戦後における企業内教育の展開

-松下電器の事例を中心に-

抄録

The purpose of this paper is to clarify the characteristics of the developmental process of in-house training in Japan. The factors which contributed to the realization of the high economic growth have been discussed from the various viewpoints. We want to consider the significance of an in-house training system which largely supported the formation of diligent employees in this paper, forcusing on the case of Matsushita Electric Industrial Co. Ltd., one of the largest enterprises in Japan.
First, in-house training, the training of foreman, in postwar Matsushita were initiated by Kounosuke Matsushita, the president of the company, who was eager to learn management techniques from the US during the rehabilitation period. Then the techniques of Training Within Industry (TWI) and Management Training Program (MTP) were introduced in 1950, and refined to meet the company's context later on.
The “Personnel Principles” established in 1957. They demonstrated basic concepts and directions of in-house training, and they paralleled rapid growth of the company in size and its production. The department of in-house training, which eagerly promoted enlargement of in-house training into all workshops and all levels in organizations, was set up in the head office in 1960.
At Atami Conference of 1964 all the management problems of the economic slump and mature markets were severely discussed. However, all activities relating to in-house training were stopped for a time, and “The Principles on Long Term Human Development” were set up 1965 after an intensive discussion. Thereafter based on the principles, the department of in-house training in the head office proceeded with the training of middle management and with the promotion of various kinds of job education, at the same time the head of each workshop had responsibilities to train his workers in his own workplace.