Wage and Performance Appraisal Systems of White-Collar employees in Flux : A Japan - United States Comparison
| Project/Area Number |
12630122
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| Research Category |
Grant-in-Aid for Scientific Research (C)
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| Allocation Type | Single-year Grants |
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| Section | 一般 |
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| Research Field |
Business administration
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| Research Institution | Yokohama National University |
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Principal Investigator |
SHIBATA Hiromichi Yokohama National University, Faculty of Business Administration, Professor, 大学院・国際社会科学研究科, 教授 (10280843)
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| Project Period (FY) |
2000 – 2001
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| Project Status |
Completed (Fiscal Year 2001)
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| Budget Amount *help |
¥2,600,000 (Direct Cost: ¥2,600,000)
Fiscal Year 2001: ¥1,100,000 (Direct Cost: ¥1,100,000)
Fiscal Year 2000: ¥1,500,000 (Direct Cost: ¥1,500,000)
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| Keywords | Japan / United States / Compensation / Manages / White-Collar Employees / 管理職 / 統合性 / 分離性 / 報酬制度 |
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| Research Abstract |
Unionized Japanese and American firms made changes in their wage and performance appraisal systems, especially those of white-collar employees, over the 1990s that were inspired by features of each others' traditional employment system. Although Japanese firms made greater changes in the wage-setting process as compared to American firms, outcomes in Japan changed little. Even with these changes the wage and performance appraisal systems in the two countries retain distinctive characteristics. In the U.S. firms "segregation" between white- and blue-collar employees and high- and low-performers, remains a feature of wage and performance appraisal systems. Meanwhile, the Japanese system maintained its characteristic "integrated" form while undergoing moderate modifications.
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Report
(3 results)
Research Products
(2 results)
