著者

山﨑 正枝

出版者

日本労務学会

雑誌

日本労務学会誌 (ISSN:18813828)

巻号頁・発行日

vol.21, no.1, pp.48-65, 2020-10-01 (Released:2021-01-05)

参考文献数

15

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The current workplace has changed due to the individualization of work, the diversification of employment patterns and ways of working, and the values of workers, which has reduced the original functions of the workplace, such as collaboration and human resource development. Organizational development is to create a centripetal force in an organization that tends to be a group of disparate individuals.Revisions to the HR system are perceived by employees as non-compliance with psychological contracts and can reduce employee organizational satisfaction and performance, as well as increase intent and intention to leave. In order to create a HR system that does not cause a backlash from employees, it is necessary to explain the reasons for the revision of the system and to be transparent about the process of creation.The purpose of this paper is to examine the process of constructing the HR system in Nursery School Y and to consider how the approach of organizational development and the construction of the HR system influenced each other. Then, it is presented as one of the methods of constructing the HR system. In Y, we introduced an organizational development approach to the process of constructing the HR system and aimed to integrate both the hard aspects of the organization (the HR system) and the soft aspects of the organization (people and relationships) such as collaboration, trust and influence relationships, organizational climate and culture.We conducted two workshops with all staff participation in the process of constructing the HR system, shared organizational values and childcare views to deepen mutual understanding, and created a “check sheet for self-growth”. We also had a committee where everyone could participate to discuss and build consensus on what evaluation should be and how it should be reflected in wages.In the process of constructing the HR system, I not only implemented Future Search, a method of organizational development, but also intervened by focusing on the 4 values of organizational development (humanistic philosophy, democratic principles, client-centered consulting, and socialecological system orientation) in all aspects of the process.As a result, painful wage changes to staff were accepted by staff and no negative actions have occurred since the introduction of the new system. In addition, the self-innovation ability has been enhanced, and the system has been operated autonomously while improving the system even after the introduction.In this case study, it is suggested that the approach of organizational development increases the congruence between the hard aspect of the organization, the HR system, and the soft aspect, the awareness of the working people. It is presented that by introducing an organizational development approach to HR system construction, which has been emphasizing system design, it is possible to cover human aspects that have tended to be lacking, and to make the transition to the new system without degrading the functioning of the organization.