, subordination is must be strictly observed. However, the employee must still see in his chief not the commander, but the strict guide. Finally, we come to the main barrier to the use of a Japanese personnel management experience in the conditions of Russian reality. System lifetime employment . It is based almost all a Japanese system of personnel management. Japanese company is not only commercial units, but also largely a social organizations. Each company has its own corporate philosophy, in which the emphasis is on concepts such as sincerity, harmony, cooperation, contribute to the improvement of society. The main factors that determine a prestige of the company in Japan its legal status, controlled market share, membership at the exchange and corporate philosophy. These indicators are more important than the price of shares or level of profitableness. The prestige of Company determines its access to external financial sources, the ability to attract of human resources with high potential. From the company's prestige, which works a Japanese, a considerable extent depends on its recognition in society. In the public mind a working life equivalent to the personal, individual survival and human development depend on the survival and development of the enterprise in which he works. In these circumstances, the employee identifies himself with his company and is ready to share her fate.
The organizational principles of the Japanese company:
- Targeting to
- The continuous introduction of
- Attention not to the individual functions and their
Japanese management style is based on the conviction, rather than forcing employees. The chief does not distinguish himself from the mass of subordinates, his task is not to supervise the work which is done by others, and to promote interaction between employees, to provide them a necessary support and assistance, to form a harmonious relationship. As a rule, in Japanese firms do not have detailed job descriptions and regulations on structural units are general. A staff member sent to work only receives a certificate of assignment, informing that with such a date he appointed to such a department at a certain tariff category, without specific duties, responsibilities or work period. Enrolled in the unit, the employee takes possession of the labor operations and features of interpersonal relationships in a team with the support of colleagues and immediate supervisor. Workplace organization and production facilities in every way contributes to the collective work. One of the serious management differences between American and Japanese companies is the different nature of their temporal orientation. Japanese companies are paying more attention to their long-term development. There are also significant differences in the actions of control mechanism. Control in Japanese companies is different by its concentration in the hands of ordinary employees and "orientation on the process." Inside the company, occur a exchange of information, frequent contacts and decision-making based on the principle of consensus. System lifetime employment or another of its name a long-term guarantee of employment, is widespread in Japan. According to experts it covered about 35% of employment, but in large companies up to 50% and higher. System is assumes to the hiring of the employee immediately after the end of their educational institutions and non-formal, ie, legally unformed, saving behind him a place in a company up to the mandatory retirement. At favorable for company status on market "pension ceiling" can be upgraded, but the staff retirement age will be transferred to lower salaries. According to the psychology of lifetime employment does not rush from one organization to another. The organization takes care of him during all his life and can not be easily interrupted union with the employee. If the employee leaves the company or is dismissed, this is serious impact on his future career. The Japanese companies are carefully selected and complement their human resources, and managers a lot of time is spent on informal assessment of the work of subordinates. Usually an employee in a Japanese company receives a new appointment in two or three years, and knows that the quality of performance of their duties will determine the character of his next destination. An important role in human resource management in Japan play a sociable unions, which are created on the basis of the enterprise and integrate permanent employees. These include as a "white" as "bluecollar" leaders are elected extremely from its midst. Permanent employee is still a trade union member, and it is protected by him during the entire period work in the company. For this reason, Japanese trade unions is often called "the second human resources department," Service of human resources management of company. Collective negotiations are becoming not negotiations between the controlling unit and the trade union, but coordination or consultation on decision-making between the two Human Resources Departments by same company. An important aspect of the formation human resource of Company is the practice of in-house professional training. Each company prepares a human resources for itself, and seeks that its employee was not a narrow specialist working in any company, but versatile and multifunctional would be responded to precisely its goals and tasks. The process of rotation in Japanese companies are highly functional is also because organization of manufacturing process and management at enterprises has the character of the production contract with the "sparseness of responsibility" for the work done. Among the important features of organization of work, stimulating and mobilizing the active participation of employees in the affairs of their companies, also called permanently functioning systems of joint consultations, in which managers and workers regularly exchange information on their actions and plans. They operate at 70% of large Japanese companies and have played an important role in a relatively quick and peaceful restructuring of Japanese companies when introducing robots and computer technology. An additional source of mobilization of human resources is the fact that Japanese companies take on themselves, on expression William Ouchi, "holistic care" for its employees. A large part of their costs for human resources is implemented in the form of spending on social needs (housing, medical care and leisure organization). This activity of Japanese companies focused on strengthening of affection of its employees, their emotional and spiritual integration. Every year are arranged colorful ceremony of the official enrollment in the company of new recruits. The training program recruited in the firm a intended sometimes for several years, and includes not only extensive professional training but also the study of the history, goals, principles activity of firm. Sometimes companies use methods of religious training. In order to strengthen group solidarity a new employees can settle for a time in the company dormitory. A characteristic feature of Japanese management is the use of the bureaucratic system. Its features relating to the respect of the manager status, collectivism, rationalization, impersonality and justice correspond well to traditional cultural features of the Far Eastern region.
The main features of management of labor at Japanese companies as follows:
- Flexibility of work distribution and rotation of staff;
- Mobility and long-term human resources training;
- The use of mechanisms to motivate workers in the results of their work;
- Flexible organization of system of material incentives;
- Strict discipline in the workplace;
- Focus on human resource
These features are associated to the principle of long-term employment, are supported by mutual trust of employees and Administration, as well as their aspiration to keeping harmonious relationships.
References:
- Arsenyev N., Personnel Management.Models of management. M. 2005 Sagindykov // Aktobe breakthrough step by step. 2010 – 332p.
- Zhuravlev P.V., Kulapov M.N., Sukharev S.A. World experience in personnel management. Review of foreign sources. Moscow Ekaterinburg,
- Maslov EV Personnel Management of the enterprise: Textbook / Ed. V. Shemetova. INFRA-M. Novosibirsk NGAEaM, 2003-312p.