| Budget Amount *help |
¥2,080,000 (Direct Cost: ¥1,600,000、Indirect Cost: ¥480,000)
Fiscal Year 2013: ¥780,000 (Direct Cost: ¥600,000、Indirect Cost: ¥180,000)
Fiscal Year 2012: ¥520,000 (Direct Cost: ¥400,000、Indirect Cost: ¥120,000)
Fiscal Year 2011: ¥780,000 (Direct Cost: ¥600,000、Indirect Cost: ¥180,000)
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| Research Abstract |
According to our macro data analysis, dissemination of performance-based personnel systems in Japanese companies is not complementary to the human resource development, so the incentive system for the employee has not reconstructed. Further, according to analysis using micro data of employees and companies, it has been shown that human resource development through OJT Japanese companies are doing is effective still in performance-based personnel system in recent years. This study has also clarified the formation of the advice and information exchange network is facilitated by OJT such as job rotation and personnel transfer and its network enhances the individual human capital and performance.
It is considered that OJT for the formation of the network becomes one of the sustainable human resource management under cost constraints.
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