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.

著者

馬 欣欣

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.11, no.1, pp.17-30, 2009-09

著者

田中 聡 中原 淳

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.19, no.2, pp.4-17, 2018-12-01 (Released:2019-08-07)

参考文献数

33

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The purpose of this study is to examine the factors that promote learning in middle managers through their experiences of developing new business. A questionnaire survey was undertaken on 371 subjects who had experience of being part of new-business departments as middle managers in private enterprises with over 300 employees. The analysis results revealed the following. First, an individual factor that promotes learning through new business development experience is learning goal orientation. Second, the organizational factors that promote learning through new business development experience are management support and work discretion. Third, a workplace factor that promotes learning through new business development experience is introspective support from one's superiors. Fourth, it was found that the factors management support, work discretion, and introspective support would act as intermediaries for the individual factor learning goal orientation, triggering the effect of promoting learning through new business development experience.

著者

小薗 修 大内 章子

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.17, no.1, pp.50-68, 2016-06-01 (Released:2018-01-24)

参考文献数

38

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There has been an increasing interest in the question of how to enhance the effectiveness of the training program through a smooth transfer of the contents of Off-JT to the workplace. While the literature identifies several factors that contribute positively to the training effect, they have not been empirically validated and little is known about the transmission channels through which these factors enhance the training effect. Based on the questionnaire survey on participants in four training programs, this study empirically validates that those factors do have a positive impact on the training effect, and identifies the transmission channels. Specifically, we find that all ten factors identified in the literature ('learning readiness', 'personal match with the content and timing of training', 'training environment', 'quality of peers', 'post-training interaction', 'practice readiness', 'willpower', 'supervisor support', 'workplace climate' and 'motivation to grow') positively contribute to the training effect, and also make the following findings: (1) a causal relationship exists among some of those factors ('learning readiness' → 'personal match' → 'practice readiness' → 'willpower'); (2) 'supervisor support' and 'working climate' positively influence 'learning readiness', but 'motivation' does not affect 'learning readiness'; (3) 'training environment' and 'peer quality' have a direct positive impact on 'personal match', while 'personal match' is indirectly affected by 'supervisor support' through 'peer quality', by 'workplace climate' through 'training environment', and by 'motivation' through 'training environment' and 'peer quality'; (4) 'motivation' and 'post-training interaction' have a direct positive impact on 'willpower', while 'supervisor support' and 'workplace climate' have an indirect positive impact on 'willpower' through 'post-training interaction'; (5) there exists a positive correlation among 'supervisor support', 'workplace climate', and 'growth will'.

著者

大曽 暢烈

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.18, no.1, pp.70-73, 2017-06-01 (Released:2018-06-01)

著者

平尾 智隆 梅崎 修 田澤 実

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.16, no.1, pp.21-38, 2015-06