| Project/Area Number |
15530251
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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, 経営学部, 教授 (10280843)
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| Project Period (FY) |
2003 – 2004
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| Project Status |
Completed (Fiscal Year 2004)
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| Budget Amount *help |
¥2,300,000 (Direct Cost: ¥2,300,000)
Fiscal Year 2004: ¥900,000 (Direct Cost: ¥900,000)
Fiscal Year 2003: ¥1,400,000 (Direct Cost: ¥1,400,000)
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| Keywords | Japan / the United States / Restructuring / Job Transfers / Job-bid Systems / 先任権 |
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| Research Abstract |
When Japanese firms restructured their operations in the 1990s, Japanese employees were not fired and were often transferred together in groups inside firms or to related outside firms. Undergoing similar business restructuring from the late 1980s on, American firms fired low-performing white-collar employees and excess middle-performing white-collar employees were fired if they could not locate other jobs in the firms by using "job-bid" systems (systems that identify openings and allow individuals at their own choosing to "bid" on those openings). American unionized blue-collar workers were laid off based on seniority rules. Although similar job-bid systems were introduced into Japanese firms in the 1990s, they were used only for certain white-collar jobs. In the United States, job-bid systems commonly were used for both blue-and white-collar employees. Overall, the Japanese employment system was characterized by management control and stable employment in contrast to the active role played by individual choice in an environment of unstable employment in the United States.
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