An Examination into the Management Base that Affects the Performance Evaluation Systems of Japanese Companies

Abstract

In view of the difficulties that accompanied the introduction of management theories formed by Japanese companies in the United States, I conducted a hypothetical examination from questionnaires and interviews into what the context of management control of Japanese companies is, and how this is about to be changed. From this we can see that as a result of the changes in the personnel management system that has contributed to the construction of long-term psychological contracts, the context is changing, and the management controls of Japanese companies are beginning to develop a new structure