2 職務給化政策の意義 : F製鉄K製鉄所の1957年職務評価制度導入の事例(III 投稿論文)

抄録

The objective of this paper is to examine the introduction of the job evaluation system performed at the K plant of F Iron and Steel Company in 1957, and to clarify its significances and limitations. In the revision of the wage system, job evaluations were applied to the individual calculation of group incentive pay. Of primary importance, through job evaluations performed from 1956 to 1957 the central staff (labor division, efficiency section etc) was able to gain specific information previously only known to employees on the workshop. Secondly, The job evaluation system enabled the central staff to set all of the work of more than 1000 jobs on the basis of a unitary value standard and to attain a mutual comparison. This is a milestone in the history of development of personnel and production management. At the same time, however, there was the limitation in the control capability of central staff, and they had to concede to the opinions of the workshop leader in the adjustment of job evaluations. Consequently, job evaluations came to be determined by the particularities of each plant, and whole-company unification ended in failure. To conclude, the job evaluation system introduced in 1957 became at the utmost only an index with which job value is expressed in a plant.