日本企業における中国人従業員の人的資源管理に関する一考察

中国人従業員へのインタビュー調査から

抄録

This study proposes four measures to foster human resource management of Chinese employees to help them better adapt to the work culture at Japanese companies. The first is career development assistance for Chinese employees as they seek self-realization by challenging themselves at work. The Japanese managers of these employees could help create a career design plan to assist the latter to achieve self-realization. The second measure is to adequately assess the abilities and performance of the individual. Chinese employees place a high priority on the development of personal skills and abilities for progress and promotions at work, and emphasize personal performance results for securing salary raises. These goals should be a key focus in the performance planning and evaluation of such employees. The third measure advocates human resources education with an emphasis on consensus. Chinese employees proactively report on work to their superiors, as they believe that such communications will serve in accurately assigning responsibility for errors or failures at work. Through either on-the-job or off-the-job training or both, the employees should be able to perform their work in full agreement with their managers, with a strong scope for prevention- and improvement-related strategies. The final measure is for managers to be receptive to employee suggestions so as to improve the overall quality of work. Chinese employees are likely to voice their opinions in response to work instructions from their managers. Some of the reasons for doing so are a desire to increase efficiency, avert problems or prevent misunderstandings, get a better idea of the requested job content, and develop or improve the job content. In such instances, the managers and colleagues of Chinese employees should react positively to the intercultural differences and utilize such traits for mutual benefit.