2017 Volume 9 Issue 1 Pages 122-136
This study analyzes the process of introducing job―based HRM at Mitsubishi Electric Corporation in 1950, and considers how the company generated early signs of job―specific HRM. Three points are made clear by the case. First, the new system could easily be connected with the prewar piecework payment. Second, Mitsubishi Electric, reacting to the resistance of the labor union and its members, amended the system when it introduced the job―based HRM system. Third, the labor union was not necessarily negative about the job―based HRM system. When Mitsubishi Electric introduced the job―based HRM system in 1950, job grades based on job analysis/job evaluation were set, and were reflected in wage rates. Although the proportion of the job―based element in the wage was still small and the job―based wage was subject to upward/downward fluctuation, it could be considered as an early sign of job―specific HRM, which emerged as early as in the period immediately after World War Ⅱ, since the system based on the job evaluation had been established. Thereafter, the early sign was developed as job―specific HRM at Mitsubishi Electric.
Annals of the Society for the Study of Social Policy
